Northern California Regional Services. The Purpose of today’s presentation is to provide NA members with information on the efforts underway to revitalize

Northern California Regional Services

Our Service System – “What’s New?”

The Purpose of today’s presentation is to provide NA members with information on the efforts underway to revitalize the NA Service System, both world-wide, and here at home in Northern California. Specifically, we will look at:

– Fellowship-wide discussions on the need to improve our service system, the work undertaken by the NAWS Service System Work Group, and innovations tried by some NA communities

– Efforts underway to revitalize Northern California Regional Services in light of many of the same identified issues; Including an in-depth look at the proposed Northern California “Fellowship Services Team”

Our ServiceSystem

Purpose of Today's Presentation

Our Service System Part 1:

An Overview of our service system

Matt S, Alternate Delegate


Massive amounts of input have been collected from the fellowship between 2004 and 2008 on the following Fellowship Issue Discussion Topics:

– Infrastructure

and

– Our Service System

What follows is just a partial list of the themes we heard very clearly from the fellowship on what is not working with our current service system:

NAWSService System Project

NA Services: What you’ve told us is not working


NA Services: What’s not workingAtmosphere

No atmosphere of recovery in service meetings

Service meetings are not attractive

Lack of spiritual principles in service.

Not enough use of the 12 concepts

Lack of unity: Too much arguing and gossiping

People with clean time don’t lead by example

Racial and other tensions

Personalities before principles

Cliques

Lack of trust

Fear of change

Service too often has a negative image


NA Services: What’s not workingStructure of the Service Meetings—Process Issues

Few personalities dominating the discussion (bullies)

Don’t start and end on time

Meetings are too long and lack a clear focus

Agendas aren’t followed and target dates aren’t met

Need to incorporate workshop approach to structure of area

People leave before ASC is over

Too many subcommittees (though some said just enough)

Policies

Not being followed or not in place

Lack of accountability


NA Services: What’s not working

Selection of Trusted Servants

We do not communicate expectations and duties of positions well nor do we confront members who do not fulfill their obligations

Selection of trusted servants is not thoughtful or careful enough.

People are “railroaded” or “warm-bodied” into positions.

Elections can be a popularity contest

Clean time is too often waived

People without much time hold positions before they are ready.


NA Services: What’s not workingTraining and Mentorship

People not well prepared for positions—lack of mentoring and training, lack of clean time, lack of knowledge about the system.

Need better education of service structure and principles

Need to better support and encourage new people who take commitments

Alternates don’t attend area/region enough

Members volunteer for commitments and then become so frustrated and overwhelmed that they leave

People with time leaving. Lack of guidance and experience

Sponsors not helping spondees get involved in service work

Problems in transitioning from service positions;

No records kept—reinventing the wheel


NA Services: What’s not working

Money

Not enough money (esp. going into basket). Meetings are having trouble paying rent; trusted servants are not always funded

Misuse of money

Too much money kept in reserves, hoarding funds

Separate fund flows for different areas of service with no accountability

Poor budgeting for coming year


NA Services: What’s not workingPeople

Not enough (committed, skilled) people involved

Apathy

Ego

Not enough representation at ASC

Not enough area involvement at region

Lack of commitment & follow-through. People not willing to

spend the time

Poor fit of talent to task

Resources go to conventions, not to carrying the message

Lack of rotation

No alternates


NA Services: What’s not workingCommunication

The chain of communication doesn’t work. NAWS RSCs ASCs Groups

We don’t communicate well between service body meetings

We need better use of technology

Poor handwriting (!)

Poor communication across language barriers

GSRs don’t get information to groups, either because they are unwilling or unable to or because there is too much information and the meeting structure doesn’t allow it. No GSR reports in meetings

Some “hoard” information because they want control


NA Services: What’s not workingStructure

Not enough unity within and between areas

Area splits that leave groups isolated and underserved, and leave questions about how to handle shared services, among other challenges

Metro—areas not understanding what the function of the metro is not using GSR assemblies or experiencing challenges implementing them

Large geographic distances make it hard for members to participate in service and centralization of services in some of these places leads members to feel alienated, not want to get involved.

