RCEN
BUILDING A STRONG NETWORK FOR
A SUSTAINABLE ENVIRONMENT
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Introduction |
The board of directors of the
RCEN developed this strategic plan with the assistance
of Mel Gill, President of Synergy Associates. It drew
on information gleaned from a review of the history
of the RCEN ( APPENDIX A);
an ‘Environmental Scan’ ( APPENDIX
B); a survey of the National Council and Board
members, staff and external stakeholders; selective
interviews with respondents; a two-day board retreat
to review and refine a draft strategic plan; and a
final board review, amendment and approval process
through e-mail and telephone communications. This strategic plan outlines the core
values of the RCEN, its vision, mission and strategic
goals. It also identifies specific objectives in each
of five ‘key results’ areas.
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Core Values
The RCEN affirms and endorses
the principles of the Earth Charter. |
The RCEN values:
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Recognition of the inter-connectedness
of all forms of life
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Respect for all species, including
human beings, and the integrity of all ecosystems
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Respect for the natural environment
as the foundation of all sustainable living and economic
activity
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Respect for a diversity of cultures
and perspectives within the environmental movement
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The right of all to have an informed
and respected voice in the development of domestic and
international policies, laws and agreements as they
might affect the biosphere
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The strength and participation of
its affiliates and their member organizations
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Environmentally responsible decision-making
at all levels of society
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Vision |
A healthy environment for healthy living
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Mission |
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To facilitate and promote sharing of
knowledge, resources and collaborative efforts to influence
domestic and international practices, policies, laws and
agreements affecting the environment.
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Strategic Goals |
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To secure the financial stability
and viability of the RCEN and diversify revenue sources.
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To develop and sustain a network
of strong Canadian non-governmental organizations that
are effective in influencing environmental practices
and policies in Canada and internationally.
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To enhance and expand the role of
the RCEN as the organization preferred by governments,
agencies and others for selection of delegates to national
and international forums on the environment and sustainable
development.
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To establish the RCEN as a credible
conduit to advice and information for funders and others
on environmental matters.
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To broaden the base of public support
for more environmentally responsive and responsible
decision-making.
The RCEN will pursue these
goals by seeking results in five interrelated,
and sometimes overlapping, ‘key results’
areas: Financial; Organizational; Capacity Building;
Communications and Visibility; and, Alliances.
The key results sought in the financial area
directly support the first strategic goal. Strategic
goals 2 and 3 are supported by both the organizational
and capacity building activities. While strategic
goals 4 and 5 are respectively supported by
key results areas communications, visibility
and alliances, all the strategic goals and key
results areas are strongly interrelated and
interdependent. |
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Key Results Areas |
1. Financial -To
secure the financial stability and viability of the
RCEN and diversify revenue sources.
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Objectives:
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Increase the amount of core
funding
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Secure additional, multi-year
project funding
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Develop non-governmental sources
of revenue
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Promote establishment of federal
and provincial environmental trust funds or endowments
to support the work of ENGOS with funding independent
of governments
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2. Organizational
-To develop and sustain a network of strong Canadian
non-governmental organizations that are effective in influencing
environmental practices and policies in Canada and internationally.
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Objectives:
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Strengthen National Council involvement
in governance and representation.
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Ensure that governance structure
remains responsive to RCEN and member needs.
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Increase affiliate accountability.
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Ensure that caucuses remain current,
relevant and coordinated with one another.
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Streamline and strengthen RCEN governance
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Ensure strong future leadership and
governance for RCEN
- Develop new affiliate in Quebec
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Strengthen presence and engagement
of First Nations people
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Strengthen the presence and engagement
of Northern Environmentalists in RCEN
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Expand the membership of the RCEN
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Increase participation of more ethnic
and cultural community leaders
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Strengthen the relationship between
RCEN and its international program
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3. Capacity Building -
To enhance and expand the role of the RCEN as the organization
preferred by governments, agencies and others for selection
of delegates to national and international forums on the
environment and sustainable development. (Note: Activities
in this key results area also support achievement of Strategic
Goal # 2.)
