SEHAB Salmon Enhancement and Habitat Advisory Board

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SEHABSalmon Enhancement and Habitat Advisory
Board

• Changing the way we do our work by keeping our
  eye on the big picture

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Governance

• Terms of Reference
• Navaids
• Finances and reporting

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What is good governance?

• One goal is to enable an organization to do its
  work and fulfill its mission. Good governance
  results in organizational effectiveness.
• But is about more than getting the job done.
  Especially in the voluntary sector, where values
  typically play an important role in determining
  both organizational purpose and style of
  operation, process is as important as product.
  Good governance becomes more than only a means to
  organizational effectiveness and becomes an end
  in itself.

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• Good governance is about both achieving desired
  results and achieving them in the right way.
  Since the "right way" is largely shaped by the
  cultural norms and values of the organization,
  there can be no universal template for good
  governance. Each organization must tailor their
  own definition of good governance to suit their
  needs and values.

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• There is plenty of room for different traditions
  and values to be accommodated in the definition
  of good governance. At the same time, all is not
  relative. There are some universal norms and
  values that apply across cultural boundaries. The
  United Nations published a list of
  characteristics of good governance. They include
• Participation providing all men and women with a
  voice in decision-making
• Transparency built on the free flow of
  information
• Responsiveness of institutions and processes to
  stakeholders
• Consensus orientation differing interests are
  mediated to reach a broad consensus on what is in
  the general interest
• Equity all individuals have opportunities to
  become involved
• Effectiveness and efficiency processes and
  institutions produce results that meet needs
  while making the best use of resources
• Accountability of decision-makers to
  stakeholders
• Strategic vision leaders and the public have a
  broad and long-term perspective on good
  governance and human development, along with a
  sense of what is needed for such development.
  There is also an understanding of the historical,
  cultural and social complexities in which that
  perspective is grounded.

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Terms of Reference

• I. GUIDING STATEMENTS
• The Oceans, Habitat and Enhancement Branch (OHEB)
  of
• Fisheries and Oceans Canada (Pacific Region)
  funds and
• supports the Salmon Enhancement and Habitat
  Advisory
• Board (SEHAB) as its "voice of the Volunteer
  community".
• The following statements capture the vision and
  mandate
• of the Department (DFO), the relevant Branch
  (OHEB), and
• of SEHAB

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Fisheries and Oceans Canada (DFO) Vision

• Safe, healthy, productive waters and Aquatic
• ecosystems, for the benefit of present and future
  
• generations, by maintaining the highest
• possible standards of
• Service to Canadians
• Marine Safety and Environmental Protection
• Scientific Excellence
• Conservation, and Sustainable Resource Use (From
  DFO website July 2004).

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DFO Mandate

• Fisheries and Oceans Canada is responsible for
• Policies and programs in support of Canada's
• economic, ecological and scientific interests in
  oceans
• and inland waters
• for the conservation and Sustainable utilization
  of Canada's fisheries resources in marine and
  inland waters
• for leading and facilitating federal policies and
  program on oceans
• for safe effective and environmentally sound
  marine services responsive to the needs of
  Canadians in a global economy (From DFO website
  July 2004).

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OHEB Mandate

• ?? The protection and restoration of fish habitat
• ?? Salmonid Enhancement Programs (SEP)
• ?? Integrated resource management planning
• ?? Stewardship and community involvement
• programs
• ?? School programs
• ?? Oceans programs

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SEHAB Vision

• Pacific Region Communities living sustainably
  within the
• natural limitations of healthy ecosystems
  supporting
• abundant and biologically diverse Pacific
  Salmonids.
• SEHAB Mission Statement (SEHAB C.A.R.E.S.)
• The Salmonid Enhancement and Habitat Advisory
  Board is the voice of the volunteer community
  dedicated to
• Communicating
• Advocating
• Representing
• Educating and
• Supporting its endeavours
• SEHAB and the community have a shared commitment
  of ensuring functioning ecosystems supporting
  viable, genetically diverse and abundant
  indigenous fish populations.

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NAVAIDS TO EFFECTIVELEADERSHIP

• A Governance Model for the Salmon Enhancement and
  Habitat Advisory Board

• SEHAB seeks to maintain a successful, egalitarian
  partnership between a government agency and
  communities therefore, the decisions it makes
  are no more important than the way it makes
  them. The governance structure
• Determines the services that the Board can
  provide to our community by defining the roles
  and responsibility of Board members and the
  Executive, and how they serve their community
• Defines the decision-making process of the Board
  and how it sets
• and implements policy, and
• Influences the Board's morale and productivity
  over time.

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Current Committee Work

• Executive
• - In general, the Executive will
• Establish, in concert with the relevant staff
  from agencies and SEHAB members, agendas and
  background material requirements prior to each
  general meeting
• Attend to emergency matters between meetings and
  such other matters as from time to time may be
  assigned to the executive by the Board
  membership
• Maintain and distribute - to the Board - minutes
  from executive meetings
• Interview and inform nominees of the role and
  responsibilities they will have as Board members
• Orient and mentor new members to build Board
  harmony and efficiency, and
• Notify Fisheries and Oceans Canada of changes to
  the Executive or Board membership.
• Standing Committees
• Finance
• Governance
• Communication
• Membership
• Ad Hoc Committees
• Wild Salmon Policy
• Steelhead
• Salmon Stock Assessment Working Group

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Work Load

• One of the decisions made recently was to focus
  our efforts
• We cant do everything
• Members were spread thin previously and we have
  concentrated on the issues represented by our
  Committees

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Roundtable Reports

• Each Board member from the CA regions and
• similar focused Provincial organizations around
  the
• Province communicate, as regularly as possible,
  with the
• constituent enhancement, stewardship and
• environmental groups in their region. Issues,
• successes and recommendations are gathered and
• compiled and are forwarded to OHEB immediately
• following our regular meetings in a person to
• person format at Pacific HQ

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Friday Forums

• Pine Beetle
• Coho Declines
• Groundwater Protection
• EPMP and habitat protection
• WSP
• CIP Review
• Next topic Riparian Area Regulations (habitat
  protection)

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Pacific RegionAdvocacy and Stewardship Groups /
DFO WorkshopA Workshop to Discuss
theEnvironmental Processes Modernization
PlanMarch 12-14 2007
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Community Advisors

• We have growing concerns around the current
  management model that allows a Manager to second
  time and resources away from the PI Program to
  other projects
• We are concerned about the inordinate amount of
  time it is taking to fill vacant positions
• We have growing concerns that the PI Program is
  not seen as the highly successful program it is,
  and
• We are concerned that the self-directed mode of
  work planning of CAs that is formed strictly
  around client needs is being eroded

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Regional Management Vs Area Management

• SEHAB supports the PIP Program, sees it as
• one of the most cost-effective programs within
  DFO
• a long-term culture that has supported volunteer
  recruitment and training
• having achieved a long list of accomplishments
• having supported DFO mandate by providing free
  workers doing the work of the Department
• SEHAB supports, for this reason among others, a
  return to Regional Management or another model
  that ensures the PIP remains client-driven

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Area Representation

• There are areas of the Province where members
  have not been recruited to the SEHA Board
• SEHAB would like to fill these missing seats as
  we move to better and more effective
  representation
• There are SEHAB members who has been serving for
  many years and are wanting to retire
• SEHAB needs your support to fill these seats,
  find alternates and generally promote and support
  SEHAB