Presentation on theme: "Annual General Meeting Assemblée Générale Annuelle November 27, 2010 Montreal, Calgary, Halifax, Toronto."— Presentation transcript:
Annual General Meeting Assemblée Générale Annuelle November 27, 2010 Montreal, Calgary, Halifax, Toronto
Board Members: Laurie Edward (chair) John Nisbet (vice-chair) Lyse Boyce (secretary) Jo-Anne Reynolds (treasurer) Elyse Lauzon (administrator) Todd Ward (administrator) Grant D. Johnson (administrator) Kevin Maloney (administrator)
Agenda 1.Call to order 2.Roll Call 3.Approval of Minutes from 2008 AGM 4.Chairs report and Strategic Plan review 5.Coordinators report 6.Amendments to bylaws 7.Financial report and audit review 8.Confirmation of Board members 9.Nomination and Elections
Chairs report and Strategic Plan review Laurie Edward, Chair John Nisbet, Vice Chair
Since registration as a non-profit in Canada in 2006, much has been accomplished by volunteer board, our part-time Coordinator and a broad network of supporters and educators: Securing charitable status in Canada; Securing partnership with Aventure Écotourisme Québec to support and sustain our administrative capacity; Hiring of our first employee, transitioning to our second (very talented and capable) employee.
STRATEGIC GOALS 22010-2013 1. Develop existing and new partnerships in order to secure stable funding and to work collaboratively to achieve our mission. 2. Encourage, facilitate and support training activities. 3. Increase organizational effectiveness through leadership development of board and staff.
STRATEGIC GOAL #1: Develop existing and new partnerships in order to secure stable funding and to work collaboratively to achieve our mission. 1.Update Partnership Categories and Levels. 2.Establish Memorandum of Understanding with Parks Canada to guide joint-effort to implement new Prevention Program 3.Secure new partnerships: a.3 new top-tier Non-Profit Partnerships b.2 new top-tier Commercial Partnerships c.1 new national Media Partnerships
STRATEGIC GOAL #1: Develop existing and new partnerships in order to secure stable funding and to work collaboratively to achieve our mission. 4.Update Partnership Agreements with founding and existing top- tier partnerships (i.e. MEC) 5.Maintain Partnership database – ensure records are completely up-to-date 2 times/year 6.Engage partners in AGM-related event (e.g. dinner and presentation) 7.Submit 4 grant applications 8.Assess need for external support to develop comprehensive Fundraising Plan.
STRATEGIC GOAL #2: Encourage, facilitate and support training activities. 1.Continue to build the national database of Master Educators and Trainers 2.Identify opportunities to support Master Educators and Trainers in acquiring liability insurance 3.Publish a regular, informative, bilingual and appealing newsletter 4.Maintain and promote calendar of courses via newsletters and online 5.Develop a discussion paper on a territorial/provincial ambassador program for the Board to review in a face-to-face meeting 6.Develop and print the Canadian edition of the N.A. skills and ethics booklet 7.Finalize Master Educator Course Provider model 8.Develop curriculum for all courses (besides Workshops) STRATEGIC GOAL #1: Develop existing and new partnerships in or
STRATEGIC GOAL #3: Increase organizational effectiveness through leadership development of board and staff. 1.Implement new Director Recruitment and Selection Process 2.Develop and implement a plan to integrate new board members into the BOD and match their individual competencies with LNTC projects and needs 3.Develop and implement a Director Recognition Plan to build and maintain board motivation 4.Complete a 3-year Staffing Plan (determine if and when to hire an Executive Director, and hire ED if required in 2010) 5.Conduct annual staff evaluation 6.Introducing basic Board Member evaluation (incorporating self and/or peer review) 7.Present financial statements / updates at every board conference call and meeting 8.Develop and implement financial policies and procedures and a calendar of key dates (e.g. GST return) 9.Complete HR Policy
PRIORITIES FOR THE YEAR AHEAD Stay the course: continue implementation of Strategic Plan 1. Develop existing and new partnerships in order to secure stable funding and to work collaboratively to achieve our mission. 2. Encourage, facilitate and support training activities. 3. Increase organizational effectiveness through leadership development of board and staff.
Membership 92 active members Membership cards Membership stickers New promotional items for members following our design contest Membership levels have been changed to only 3 types: Hiker: $25 Backpacker: $50 Explorer: $100
Partnership (contd) Special MOU signed with Parks Canada Partnership kit sent to partners Proud to support Haut Defi who attempted to climb Mt Manaslu while leaving no trace Proud to support Mylene Paquette who will paddle alone across the Atlantic Ocean, leaving June 2011
Special thanks Mountain Equipment Co-op –For their continuing support and promotion of the program Aventure Ecotourisme Quebec –For sharing their office space and providing administrative support and guidance
Office update New office location since June 2010, still sharing office space with AEQ in Laval New Coordinator: Catherine Pinard took over from Renée- Claude Bastien on May 3, 2010. Elyse Lauzon (LNT BOD) and Pierre Gaudreault (AEQ) were responsible for the hiring process New website: includes member, partner, media, training, shop sections… New database
BOD Approved Strategic plan Face to face meeting in Calgary in July 2010 Proposed revisions to the Bylaws: –Mandatory membership for course participants –Bilingualism policy
Office update-material New LNTC patches New Responsible Ecotourism Brochure Peak Pack translated, thanks to lAssociation des Camps du Quebec who sponsored that project
Training and Educational Material Trainer manual translated Canadian S&E Booklet (available in March 2011) Leaders Guide to LNT produced by Scouts Canada with financial help from Toshiba LNTC is now a course provider
Media Articles published in Geo Plein Air Article published in Sage Magazine Articles published in Outward Bound Newsletters now available on our website
Office update (daily activities) Receive and respond to emails and telephone calls Pick-up mail Pay bills, invoices, deposit monies, and maintain financial records Provide financial records to bookkeeper Renew partnerships and create new ones Prepare and send out membership and partnership packages Maintain member, partner and instructor databases Prepare reports for the BOD
Office update (daily activities-contd) Order material from the Leave No Trace Centre Order print material and purchase other supplies as necessary Prepare and ship orders for material Maintain inventory list Maintain and updating our website and calendar of events Respond to inquiries about courses Prepare Trainer kits Send out Trainer and Master Educator certificates and collect course rosters and Training Agreements Help facilitate workshops Publish newsletter
Challenges More staff time needed to respond to the demand and develop the program Difficult financial situation Partnership/Membership need to be increased Long-term partnerships need to be created Difficult to coordinate nationally BOD is a working board, requires great involvement of its members Corporate/media Board members need to be recruited
Challenges (contd) Our visibility needs to be increased Many documents to translate: bylaws, training agreements, educational material, etc. More training opportunities required:we need to train more Instructors and re-connect with people who are already trained Find financial support for Provincial Ambassador Program