Area not serving groups; region not serving areas

Lack of flexibility in the structure. Form doesn’t follow function.

Rural groups are often underserved or feel underserved


NA Services: What’s not workingDecision-making processes

Trouble transitioning to (or not transitioning to) CBDM

Don’t always hear all points of view

Lack of understanding of group conscience—think it’s just a vote not a spiritual concept

Planning & Evaluation

Lack of planning

Budgets are not evaluated and adjusted according to changing needs

No inventories

Duplication of efforts

We need a more productive and responsive service structure, better follow-through

Failure to see NA as a whole—lack of vision


Other Considerations:Many of the preceding issues were identified as problems with World Services in the l1990’s. Most have been solved through a comprehensive restructure of our world services system. Although world services has changed tremendously in the last 10 years; local services for the most part haven’t. The following piecemeal attempts to revitalize our service system have proven only marginally effective:

12 Concepts for NA Service (1992) – Struggling to apply new principles to an old system

PR Handbook (2006) – New room on an old house?

The Area Planning Tool (2006) – Why plan for services?

NAWS Service System Work GroupNAWS has created a Service System Work Group That will meet from 2008 – 2011 and present some materials for fellowship consideration at the 2012 World Service Conference.

The groups charge from the World Service Conference over the course of project is to: Create a common vision for all NA Service Efforts,

and

Frame options for local service delivery

Serving the group are three members of the World Board, three office staff, and members from Florida, Pennsylvania, Quebec, Minnesota, Brazil, Sweden, New York, Australia, Illinois, and Northern California


At their January 2009 meeting, the World Board and project support staff reviewed the process of defining the ‘mega issue’ of our service system. The session essentially led to the following “Big Question:”

“How can we build a system of service within NA that is driven by unity of purpose, and that allows for flexibility in meeting the diverse service needs and goals of our NA communities?”


NAWS Service System Work Group

Service System Project Anticipated Outcomes:Greater cooperation/unity in achieving a common vision

A system that drives all to the same goals, yet allows for diverse means to get there (to meet diverse community needs);

a system for service that allows for greater flexibility in structure

Encourage more members to engage in service and to stimulate development of leadership

Greater spiritual development of membersMembers see value in participating in service as a vital part of

recovery

Healthier atmosphere for application of spiritual principles


Service System Project Anticipated Outcomes:

All parts of the structure understand their value and are empowered to contribute

More open flow of information/communication throughout the system (including accurate information on members)

Instill a culture of planning and creativity within all levels of the structure

Positive impact on external recognition, credibility and respect for NA

Save livesNAWS

Service System Project

NAWS Service System Work Group – A Vision for NA Services

A Common Vision for all NA Services


A spiritual foundation to the system – what are the core spiritual principles underlying the service system, and how are they applied practically to the effective delivery of service in NA? We have a commonly accepted foundation of principle – how do we move forward from here?

Communication and information flow within the structure;Shift from a ‘structure driven’ system to a ‘process driven’ system


NAWS Service System Work Group – A Vision for NA Services

NAWS - Framing Options for Local Service Delivery

Political Considerations:

Many current methods of communication on this type of issue rely on those who are most entrenched in the old system and therefore the message won’t reach those members who have been disenfranchised and alienated

There are factions that feel differently about the current system; Implementation at the necessary levels will need to engage those who maybe most resistant

Structural change will create an emotional response in many members



Ethical Considerations:

We have to create a service system that can be run by NA members - one that is feasible and clear

Present concepts at a level that all members can understand, even those outside the system

There has to be full access to service and the process for all members – those with the desire and will to participate are able to because the opportunity is there

Our structure isn’t a barrier to any addict having access to NA service – it has to be open to all levels of recovery

Diversity can’t be a barrier to access – a system must be appropriate to all cultures



Other observations:

Groups and service bodies tend to follow written guidelines as gospel even if they are only offered as suggestions. Levels of consciousness may not currently be up to the change we envisage.

Are we seeing intimidation rather than apathy limiting involvement in service? Is our system unattractive or off-putting?

The Iranian service model was created by a central group who designed the system. They had the Guide to Local Service translated, but didn’t use it as a mandate to create the structures that it outlines.


