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President-elect’s Message


Thinking of Joining the CCPA Board of Directors?


Choose to chance the rapids and dare to dance the tides.


-Garth Brooks


I have had many roles in CCPA since 2002 including four years as a board member, four years as an Executive Committee member, and four years as Chair of the Certification Committee. In addition, I have held numer- ous other positions within the Association. Becoming a Board/Executive Committee member of CCPA has been a meaningful way to explore how my experience and expertise can be applied in the not-for-profit sector at the governance level, and ultimately, how my experience and expertise can help to advance the goal of CCPA to establish itself as the national association for counselling and psychotherapy in Canada. It has also been a rewarding, high impact way to serve the counselling community while learning new skills that can transfer to other aspects of my life. I believe the single most impor- tant element in being a successful board member and helping to make a board much more effective is your own interest and pas- sion in the work of that group. On a board, and a not-for-profit board in particular, you are meant to be an ambassador. If you, as an ambassador, don’t feel passionate about the work of this organization, who will?


Understanding the type of governing board that CCPA has is essential in order for you


Too many times we stand aside and let the water slip away. To what we put off ‘til tomorrow has now become today. So don’t you sit upon the shore and say you’re satisfied.


to do your best work. I was a member of the CCPA Board during the transition from a working board to a policy board. Changing models is rather like changing lifestyles. I had to abandon well-established patterns of behaviour (e.g., my learning style is hands- on and experiential – give me a task and I will do it!). For example, in my early days on the board, a board member was in charge of producing Cognica. This person was respon- sible for the editing, layout, and production. Now this is completely handled by National Office.


It was a challenge to replace my old way of working with new ideas, roles, and activities – such as assuming the role of governance. By governance I mean the way in which the board exercises its authority, control, and direction over the organization. The board carries out its governance role by develop- ing and monitoring policies, and it organizes its work through committees. The board must ensure that the policies, procedures, initiatives, and advocacy work of CCPA are aligned with the best interests of our mem- bers and the public. For example, as Chair of the Risk Management Committee, I consider whether the procedures for identifying risks are adequate; whether our policies are a reasonable balance between cost and risk; and whether the Association will be ad- equately protected if the worst happens.


So what is the difference between an admin- istrative board and a policy board? In gen- eral, a successful administrative board can exist when the not-for-profit organization is new, small, largely made up of volunteers, and whose services are not numerous or complex. Board members attend to the top


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