 Service System Structural Proposals European Perspective

 Desired Outcomes for this Workshop Provide a simple overview of the structural proposals Discuss the most likely relevance to European Communities Discuss the proposals from a process point of view

 Foundational Principles Purpose-Driven Flexible Geographically Defined Group-Focused Collaborative

 Elements of an Effective System

 Europe and the Proposed Structural Changes

 European Relevance EDM: Zonal Level No zonal representation is being recommended by the board at this time As the conference grows, some form of zonal representation will likely be needed to manage the size of the conference Not likely to be “one zone one delegate,” but rather multiple delegates per zone Decided and implemented later as the need becomes clear

 European Relevance State/National Service Bodies: More relevant to the US where regional boundaries are often not state boundaries now. No structural change in most EDM communities, though possibly significant process change More discussion of process in later slides

 European Relevance Intermediate Bodies: Not likely to be relevant to most communities initially Based upon need: large number of LSUs in a country, or geographical/language barriers Created to fulfill a specific function with a “charter” clearly defined to meet the identified need

 European Relevance Local Services: This level is most relevant to EDM communities: Both structure and process changes at what is now the area level Group Support Units: discussion and support forums for group issues Maybe multiple GSUs for a single Local Service Unit. Neighborhood based.

 European Relevance Local Services: Local Service Unit: Quarterly Planning Sessions with everyone present: Group Delegates, project teams, workgroup leaders, LSU administrative team, delegates to the next level LSU Administration: May be a “Local Service Board” which meets monthly and oversees projects and workgroups

 Processes: The Most Significant Change

 Process Examples Planning Determining actual needs, setting specific goals, assessing and assigning resources, monitoring and making adjustments Making Decisions Refining and documenting the group conscience processes that lead to decisions Communication Sharing information and ideas with each other and those outside NA Leadership Development Identifying leadership potential, training, mentoring, making effective use of veteran leaders Delegation and Accountability Clearly describing the scope of responsibility and authority, the reporting expectations and the desired outcomes

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