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Objectives:
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Strengthen capacity of affiliates
to focus more attention on capacity building and networking
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Strengthen capacity of delegates
selected for consultations to influence discussions
and outcomes
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Strengthen capacity of RCEN national
office
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Strengthen commitment of local communities
to environmental protection
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4. Communications and Visibility -
To establish the RCEN as a credible conduit to advice and
information for funders and others on environmental matters.
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Objectives:
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Raise the profile of the RCEN with
key constituents and stakeholders
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Determine what changes, if any, might
be made to enhance the use of the E-bulletin and Website
as core elements of the communications strategy
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Increase the utility of the ENGO
database
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Raise the level of public (particularly
youth) awareness and concern about environmental issues
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Seek replication of the RCEN network
model in other countries
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5. Alliances - To broaden the base of public
support for more environmentally responsive and responsible
decision-making.
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Objectives:
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Broaden institutional support for
RCEN mission and values
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Broaden public support for RCEN mission
and values
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Strengthen relationship between affiliates
and regional offices of federal government, particularly
Environment Canada
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Encourage the establishment of a
‘virtual’ Centre of Excellence in environmental
studies
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APPENDIX A – HISTORY
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The RCEN began in 1977 when ENGOs from
across Canada formed a National Steering Committee to help
facilitate meetings between environmentalists and Environment
Canada. Many of these environmentalists were members of
national (or soon to become national) ENGOs. The RCEN was
formed to support the valuable contributions of a wide range
of grassroots educators, organizers, researchers and activists.
Environment Canada (DOE) facilitated the development of
this network throughout the next decade through support
from an internal secretariat, in-kind contributions and
contracts through its regional offices.
The RCEN was formally incorporated in 1986-87 as a national
non-profit and non-political organization dedicated to supporting
the work of environmental groups across the country. The
DOE Secretariat was disbanded in 1987 and the RCEN assumed
some of its coordinating functions, supported by its first
‘Contribution Agreement’ from Environment Canada.
Its core funding from DOE of six hundred thousand dollars
per year has remained static since the early 1990s. The
erosion of this funding through inflation and increases
in core costs has placed enormous strain on the organization
and required it to be increasingly dependent upon pursuit
of project funding to serve the core coordinating functions
initially devolved from DOE to the RCEN.
Outside consultants’ reviews of the RCEN were commissioned
jointly by Environment Canada and CIDA in 1995 and by CIDA
alone in 1997. Both reviews identified a number of problems
within the RCEN’s governance and general operations
and with its financial viability. Membership fees were implemented
in response to the 1995 report but these have remained fixed
since then and have not returned significant revenues to
the RCEN or most of its affiliates. The provincial affiliates
charge different rates but RCEN receives a fixed $10 of
this regardless of what the affiliates charge.
RCEN members, in response to a recommendation in the 1997
consultant’s report, approved a bylaw amendment at
the 1997 Annual General Meeting (AGM) to reduce the National
Steering Committee (NSC) from sixteen to six members as
both a cost-containment measure and an attempt to give the
membership greater direct control over the election of representatives
to the NSC. However, financial strains and internal conflict
and indecision over the allocation of financial resources
and control of the governance of the organization continued
to grow. These pressures resulted in the loss of several
executive directors between the mid-90s and 2001 precipitating
yet another independent review of the RCEN in 2001 to examine
the organizational structure of the RCEN and make recommendations
with respect to its longer-term future.
This latter review concluded that most of the functions
currently performed by the RCEN were very valuable, if not
critical, to the grassroots environmental movement in Canada,
to the government agencies for whom the RCEN’s members
provide consultation services, and to environmental protection.
It was regarded as the only vehicle for grassroots environmentalists
to have a voice in consultations on environmental policy.
The delegate selection and consultation services at the
national, provincial and inter-governmental levels were
considered to contribute enormous amounts of volunteer time
and talent to policy deliberation and formation. The core
funding transferred to affiliates of the RCEN was perceived
as critical to their survival.