Framing Options for Service Delivery – Local Examples

Iran


Florida


Florida

Florida Region 2008-2009 Projects • Pen Pals in Prisons & Jails – established and functional • Public Relations Schedule for 2009 - completed• Area Service 101 – creating service tools for ASC’s• Florida Service Symposium - completed• Guide to Regional Service Committee – one year project• Latino Outreach – in process• Young Peoples Workgroup – in process• Prison Clearance – in process• Leadership Training – CD is available with leadership training skills

materials• Literature Racks in Hospital ER’s – in process• Statewide PSA’s – in process• Area Incorporation & Bank Accounts – human resource panel

filling workgroup• Finances (Group, Area and Regional) – human resource panel

filling workgroup


Minnesota

GroupsGroup Members

Any member may participate in his/her group.

Area Service CommitteesExecutive Committee, Sub-committees

GSRs, GSRA’s, RCM/RCMA

Regional Service CommitteeRSC Chair, RSC Vice Chair

MNRSC Board Members, RCM’s, RCMA’s, Project Members, UMSO BOD Reps, MNNAC BOD Reps

Any member may attend, participate and vote.

MNRSC “Working” Board of DirectorsRSC Chair and Vice Chair

Plus, Up to 10 At-Large MembersBoard Elects Internally the positions of RD, RDA, Treasurer, Secretary

UMSO BOD

MNNAC, Inc.

RD/RDA Go ToWorld Service Conference

MNNAC XVICommittee

Project NameProject Leader

Members


Members


Members


Members

Accountability

UMSO

Annual Regional Assembly (Provides Overall Direction)

Biennial Strategic Plan & Budget Biennial WSC Motions & Discussion

RD/RDA Go ToMidwest Zonal Forums


China:

– Elections by Email

– Instant Messenger RSC

– Communications Committee umbrella over H&I. PR, Phone line

Local Service Options

Sweden:

– Five Times through the Area Planning Tool

– Sponsoring the Polish Region

– Use “Skype” VOIP Conference Calling between RSCs


Brazil:

– Country has divided into 5 Regions

– Creating a country-wide Brazil Zonal Forum



Sacramento Fellowship:

– Using Consensus Based Decision Making

– Creating an Area Pool and process for task-based service

German Speaking Region:

– Using Consensus Based Decision Making

– Have adopted “Behavior” guidelines (Work group values) for their RSC


NCRSC Strategic Planning - 2007

The NCRSC embarked on comprehensive inventory and strategic planning through use of the Area Planning Tool, identifying the following areas for improvement:

1. Learning Days and Regional Assemblies

2. Training and Orientation

3. Format & Structure of the RSC

4. Task-Based & Coordinator Service

5. Improving PR (and H&I)2007 RSC Inventory

1. Learning Days and Regional Assemblies

• A working group has been created to develop the first of what may eventually be quarterly service learning days titled “NA 101”

– Welcome!!!

2007 RSC Inventory

2. Training and Orientation

• Admin has developed a comprehensive PowerPoint RSC orientation for new RCMS or Participants. We are discussing training veteran RCMs to take over this role; essentially becoming peer mentors.

• The NCRSC Held its first “Leadership in NA” training session in June 2008, immediately prior to regional elections. This was based on extensive tools provided by NAWS and further developed by Admin. It is our hope to do this annually in future years2007 RSC

Inventory

3. Format & Structure of the RSC• The NCRSC will adopt a form of Consensus Based

Decision Making (CBDM) as it’s decision making model – this is still undone

• The RSC will rotate its meeting up to two times a year as a matter of Policy; One RSC will be on an even numbered month and one on an odd numbered month to allow both PR and H&I to participate in traveling RSCs

• The NCRSC will hold small group discussion sessions on a quarterly basis, coinciding two of these with the traveling RSCs to maximize fellowship participation.

• Starting in January 2009, for a 6 month trial basis, the Regional Service Committee Meeting will be a bi-monthly business session with every other month being a sharing forum only.

