Prepared by Anne Rochon Ford,
in consultation with members of the
Canadian Women's Health Network
for the Women's Health Bureau of Health Canada

December, 1995

CWHN HOMEPAGE

PART II Exploring a Structure for the CWHN

The following ideas are based on a similar structure which was recently proposed to women's health contacts across the country through a large mailing of the Canadian Women's Health Network. This, in turn, grew out of a discussion at the consultation in Winnipeg in 1993. An accompanying survey asked whether readers were in favour of the proposed structure. We are just in the process of receiving responses to that survey; the outcome will influence the final product as will discussion at the consultation in Winnipeg in January '96.

The suggestions which follow are only that - suggestions. This is an interim process and we welcome the input of new voices and players.

1. Management and Accountability Structure of the Network

The CWHN, both in its own right and in its relationship to the COEWHP requires a clearly delineated structure. This structure must reflect the work that the CWHN will be doing, i.e. managing a service and a series of processes. Such a structure is required for several reasons:

1) to be accountable to members

2) to review and decide priorities

3) to monitor quality and effectiveness of the work of the CWHN

4) to take responsibility for meeting the requirements of any contractual agreements with Health Canada

5) to ensure that equitable hiring and operating policies are in place and are adhered to

6) the assurance of a comprehensive and fair evaluation process for CWHN

7) to oversee staff

The CWHN has maintained a commitment from the start to a fair, clear open and accountable process with respect to decision making and execution of activities. The CWHN to this point has operated with a loosely structured Coordinating Committee made up of women of various constituencies and organizations from across the country. In taking on responsibilities related to the COEWHP, women active with the Network reiterate that they do not want us to lose sight of the Network's strong grassroots history and commitment to its core principles of respect for diversity, bilingualism and a woman's right to control her body.

The management structure for the CWHN has not been fully determined and different models are being considered. It should be seen as a structure that will evolve both in the short and long term, with regular evaluation being part of the process. In order to move forward with the initiatives and activities discussed in this paper, we are proposing an interim structure for a period of about 2 years.

In keeping with some of the basic aspects of a management structure which was proposed in the CWHN Update letter mailed out in November, the following model is suggested.

1) That the Women's Health Clinic in Winnipeg continue to shelter the Network for a period of about two years. This would provide systems for financial management and accountability to funders. The Clinic would not be involved in any way in directly shaping or determining Network policies or activities.

2) That the present Co-ordinating Committee (CC) continue for a period of two years, following the structure laid out at the consultation for representation by region and constituency. Each Coordinating Committee member would be expected to:

a) commit themselves and/or their organizations to taking on a particular task for the Network (e.g. chairing a working group or subcommittee);

b) be expected to keep in touch with groups in their area who are interested in the CWHN and be able to pass on information;

c) ensure that the mandate of the CC would be carried out over the next two years and initiate and advise on the development of Network policies and activities;

d) commit to using e-mail for communication and conferencing with other CC members.

3) A strong effort would be made to solicit involvement of CC and subcommittee representatives from within women's health organizations which would be in a position to supplement staff time, and provide access to resources such as computers or volunteer help. This is critical if we are to be self-sustaining as a separate entity beyond Health Canada's funding mandate.

4) A clear commitment to affirmative action and bilingualism (French and English) will continue to be articulated in all materials and operations of the CWHN. The Coordinating Committee and the staff hired for the CWHN must reflect the diversity which characterizes Canada.

2. Management Issues in Relation to the COEWHP

The CWHN's role in relationship with the Centres of Excellence points to the need for some specific considerations in creating the management structure for the CWHN. Some degree of management will be needed in order to:

_ ensure liaison between the CWHN and the Centres

_ to coordinate planning (activities, networking, research)

_ to carry out an on-going evaluation

Since there are no clear precedents for organizations such as the CWHN having a clearly defined role with a Centres of Excellence Program in Canada, finding ways to manage this effectively will require ingenuity and flexibility. Some Centres may have a distinct geographic region (e.g. the Prairies) in which case it may be easier for that Centre to liaise with the individuals and groups in that region. However, not all Centres will necessarily have such a distinct geographic region (e.g. a Centre is not required to consist of individuals all working in the same institution or even in the same region). We need to consider how these Centres can be encouraged to liaise with the CWHN and women's health groups.

3. Members and Users

THE CWHN does not currently have a formal membership or a final policy about membership. The issue was considerably debated at the Winnipeg consultation in 1993 particularly with respect to whether there should only be organizational membership or whether individual memberships should also be recognized.

A much larger question with which the CWHN is still grappling is whether there needs to be a membership structure at all. In these days of electronic communication, anyone can access the services (e.g. newsletter, clearinghouse) of the CWHN without having to pay for membership. Maintaining a membership structure can also consume a considerable amount of staff time, be it paid or volunteer. On the other hand, arguments for a membership structure include:

_ membership allows for a more democratic process in determining the management of the CWHN (if members are given a vote at an annual general meeting or through some other mechanism)

_ membership a source of revenue for the Network (assuming membership fees are charged)

For the purpose of discussion, the following structure for the membership is proposed:

both individual and organizational memberships would be recognized;

a fee scale would allow for a sliding structure both for individuals and organizations;

membership would be open to anyone who agreed to the general principles of the CWHN as outlined in the Mission Statement;

individual members (through literature they will receive in a new members package) will be encouraged to affiliate with a member organization in their region or locality.

anyone can use the services of the Network without being member.

4. Staffing Structure for the Network

The services of the Network outlined above point to the need for a strong staff base with the ability to work pro-actively, collaboratively and with much creativity. Once consensus has been reached on the proposed services to be offered by the CWHN, a more detailed outline of staff positions and their job descriptions can be created. Additional organizations (like the Women's Health Clinic) may come forward with a commitment of staff time and resources, thereby influencing this configuration. For purposes of discussion, the following staff positions might be considered in light of the services proposed:

1) Co-ordinator/ Manager

2) Clearinghouse Co-ordinator

3) 1-800 line Co-ordinator

4) Animation Co-ordinator

5) Animators

6) Fundraiser

In that some of the proposed work of the CWHN will be dependent on a certain degree of volunteer involvement, roles for volunteers must be more clearly delineated once services have been confirmed. A mechanism to avoid volunteer burn-out and to recognize volunteers for their work should also be elaborated.