The RCEN’s ‘network’ structure is a
unique organizational form that allows it to embrace membership
from organizations with often quite diverse views, approaches
and strategies. They nevertheless share a common commitment
to environmental integrity. The RCEN facilitates development
of policy positions and advice to governments through
‘environmental issues caucuses’ whose membership
is drawn from the membership of its provincial and territorial
affiliates and national partner organizations. The RCEN
itself does not assume or advocate specific policy positions
although affiliate organizational members may endorse
such positions on an issue-by-issue basis. It also facilitates
ENGO participation in domestic and international government
consultations on environmental issues through a democratic
process for selecting delegates to such consultations.
Environment Canada and other funders reported that they
derived excellent value for money invested in the RCEN.
All the functions of the RCEN and its affiliates rely
on: low-cost staff; volunteer support; efficient and economical
administrative operations; enormous amounts of volunteer
time in bringing grassroots perspectives and environmental
expertise to policy development and consultations; annual
meetings in the most cost-effective venues available;
and, a five-fold multiplier effect in revenues raised
by affiliates from other sources.
The 2001 review recommended an organizational restructuring
in which membership in the RCEN would be held through
the provincial/territorial affiliates rather than directly;
a National Council elected by the affiliates and caucuses;
and a Board of Directors elected by the National Council.
Bylaw amendments to adopt these recommendations were approved
at the Annual General Meeting in 2002 and a transitional
board was elected to oversee the transition to the new
organizational structure. A new executive director was
recruited in the fall of that year.
Core funding of the RCEN has remained frozen at early
1990s levels and has remained under continual threat.
Revenues, which had suffered a dramatic 30% decrease between
1998 and 2001 rebounded to 1996-97 levels in 2002-03.
The RCEN continues its dependence on administrative surcharges
to special projects in order to subsidize and sustain
its core operations.
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APPENDIX B – ‘ENVIRONMENTAL SCAN’
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The Board of Directors, with the support
and leadership of the new executive director, embarked on
development of a strategic plan for the RCEN in early 2004.
An external consultant was engaged in early 2005 to assist
the organization in completing that work. The consulting
phase included a financial review; a survey of the staff,
National Council and Board members, and external stakeholders;
selective interviews with respondents; a two-day board retreat
to review and refine a draft strategic plan; and a final
board review, amendment and approval process through e-mail
and telephone communications.
A review of financial trends over the past
ten years revealed that the organization had suffered a
dramatic 30% drop in revenues between 1998 and 2001, the
period of the most intense internal divisions and frequent
turnover in staff leadership within the RCEN. Revenues only
rebounded to 1996-97 levels in 2002-03. Core funding has
remained frozen at early 1990s levels and has remained under
continual threat. The RCEN continues its dependence on administrative
surcharges to special projects for the approximately $140,000
annually required to subsidize and sustain its core operations.
The continuing transfer of $240,000 annually is a major
drain on the resources of the national office but essential
to the survival of its affiliates and a core element of
its historical mandate. Judicious expenditure of funds over
the past several years has allowed the accumulation of a
modest cash reserve over the past four years.
Respondents to the survey and interviews
acknowledged that the RCEN operates on a very tight budget
and performs well or very well with the resources currently
at its disposal; affirmed the conclusions of earlier reviews
that the federal government’s financial support of
the RCEN is a high value investment; and that, in the absence
of the RCEN, a similar service would need to be recreated
within the government or another agency at considerably
greater expense.
Activities identified as least important
to the RCEN’s core mandate were the maintenance of
the Green List, the Annual Conference on the Environment
(ACE), and development of new ENGOs or coalitions. Capacity
building in affiliates, caucuses and member organizations,
while perceived as less important than some other activities,
was identified as an area of affiliate responsibility but
one with the potential to generate new revenues from federal
sources.
