Transcript What is a Network and Why Does GGC have Them?

National Networks Conference
2009
What are Networks and Why
Does GGC have Them?
Member Led-Staff Managed:
A Governance Theory and Model
Member Led-Staff Managed:
A Governance Theory and Model
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
• 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.
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.
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.
Who are the Players and
What do we do?
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.
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.
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.
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.
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.
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.
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)