2007 RSC Inventory

Experiments with RSC FormatWe have tried 2 “Non-Business RSCs” with:

• Extended (almost 2 hours) Admin (FST) meeting

• Ninety minutes of Regional Work Group meetings

• Direct Interaction between Work Groups and the RCMs

• Extended Forum time for thorough discussion of Fellowship Issues & Needs

• This month is our first true “Bi-Monthly RSC” If this works, we are hopeful it will allow us to have real “Non RSC months to focus on working groups and holding more NA 101 events. This will help to minimize burn-out of regional trusted servants

• The RSC will evaluate the Bi-Monthly concept in July 2009

4. Task-based & coordinator service

• H&I To switch from committee to coordinator model

• The Administrative Committee, H&I Coordinators, and PR Coordinators Shall combine to form a cohesive “Fellowship Services Team”

• Approved and Implemented a Regional Pool for gathering human resources throughout the fellowship

• Approved External Guidelines for a Regional Nominations Panel that will begin in January2007 RSC

Inventory

5. Improving PR (And H&I)

• H&I To switch from committee to Coordinator Model

• The Administrative Committee, H&I Coordinators, and PR Coordinators Shall combine to form a cohesive “Fellowship Services Team”

• Regional H&I and PR Forums have been moved to the 4th Saturday of the Month to allow for more flexibility and time within their sessions for training & mentoring. This also allows the coordinators and Admin members to be full participants in both meetings

• New working group system will give higher resource and funding priority to mission-critical PR/H&I projects

2007 RSC Inventory

Work we’ve done so far

Approved a new budget process that allows Leadership to evaluate, prioritize and approve travel requests. The process also identifies routine regional services as a priority and creates a separate tracking process for special projects.

Projects must be approved by the NCRSC, have a proposed budget and timeline, as well as available discretionary funds, prior to funding

Approved procedures for traveling RSCs, including funding for RCMs. We’ve also significantly modified the RSC Travel Policy to provide increase funding assistance for remote areas RCMs

Approved policies and procedures for the Regional Pool and Regional Nominations Panel and have enacted both.

2007 RSC Inventory

Work we’ve done so farThe Regional Pool went online in the fall of 2008. So far, we have used the pool to:

Selected 4 members from the fellowship at large to work on the “Fellowship Services Team” working group.

- More on this group later!

Selected a pool member to assist our PR Coordinator in facilitating an inventory at the Contra Costa ASC, utilizing the Area Planning Tool

Selected a pool member to assist in an inventory at the Peninsula ASC

2007 RSC Inventory

Work we’ve done so far Selected a pool member who is also a member of

the World Services workgroup on revising the “fund flow” IPs to assist with a fund flow presentation at the SF ASC

Selected a pool member from the 916 North area as part of the travel team for the Shasta-Trinity/River Cities “Bridging the Gap” Event. This pool member co-facilitated a Unity workshop with over 50 persons in attendance!

Our first Regional Nominations Panel was formed in January 2009. This group unfortunately never got traction this year, but we are hopeful to try the process again next year

2007 RSC Inventory

NCRSC Working Group Values

The Administrative Committee, H&I, and PR Coordinators Met offsite in September 2008 for an extended team building meeting in which we developed a set of “working group values”

These values are read and practiced, to the best of our ability, at all Administrative committee and working group meetings. We are hopeful that these values will become the foundation for future changes to the culture of Regional ServicesNCRSC

Work GroupValues

NCRSC Working Group Values• As a group, our primary principles are those

embodied in NA’s Twelve Steps, Twelve Traditions, and the Twelve Concepts for NA Service.

• We affirm that unity, mutual respect and trust is paramount to the effectiveness of the group and shall characterize all our interactions and communications. We shall focus ourselves on these values at the beginning and ending of each meeting.

• We will strive to meet our stated goals for each meeting and shall always strive to assist the RSC in achieving their vision for the work assigned to us.

NCRSCWork Group

Values

NCRSC Working Group Values

• We affirm that workgroup discussions and deliberations will be balanced. No one person will dominate our discussions, and everyone will actively participate. Only one person will speak at a time, and there will be no side-bar conversations.

• We encourage one another to offer our personal views, ideas, creativity and vision to all work group deliberations and projects and to take risks by not confining ourselves to pre-conceived limitations.

