1. MFRC Governance C MPC LGen Lamarre

2. Governance Models – 3 options
1. Current MFRC Governance Model (status quo)
2. Partnership MFRC Governance Model
3. Formalized MFRC Governance Model
CAF Ombudsman 2013 Report recommended:
reassessment of the foundation of the MFRC governance model
Governance Working Group appointed by CMPC, as directed by CDS, under the authority of the Terms of Reference dated October 2016
The Governance Working Group (Groupe de travail sur la gouvernance):
a. conducted an assessment of the current governance structure (concepts de gouvernance) including comprehensive stakeholder consultation (Jan – June 2017);
b. considered alternate governance models at Governance Forum September 2017; and
c. determined new 2 governance constructs plus status quo for CDS decision
Recommended outcome:
Support the seamless experience (l'expérience sans faille) of CAF families through a Formalized Model (modèle formalisé) of MFRC governance acknowledging family needs, enabled by responsible and engaged CAF partners

3. Formalized MFRC Governance Model
Defined stewardship and accountability by MFS and CAF leadership in support of MFRC governance and standardization while maintaining the original grassroots community development philosophy to support families
Key Characteristics
Defined stewardship and accountability by MFS and local CAF leadership, in support of MFRC governance and standardization and SSE initiatives
Stakeholder (Intervenants) responsibilities and accountabilities:
Families: at the core of this model;
The Three partners are what the CAF see as the enablers of Seamless Canada.
B/W CO: monitors standardized governance processes, involvement in community, strategic plan implementation, Board /staff recruitment,
MFS, as the funder and steward: establishes, mentors and monitors standardized Board operational processes, approves funding allocations based on strategic plan and provides and monitors the implementation of standardized staffing policies and processes;
MFRC Board: ensures not-for-profit, provincial / federal incorporation, charitable status of the MFRC; administers fund management from Public, Non-Public and provincial / municipal sources, and other fees; establishes and monitors MFRC strategic direction; is the autonomous employer and manager of MFRC staff.
Maintains intent of original grassroots, community development model of support to families while modernizing to offer a seamless Canadian experience

4. Formalized MFRC Governance Implementation
OUTCOMES
Synchronized and defined stakeholder responsibilities and accountabilities
Established and monitored standardized Board operational processes; strategic planning direction; and funding allocations based on strategic plan
Standardized staffing policies and processes
MFRCs directly responding to family community
Formalized roles and responsibilities clearly defining governance processes, planning and monitoring
Formalized and monitored national and local cohesion
OPPORTUNITIES
Revise MOU with detailed responsibility matrix and compliance requirements
Establish nationalized family feedback / advisory capacity
Standardize/nationalized program delivery and communication strategies
Leverage national fundraising efforts
NEXT Steps
Formalized MFRC Governance is the right step right now but not the last step
Interim approach as the CAF progresses the various SSE initiatives such as CFB Canada
Changes to service delivery of support to families may, in the future, necessitate another review of MFRC governance
Governance will evolve as families and the CAF evolves
You are going to engage in facilitated discussions this weekend on the outcomes and opportunities written here, and I want to talk to you about the next steps.
Could be an interim approach