Partnerships For Plants: Proceedings of CBCN's 1996 Workshop
Latest update: 7 December, 1998
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to Workshop 2 Outline
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Workshop Agenda
2: Function and Style of Membership Organizations: FOCUS GROUP RESULTS
EFFECTS ON STRUCTURE
1. OTHER MODELS?/STRUCTURES?
-advisors
could be part of Board? --(or vice versa)
-committee
structure
-expert
committees with regional basis -advisory panel helps
2. HOW TO APPOINT/ELECT THE BOARD
-sectoral --
could be elected by stakeholder groups
-who has
authority to appoint needs to be defined
3. ROLE OF THE BOARD?
-Volunteer
-Fundraising
-- (sub-committee)
-Decision-making
4. HOW TO ENGAGE MEMBERS/STAKEHOLDERS IN CBCN'S MISSION?
-Keep:
-evaluate and
measure progress and communicate to members
-contribution/recognition/ownership
-interactive
communications for members' use
-sub-committees to communicate to separate sectors (for relevance)
-NGOs
-educators
-industry
-Provide
Services:
-information on funding sources
-communications
-options for information dissemination
-updated weekly
-Relationship
with other conservation groups
-Support to
members
-available as a resource
-Small
network to remain vital
-Real
marketing function
-Inclusive --
National
ELEMENTS OF SUCCESS
-small board
-less than 10
-geographic
representation, ecozone-based
-clear definition of mandate
-vision/priorities/policy and goals - 5 year horizon
-roles and
responsibilities of Board
-MACRO level
-sense of
ownership/commitment
-representative membership/sectoral
-French/1st
Nations
-mechanism to promote communication between Board/Advisory
Council
-strong CEO responsibilities
-member benefits
-tangible/regular
-continuity of Board members
-three-five
year terms
-member ownership and involvement to ensure commitment
-flexibility
-e.g. in
articles of incorporation
-national level with regional input
-realistic mandate (prioritize)
-set
goals/functions
-structure evolves
from function