• We affirm that workgroup issues will be discussed – not personalities.

NCRSCWork Group

Values

NCRSC Working Group Values• We will strive to achieve consensus whenever

possible and we will not separate ourselves as individuals from the consensus of the group. We will each take responsibility for the decisions of the group.

• In keeping with the spirit of the Eighth and Ninth Concepts, We shall always strive to report any minority or dissenting viewpoints from our group, should one exist, in all our communications

• We will demonstrate respect for other members of the group by reading material provided between meetings, maintaining communication between meetings and arriving prepared for each meeting; working together to ensure that our meetings start and end on time.

NCRSCWork Group

Values

Proposed NCRSC Components:

Northern California RSC

Project Working Group



Fellowship Services Team

(FST)

NCRSO*Same as

current

NCCNA*Same as current

RegionalNominations

Panel

Our Service System Part 2

The Northern California Fellowship Services Team

Michael H, Napa/Solano Area


Building the FST:

FST Work Group

FOUNDATION

A SOLID BASE OF COMMONLY AGREED PRINCIPLES APPLICABLE TO SERVICE FOUNDATION

A SOLID BASE OF COMMONLY AGREED PRINCIPLES APPLICABLE TO SERVICE FOUNDATION

A SOLID BASE OF COMMONLY AGREED PRINCIPLES APPLICABLE TO SERVICE

FOUNDATIONA SOLID BASE OF COMMONLY AGREED PRINCIPLES APPLICABLE TO SERVICE

FUNCTIONCONNECTING OUR PRIMARY PURPOSE TO THE ACTIONS OF OUR SERVICE BODIES

FORMBUILDING STRUCTURES THAT ENABLE US TO BE PRODUCTIVE

Form Follows Function!

Building the FST:

FST Work Group

FOUNDATION


FOUNDATIONA SOLID BASE OF COMMONLY AGREED PRINCIPLES APPLICABLE TO SERVICE

Foundation:

• NCRSC Work Group Values

• Steps, Traditions, and Concepts

• Agreement on a “team Approach”


Building the FST:

FST Work Group

FOUNDATION


FUNCTIONCONNECTING OUR PRIMARY PURPOSE TO THE ACTIONS OF OUR SERVICE BODIES

Function:

• Functions of an FST

• FST Mission Statement


Building the FST

FST Work Group

FOUNDATION


FORMBUILDING STRUCTURES THAT ENABLE US TO BE PRODUCTIVE

Form:

• Composition of the FST

• FST External Guidelines

• FST Working Group Charter


FST Workgroup Charge:

The Fellowship Services Team Working Group has been charged with the following:

1. Create a Mission Statement for the new “Fellowship Services Team” (Defining the “what” before the “who” – Functions)

2. Develop External Guidelines for the FST ( The “who” - Form)

3. Time permitting, create a framework for the FST Internal Guidelines

FST Work Group

FST Workgroup Composition:

The Fellowship Services Team Working Group has been meeting monthly, in person, or via “Skype” conference call since November of 2008. The group consists of:

– Karina S, RSC Secretary

– Ginny N, RSC H&I Chair

– Willie C, RSC Vice Chair

– Matt S, Alternate Delegate

– Sabrina K, Pool member from East Bay North

– Jennie C, Pool member from San Francisco

– Michael H, Pool member from Napa/Solano

– Patrick G, Pool member from Santa Cruz

FST Work Group

Approved FST Mission Statement:

The Fellowship Services Team (FST) has been established by the Northern California Regional Service Committee (NCRSC) to contribute to the continuation and growth of Narcotics Anonymous service within the Northern California Region. In keeping with the Twelve Traditions and the Twelve Concepts for NA Service, and to cultivate unity, the FST’s Mission is:

•To serve as the single point of accountability for coordination of the NCRSC Resource Pool and all Regional Working Groups by utilizing the vast talents and skills of the NA membership in the Northern California Region.FST Work

Group

Approved FST Mission Statement:

•To provide support and resources for Public Relations [PI and H&I] services in the Northern California Region.

•To identify and cultivate future leaders in our membership through the training, education, and mentoring of trusted servants.

