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Best Practices in Governance and Management I Chapter 7: Adaptive Capacity Skookum Jim Friendship Centre

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Best Practices in Governance and Management I Chapter 7: Adaptive Capacity Skookum Jim Friendship Centre Friendship Centre Movement Best Practices in GOVERNANCE AND MANAGEMENT By John Graham & Mackenzie Kinmond August 2008 Aboriginal Friendship Centres are the country’s The Institute On Governance (IOG) is a most significant off-reserve Aboriginal service Canadian, non-profit think tank that provides an infrastructure. The National Association of independent source of knowledge, research and Friendship Centres, or NAFC, is a network of advice on governance issues, both in Canada 118 Friendship Centres from coast to coast to and internationally. coast. The NAFC was established in 1972 to represent, nationally, the growing number of Governance is concerned with how decisions Friendship Centres that had emerged across important to a society or an organization are Canada. taken. It helps define who should have power and why, who should have voice in decision- There are 118 Friendship Centres across Canada making, and how account should be rendered. and in many cities and towns, Friendship Centres are the only providers of culturally-enhanced Using core principles of sound governance – programs and services to urban Aboriginal legitimacy and voice, direction, performance, residents. For over 50 years, Friendship Centres accountability, and fairness – the IOG explores have been supporting the transition of Aboriginal what good governance means in different people from rural, remote and reserve life to an contexts. urban environment. For many Aboriginal people, Friendship Centres are the first point of contact We analyze questions of public policy and to obtain referrals to programs and services. organizational leadership, and publish articles and papers related to the principles and The overall purpose of Friendship Centres is to practices of governance. We form partnerships provide tools for Aboriginal people to succeed in and knowledge networks to explore high priority all areas of Canadian society issues. Friendship Centres were one of the first institutions Linking the conceptual and theoretical principles that allowed urban Aboriginal people the of governance to the world of everyday practice, opportunity to acquire knowledge and develop we provide advice to governments, communities, skills and experience as administrators of service business and public organizations on how to delivery institutions. Through the devolution of assess the quality of their governance, and how the administration and delivery of the AFCP to to develop programs for improvement. the NAFC in 1996, conditions for the long-term development of modern Aboriginal governance You will find additional information on our were created. activities on the IOG website at www.iog.ca You will find additional information on our For further information, please contact: activities on the NAFC website at www.nafc.ca John Graham, Institute On Governance For further information, please contact: 122 Clarence Street, Ottawa, Ontario Canada K1N 5P6 Peter Dinsdale tel: +1 (613) 562-0090 National Association of Friendship Centres fax: +1 (613) 562-0097 275 MacLaren Street, Ottawa, Ontario K2P 0L9 [email protected] T. : 613-563-4844 F. : 613-594-3428 www.iog.ca [email protected] [IOG 2008-1256)] TABLE OF CONTENTS INTRODUCTION ..........................................................................1 A. Context of the Paper .............................................................1 B. Method ...............................................................................1 C. Organization of the Paper ....................................................2 CHAPTER 1: Board GOVERNANCE Labrador Friendship Centre ....................................3 A. Literature Review ..................................................................3 B. Labrador Friendship Centre ..................................................5 C. Conclusions .........................................................................8 CHAPTER 2: EXECUTIVE LEADERSHIP United Native Friendship Centre .............................9 A. Literature Review ..................................................................9 B. United Native Friendship Centre .........................................10 C. Conclusions .......................................................................13 CHAPTER 3: Staffing Cariboo Friendship Centre ...................................15 A. Literature Review ................................................................15 B. Cariboo Friendship Society .................................................16 C. Conclusions .......................................................................18 CHAPTER 4: VoluntEERS Grande Prairie Friendship Centre ..........................21 A. Literature Review ................................................................21 B. Grande Prairie Friendship Centre ........................................22 C. Conclusions .......................................................................24 CHAPTER 5: StratEGIC PLANNING Ontario Federation of Indian Friendship Centres ....... A. Literature Review ................................................................25 B. Ontario Federation of Indian Friendship Centres ..................26 C. Conclusions .......................................................................29 CHAPTER 6: EValuation Timmins Native Friendship Centre.........................31 A. Literature Review ................................................................31 B. Timmins Native Friendship Centre .......................................32 C. Conclusions .......................................................................36 Friendship Centre Movement Best Practices in Governance and Management i CHAPTER 7: AdaptiVE CapacitY Skookum Jim Friendship Centre ............................37 A. Literature Review ................................................................37 B. Skookum Jim Friendship Centre ..........................................38 C. Conclusions .......................................................................41 CHAPTER 8: EXTERNAL RElationS National Association of Friendship Centres ............43 A. Literature Review ................................................................43 B. National Association of Friendship Centres ..........................46 C. Conclusions .......................................................................49 CHAPTER 9: SuStainabilitY Val-D’Or Native Friendship Centre ........................57 A. Literature Review ................................................................57 B. Val-D’Or Native Friendship Centre ......................................58 C. Conclusions .......................................................................62 CHAPTER 10: FUNDRAISING Friendship Centre Movement ................................63 A. Literature Review ................................................................63 B. Friendship Centre Movement ..............................................64 C. Conclusions .......................................................................67 CHAPTER 11: HUMAN RESOURCE MANAGEMENT Prince George Native Friendship Centre ................63 A. Literature Review ....................................................................63 B. Case Study ...........................................................................64 C. Conclusions ...........................................................................67 CHAPTER 12: CONCLUSION ....................................................69 A. Common Trends ................................................................69 B. Future Areas of Focus .........................................................72 Bibliography ...............................................................................75 ii Friendship Centre Movement Best Practices in Governance and Management INTRODUCTION A. Context of the Paper Th e Friendship Centre Movement in Canada has grown signifi cantly over the past forty years. Th e fi rst Friendship Centres began providing services to people migrating to and residing in urban areas in the 1950’s. By 1972, when the National Association of Friendship Centres (NAFC) became incorporated, there were 45 centres. Today, there are 118 Friendship Centres, as well as 7 Provincial Territorial Associations (PTAs) across Canada. Th roughout this period of growth, the various Friendship Centres have introduced a number of diff erent governance, management and service delivery models. Currently, there is no national documentation that off ers a snapshot of the various models used by the Friendship Centres. At its 36th Annual General Meeting held in July 2007, the NAFC highlighted the need to document the continuum of models that exist within the Friendship Centre Movement. Th e members of the NAFC adopted Resolution #07-04, which reads as follows: Best Practices in Management There exists a number of governance, management and program/service Whereas: delivery models throughout the Friendship Centre Movement And Whereas There is no national documentation that provides a snapshot of models Therefore That the NAFC engage in a national review and assessment process to Be It Resolved: document the continuum of models that do exist in the areas noted herein B. Method Th e NAFC contracted the Institute On Governance (IOG), an Ottawa-based think tank, to conduct a national review and assessment process. Th e process occurred in two phases; the fi rst phase entailed a brief literature review of best practices in governance and management in the not for profi t sector in North America. While there
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