I'm an EFDSS member from across the pond (just one year's worth, though), and a CDSS member and Governing Board member, to boot. I've not studied the bylaws (or the UK equivalent of that term) for EFDSS, but it sounds as though the EFDSS President is a mere figurehead... too bad, though I suppose if that's known to be a figurehead position, then p'raps an equivalent non-figurehead position exists?

Anyway, I've been learning just how useful a good board president can be in my recent experience with CDSS's Tom Seiss. He's transformed the governance processes of CDSS by applying the principles described by John Carver: that is (in extreme condensation, and as I understand it), the Board's job is to set the mission and larger goals (prioritized) for the organization, to describe the desired "ends", and define the limits within which the staff operates. Then the staff knows where to go, and is empowered to develop the "means" necessary to achieve those ends. It sounds obvious, but it makes the Board useful, rather than an annoyance to staff, if they realize their job is to be concerned with big picture issues.

I understand there's is a new EFDSS strategic plan, the question is how to do the job and keep it going... without different parts of the organization tripping over one another.

Another key thought from my CDSS (and local TFTM) experience -- the realization that given the mission and goals, you can further the mission without necessarily doing the job yourself, as long as you offer encouragement and/or support to those who do it.

FWIW. (Sorry, I just came off a whole weekend of discussing this stuff!)

~ Becky in Tucson