•To act as the voice of the NCRSC when it is not in session, remaining accountable to the NCRSC and maintaining clear communications at all times.

FST Work Group

Draft FST Work Group Charter

Our Fifth Concept for NA Service reminds us that, “For each responsibility assigned to the service structure, a single point of decision and accountability should be clearly defined.”

Having the FST as the one body that the NCRSC can hold directly accountable for the timely and effective completion of all Regional projects helps us to live up to the ideals of the Fifth Concept.

FST Work Group


The Eighth Concept for NA Service states that, “Our service structure depends on the integrity and effectiveness of our communications.” The spirit of the Eight Concept is positively reinforced when the FST communicates all working group reports and correspondence.

FST Work Group


The FST will, as a practical matter, take an invested approach in ensuring the success of all Regional working groups’ efforts. The following points characterize the FST’s commitment to the success of Regional working groups:

FST Work Group

Draft FST Work Group Charter• Clear Expectations: The FST will clearly

communicate their expectations for each working group’s performance and expected outcomes. Working group members will be provided a clear understanding of the group’s mission and context for the group’s work as it fits in the NCRSC overall purpose and strategy.

• Commitment: Group members will be committed to accomplishing the group mission and perceive their service with the group as valuable to NA as a whole. Members can feel excited and challenged by the opportunity to serve on the working group and that their work contributes toward NA’s Primary Purpose.

FST Work Group


• Confidence: Each working group’s members have the skills and capabilities to address the issues for which their group was formed. Members will be secure in the knowledge that the FST will provide the resources, strategies and support needed to accomplish the Group’s mission. The FST and the NCRSC will demonstrate consistency of purpose in supporting each Group with the necessary human and financial resources to complete their charge.

FST Work Group


• Communication: In keeping with the spirit of the Eighth Concept for NA Service, the FST will communicate developments related to the scope of each group’s work, in order that members will understand the complete context for the group’s existence and mission. Working groups will communicate to the FST their anticipated outcomes and timelines for accomplishing their task. The FST shall provide regular feedback and direction to help support the designs of the group.

FST Work Group


• Coordination: Each working group will be coordinated by a member of the Fellowship Services Team in a way that assists the group to obtain what they need for success. Relationships and interactions between the working group, other working groups, and the FST will be maintained by the Group’s assigned FST Coordinator.

FST Work

Group


• Collaboration: Members will work together effectively interpersonally, approaching problem solving, goal setting and improvement jointly to accomplish the Groups charge. Members will have the freedom to bring diverse opinions to the table, without fear of reprisal. Working Groups shall maintain an atmosphere of recovery by embracing conflict resolution, consensus-based decision making and decorum.

FST Work Group


• Creative Innovation: Working Groups will always strive to value creative thinking, unique solutions and new ideas by maintaining a culture that supports members who take reasonable risks, and shall discourage maintaining of the “status quo.” The FST shall remain committed to providing a Working Group environment that stimulates new thinking about the delivery of NA Services.

FST Work Group


• Cultural Change: The team-based, collaborative and empowering culture of Working Groups represents a change from the hierarchical organizational structure that has traditionally defined NA Services for many years. The FST remains committed to improving how we recognize, develop, and motivate NA members in the fulfillment of services. We are aware that the more we change our climate to one of team work, the more the fellowship will benefit from the work of the team.

FST Work Group

FST Proposed Composition

The Working Group is defining the mix of skills and talents that will encompass the Fellowship Services Team.

We envision the FST to consist of 10 team members

While this may sound large, it is actually one less member than the current Administrative Committee and PR/H&I Coordinators combined.

some positions will look relatively familiar and will be somewhat self-explanatory. Others we will expound upon further

FST Proposed Composition

– FST Chairperson (also serves as RSC Chair)

– Regional Delegate

– Alternate Delegate

– H&I Coordinator

– PR Coordinator

– Treasurer

– Assistant Treasurer

– Fellowship Resources Coordinator

– Fellowship Communications Coordinator

– Regional Events Coordinator

FST Composition – H&I/PR

One of the first things you’ll probably notice is the proposed change to 1 PR and 1 H&I Coordinator

It’s important to understand that “cross training” and mutual support across the team are fundamentals of the new system. Every PR/HI Sharing forum will be attended by both the H&I and PR Coordinators. Additionally, we are designating that the Regional Delegate and Alternate Delegate will be assigned permanent liaison duties to the forums as part of their job description.