Major strengths of the RCEN were identified
as follows:
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- The network structure with its broad-based membership
- The democratic and transparent process for selection
of delegates to government consultations and the
quality of delegates, particularly those selected
for domestic consultations
- The strength of policy development work done by
the caucuses
- Financial support for affiliates that sustains
the network and provides leverage for securing revenues
from other sources
- Growing credibility associated with stronger and
more stable board and staff leadership and more
efficient decision-making
- Professional and committed staff that does an
incredible job of securing project funding and coordinating
activities
- Publication of the weekly E-bulletin
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The following concerns were identified as requiring
most immediate attention:
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Reliance on a single source (Environment
Canada) for the preponderance of RCEN funding
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New federal government rules of contracting
through MERX that require competitive bidding and limit
the number of contracts available to one organization
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Inadequate funding to support in-person
meetings of members for key governance, policy development
and networking activities (including cross-caucus communications)
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Financial and staff resources heavily
stretched at every level creating a preoccupation with
organizational maintenance and administrative functions
and detracting from work on environmental issues
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The impact of financial constraints
and heavy workloads on the capacity to retain, reward
and recruit qualified, committed staff
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The impact of volunteer fatigue on
the capacity to recruit members for board committees,
caucus work and development of a future leadership core
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Evolution of a mutually supportive
relationship with the Youth Environmental Network
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Past experience with an overly confrontational
approach by some delegates selected for some consultations
has left some branches in some federal government departments
reluctant to use the RCEN’s services
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Inactivity in some of the caucuses
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Insufficient communication between
the Board and National Council
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Inconsistency between affiliates
in criteria for membership eligibility
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Insufficient clarity of expectations
and affiliate accountability for fund transfers
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Under-representation of Quebec ENGOs
in the work and governance of the RCEN
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Insufficient ethnic, cultural and
other diversity characteristics within the membership,
caucuses and governance structures
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Low RCEN visibility and profile
outside the immediate NGO stakeholder network
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The most important environmental issues emerging
in the next five years were perceived to be:
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Climate change and the need to do
all that is possible to reduce Canadian energy demands
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The emerging demand for non-renewable
resources from China and India
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An imminent peak in world oil production
and depletion of recoverable oil and gas reserves
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A resurgence in nuclear and coal-generated
energy issues
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Alternative energy research and
development
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Invasive alien species in forests
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Sustainable agriculture and food
production
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Food security and Genetically Modified
Food products
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Water allocation and international
trade
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Government and industry trends that
favour voluntary over legislated environmental regulatory
systems
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Federal acknowledgement and support
for the work of the ENGOs, not just industries
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World Trade Organization and international
trade agendas that favour short-term industry interests
over long-term environmental sustainability
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National follow-up to internationally
developed forest and biodiversity targets
Environmentalists around the world are concerned
that the current pace of human development is
degrading the environment at a rate that threatens
the future of all species and the capacity of
the planet to sustain life. The RCEN brings
together and supports a network of environmental
non-governmental organizations to influence
the adoption of policies and practices that
protect and preserve the environment.
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Emerging Opportunities
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The review of the current context in
which the RCEN must operate identified a number of imminent
and emerging opportunities to strengthen its financial position
and the influence of its members on environmental practices,
policies, laws and international agreements.
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National Level
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Environment Canada’s Competitiveness
and Environmental Sustainability Framework (CESF)
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Coordination of the ENGO component
of Sector Sustainability Tables
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Potentially new resources and strong
allies in DOE and other federal government departments.
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Potential for other departmental
contributions to core funding
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Green industries committed to corporate
accountability and environmental certification schemes
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Natural Resources Canada deals with
25 international bodies related to forests, oil and
gas so there may be opportunities for engagement of
ENGOs with the right delegates and approach
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Strengthened relationships between
affiliates and regional DOE offices
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New statutes and regulatory framework
for charities
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International Level
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Kyoto, climate change and renewable
energy concerns may provide opportunities for increased
interaction and funding
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The UN Decade on Education for Sustainable
Development
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UN Millennium Declaration as an
international convention upon which to build leverage…Sept
2005 session of UN leaders to review progress on achievement
of it’s goals and indicators
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World Urban Forum 2006…Conference
on Sustainable Development
The RCEN will further its aims by striving to
taking advantage of these opportunities assertively,
with clarity of values, vision, mission, goals
and objectives. The RCEN recognizes that this
plan is ambitious and that an initial extraordinary
investment of funds may be necessary to generate
the momentum necessary for its implementation.
It is also recognized that the extent to which
the plan is ultimately achievable is dependent
upon a wide variety of factors, not the least
of which are the political and fiscal realities
of the day and the degree of public concern about
environmental matters.
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