1. National Board of Directors Board Report

2. Revise Strategic Plan - Financial
The Next 12 months
Communications
Board Education
Policy Coordination
Change Management
Revise Strategic Plan - Financial
Strategic Plan Program - Enhance our programs and services by assessing and meeting the common needs of our clubs. Stakeholder -Kin Canada will be the first choice service organization in Canada. Organizational Capacity - Ensure we have the skills and infrastructure necessary to meet the common needs of clubs. Financial - With diversified revenue, Kin Canada will increase the operating budget to $1.5 million by 2018.

3. Communication Priorities Strategic Alignment
National Board of Directors Communication Strategy - FLC & District Conference
Exploring/Implementing the Kin Canada “Intranet”
Strategic Alignment
Enhance Program and Services - Ensuring members have access to accurate and current information will provide confidence and inclusiveness amongst our members.
First Choice Service Organization – Kin Canada requires members to be well informed to promote Kin with positivity and passion.
Skills and Infrastructure – Creating a consistent communication strategy will improve the overall strength of the association
Communications;
Opportunities to communicate with our members at Conventions will continue.
Due to changes in our National Directors Election Process, there may not be a National Director located in each District.
This has allowed us to pilot a new system in the upcoming year.
The National President will be presenting the National Board Report for all the conventions he/she will attend
We will then look at the most cost effective alternative whether it is the National Vice President. National Directors or Past National President
We anticipate a cost saving in National Directors attending conventions on behalf of the Board 
Clear communication between members, Operations and National Board is key to clubs maintaining and growing a strong healthy culture. 
Even though we have multiple ways to communicate with each other we continually struggle to provide a consistent communication strategy that reaches all members in one distribution. Social media works for others but even at that we are limited to the amount of information we can send out to members. This leaves us to make assumptions about what members want information on.
We are definitely challenged over the next year to find a communication strategy that work for most.
As Grant mentioned in his report we are starting to exploring old technology the “Intranet”!! Excited about the possibilities the intranet can bring!!
A collaborate site for members only
Generally, a wide range of information and services from the organization's internal IT systems are available that would not be available to the public from the Internet. A company-wide intranet can constitute an important focal point of internal communication and collaboration, and provide a single starting point to access internal and external resources. In its simplest form, an intranet is established with the technologies for local area networks and wide area networks.
We could keep our Kin website for external users to learn more about Kin Canada, and the Intranet would be a member only site that is a user friendly and would provide consistent updates from all levels of Kin
Operations, National Leadership Hub, National Board and potentially individual clubs. Members would be able to navigate through our intranet easily and view what interests them most.

4. Board Education Priorities Strategic Alignment
Board Source - On line learning tool
Strategic Alignment
Enhance Program and Services – Provide support and education to board members increases productivity.
First Choice Service Organization – A first choice Service Organization needs to be led by top-notch people with the matching attitude, skills and knowledge.
Skills and Infrastructure – Board members that are educated and skilled will provide the vision and guidance to strengthen our Association
Education for the national board is a vital tool for strengthening organizational effectiveness in the face of continuous change.
This Year every Board Member will have access to an online learning tool called Board Source.
Board Members will be able to learn at their own pace in the areas they require more education.
This is a pilot for one year to see the benefits it can bring to our board members.

5. Policy Coordination Priorities Strategic Alignment
Create templates for Policies, By laws, House Rules
Explore Charter Renewals – Ensure Clubs, Zone and Districts continue to align with National Policies & Procedures
Strategic Alignment
Enhance Program and Services – Ensuring we provide guidance and support to Clubs who require assistance in the development of house rules.
First Choice Service Organization – Providing policy and standards supports healthy Club management/leadership and increases their ability to deliver on the Association’s Mission.
Skills and Infrastructure – Providing sound policy framework strengthens the Clubs ability to self-govern with reduced risk and liability
GOB #2 and The National Policy and Procedure Manual are the overall Governing Documents.
It has been suggested that clubs and districts adopt our National Policy as their policies along with policies that pertained specifically to their club or District.
Bottom Line is - HQ and the National Board are unaware of the Policies, By Laws or House Rules that clubs have or have not adopted.
The first question, a DG or Governor or ED Grant will ask when you reach out for help is what has your club or District adopted for a policy?
Over the next year we will be coming up with a strategy to “template” House Rules, by laws and Policy’s. Meaning it is a “cookie cutter” defining National Policy’s already in place. It will also allow for District and Clubs to add their own content.
We will also be working with Operations to explore a type of charter renewal which would ensure Bylaws, House s Rules continue to align and stay up to date with National Policy and Procedures.

6. Change Management Priorities Strategic Alignment
National Board and Operations will work together to create a Change Management Standard and Procedure
The Standard and Procedure will be utilized by The National Board, Operations and National Committees to disseminate change in policy, procedures, programs, awards , etc.
Strategic Alignment
Enhance Program and Services – A good change management model, when executed well will help ensure the evolution of our programs and services generate positivity and not negativity.
First Choice Service Organization – Modeling sound management practices reflects on the Association and a well run Association’s reputation speaks for itself.
Skills and Infrastructure – A good policy should be able to be used both horizontally and vertically and Change Management skills will need to be developed with our Club, Zone, District and National Leadership. The better skilled we become, the stronger we become.
Change management guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes.
In general, change can create undue anxiety and stress and as a people organization, we should keep that ever mindful. (People don’t like change and what makes it worse is when something changes without them knowing).
Change has to be expected within Kin. I think how we manage the change is key to acceptance of change.
Developing a change management Strategy will provide out members with a consistent approach to
This Standard/Procedure is intended to be used by the National Board and Operations, National Committees when implementing a change in Policy, Procedures, awards, Etc.
We will be working with ED Grant to develop the Change Management Standard

7. Strategic Plan (Financial)
Priorities
Revise – Strategic Plan Financial
Not on track to reach goal by 2018
Revise to include more realistic and incremental goals
Strategic Alignment
Diversified Revenue – Board will update Strategic Alignment (fall 2017)
With diversified revenue, Kin Canada will increase the operating budget to $1.5 million by 2018.
Not on track to reach goal by 2018 –
A more realistic view on diversified revenue
The board will be looking to revise the Financial component of Strategic Plan
Will look at moving to incremental goals, i.e. if our goal is to reduce the dependency on dues, then let's move in that direction... in 2018 we will reduce the budget allocation of dues by 10% and 15% in the second...