National Networks Conference 2009

1. National Networks Conference 2009

2. Member Led-Staff Managed: A Governance Theory and Model What are Networks and Why Does GGC have Them?

3. GGC’s move in changing our governance structure (October 2003) is in line with what many non-profit organizations have discovered: it is important to separate governance from management. It is also important to adopt a model that suits our specific needs, the ways we operate and the future direction we want to take as an organization Member Led-Staff Managed: A Governance Theory and Model

4. Member Led – Staff Managed • GGC National Board represents the Members and fulfills the governance role by establishing policy to provide direction, focuses on strategic planning, and considers the wise use of our resources. • Staff Managers direct the work to achieve the direction provided by the Board. They oversee the development, implementation, and evaluation of work to achieve the priorities and goals of the Board. • Member voice is by input and consultation through the networks, and in special situations, the Provincial Commissioners. Networks act as advisers to the staff and ensure the culture, values, interests, and voice of members are clearly understood and addressed. Provincial Commissioners lead provincial councils and implement GGC programming in their jurisdiction.

5. Goals of Networks • To assign Member volunteers in the most effective way possible; • To involve and support provincial level advisers; • To ensure relevant and valuable consultation with the field, as appropriate; • To bring consistency of form, function, and accountability to network system.

6. National Networks • Cornerstone of Member voice and input into GGC operations; • A vehicle to consider field implications and make recommendations to the decision making process; • Centre of communication to and from the field and the means for Member contribution into staff managed decisions; • Means to champion national initiatives and programs into the provinces.

7. Who are the Players and What do we do?

8. DCC-Member Services • Supports the CEO in the daily work of GGC by bringing Member perspective to organization’s goals and priorities; • Advise and support national advisers; • Ensure orientation of national advisers to the national level and their role • Receive regular reports from NA’s • Keep current on the work of the national networks; • Facilitate professional development of NA’s; • Select and appoint national advisers; • Is a member of all networks, and will participate as appropriate; • Ensure recruitment to replace outgoing National Advisers begins a minimum of 3 months prior to end of term.

9. National Adviser • Provide leadership to the national network; • Chair network teleconferences; • Facilitate communications from network to department by soliciting views on opportunities and issues and soliciting opinions and advice on the field’s perspective of a project; • Works collaboratively with her Manager on strategies, initiatives, communications, and issues related to her network; • Champion decisions and key messages; • Orient new provincial advisers and mentor incoming provincial advisers during transition period; • Facilitate inter-provincial exchanges within departmental work of ideas, best practices, etc.

10. Department Manager • Manage regular work of the department; • Responsible for the financial management of the department; • Direct, coach, and monitor staff; • Manage projects; • Seek input from the field via NA and network; • Identify and manage cross-service collaborations; • Ensure management accountability plan for service area and accompanying notes are current and complete; • Advise management team of department issues and status of work among networks.

11. Partnership of NA and NDM • Strategize and deliver “culture, support, and tools” preparation and communication for an initiative; • Provide support and tools to the membership for implementation of initiatives in any specific area of responsibility • Discuss operational plans as per Board directed strategies; • Ensure active and ongoing communication between advisers and managers; • Consult regarding project adjustments; • Discuss any concerns raised by the network.

12. Provincial Advisers • First point of contact and communication within a province for operational initiatives; • Gather collective views from within the Province; responsible to consult within province on issues or projects; • Spokesperson for province on issues on the table for her department; • Present the view of her province; • Provides the provincial view on issues on the table into the network; • Relay/report information to her provincial council and/or provincial commissioner.

13. Provincial Commissioner/Council • Leads the provincial council; • Contributes to the Member-led portion of the Governance Model; • implements GGC programming in their jurisdiction; • Ensure competent and committed women are recruited as PA’s; • Support PA’s in their roles by encouraging them to speak and act for their provincial council; • Build a strong provincial team of advisers that collaborate and consult as appropriate and support each other to achieve the national strategic priorities.

14. Our National Networks • Camping (P.J. Borghardt) • Communications (under review) • Cookies (Lisa Tougas) • iMIS (Susan Stephen) • International (Enidd Issac) • Membership Development (Dagmar Loiselle) • Membership Support (Debbie Ficner) • Program (Marlene Graham) • Public Relations& Marketing (Barb French) • Treasurers (Helen Harding) • Training (Barb Nott)