The president’s primary responsibilities are to serve as the chief executive of the institute; to recruit the highest scientific and medical talent in the United States to serve the institute on its working groups; to serve the institute on its working groups; to direct ICOC staff and participate in the process of supporting all working group requirements to develop recommendations on grants, loans, facilities, and standards as well as to direct and support the ICOC process of evaluating and acting on those recommendations, the implementation of all decisions on these and general matters of the ICOC; to hire, direct, and manage the staff of the institute; to develop the budgets and cost control programs of the institute; to manage compliance with all rules and regulations on the ICOC, including the performance of all grant recipients; and to manage and execute all intellectual property agreements and any other contracts pertaining to the institute or research it funds.9
At present, the ICOC Internal Governance Policy, instead of delegating management tasks to the president, is moving in the opposite direction and adding management tasks to the chair’s responsibilities, including supervising the preparation of the annual financial plan. This tendency to add managerial roles to the ICOC also is reflected in the addition of another vice chair. CIRM’s willingness to embrace this innovation in the structure of the ICOC stands in notable contrast to its reliance on the strict terms of Proposition 71 in rejecting other proposed innovations. It also shows an inclination to enlarge rather than contract the role of the ICOC in day-today operations. In the committee’s judgment, the critical tasks performed by the vice chairs should be reassigned to management. In particular, the important tasks of government relations and corporate relations both should be carried out by staff reporting to the president rather than by the vice chairs of the board.
CIRM’s Internal Governance Policy also calls for the president and chair to jointly recommend an organization chart to the Governance Subcommittee, and assigns to the chair employment and compensation authority for staff in the Office of the Chair. In addition, the policy delegates responsibility for public communication to the chair and responsibility for scientific communication to the president, with a director of public communications reporting to the chair (CIRM, 2011a,b,c). This organizational structure adds further day-to-day operational responsibilities to the Office of the Chair, which the committee believes is inconsistent with good governance practices. Evidence suggests that the trend toward blurring oversight and operations is continuing with the newly created position of chief financial officer reporting jointly to the chair and the president (CIRM, 2012c). Certain roles and functions that the committee feels should be the
9Proposition 71, 125290.45. ICOC Operations, 4.b.1.B.