These four members will essentially become the nucleus of Regional Public Relations.


An important point is that the FST Group, regardless of the composition, will not be the group directly providing “hands on” services. Rather, the FST will be looking to utilize talented members of the pool for fulfillment of task based services.

Whether it’s a working group project on fire camps or calling upon PR members to staff a booth at a professional event, the FST will be using the resources of the fellowship at large.


The FST workgroup charter ensures that projects will get priority funding, management and human resources to fulfill their charge. FST members will coordinate working groups, and the RSC will have contributed the finances and resources to see projects through. Additionally, work groups will have a timeline and be accountable for completion of their mission.

FST Composition - FRC

As part of the restructuring of Regional services, a greater emphasis will be placed on continuously utilizing the Regional Resource Pool to identify talented members of the fellowship for inclusion on Regional Working Groups, traveling for presentations at fellowship events, and as potential leaders to fill elected Regional service positions.

FST Composition - FRC

These duties, along with supporting the needs of a Regional Nominations Panel (RNP) each spring, are quickly becoming too demanding to be fulfilled as part of the overall duties of the RSC Secretary. Therefore, we are suggesting the creation of an FST position called the Fellowship Resource Coordinator (FRC).

FST Composition - FCC

As part of the restructuring of Regional services, a greater emphasis will be placed on having exquisite communication between the RSC and the Fellowship. There will be a greater need for having a Single Point of Accountability that provides communication not only to the RSC Participants, but also to the Northern California Fellowship at large. It is imperative that the FST adheres to the 8th Concept in all of its endeavors.


When looking at who is currently acting as a communications person, it was clear that the RSC Secretary along with the RSC Vice Chair are the main providers of this service. As we move into this new model of a Fellowship Services Team, both the RSC Vice Chair and RSC Secretary will be relived of the main duties that they are currently responsible for.

It seems that there is not a valid need for keeping both positions; however it is clear that there is a need for having a position that addresses communication within the FST as well as to the Fellowship.


Therefore, we are suggesting that the positions of RSC Vice Chair and RSC Secretary be removed and that we create a FST position called the Fellowship Communications Coordinator (FCC).

FST Composition – REC

As part of the restructuring of Regional services, a greater emphasis will be placed on providing ongoing service training and education to the fellowship through regionally sponsored events, such as NA 101, the Conference Agenda Report, or other regional assemblies/activities.

Additionally, the RSC has adopted a policy of supporting up to two traveling RSC weekend meetings per year.

FST Composition – REC

Increased events logistics management will be part of the new structure, and a Single Point of Accountability should be clearly defined for coordinating these events. It seems time to consider the merits of targeting a person with strong events logistics skills and service history for inclusion in the FST team.

More to Come:

• Today is our first NA 101 event in place of an RSC

• We will hold our first Travelling RSC under the new policy this September in Eureka. It will be only the RSC’s third time in Eureka in the last 21 Years, and our first return since 1996!

• If we can transition to the FST model over the course of this year; 2010-2011 holds the possibility of being a year in which we can get working groups going on a variety of projects, as directed by the fellowship!

Fill out Your Pool Form!The Pool form is online at: http://www.norcalna.org

The following projects/activities are being considered by the outgoing 2009-2010 Administrative Committee and may be recommended to the NCRSC as part of a strategic plan for the July 2009 to June 2010 work cycle:

• H & I Fire Camps Working Group

• September Traveling RSC Working Group (Eureka)

• January and March 2010 NA 101 Working Group (may include Conference Agenda Report)

• 2010 Regional Nominations Panel

• Regional Archives Working Group?

• More to come…

http://www.norcalna.org/

Questions or Comments?

Now is our chance to have a dialogue about the proposed changes to regional services and any questions or concerns you may have.

– Perhaps the biggest question on all of our minds is:

“Will any of this work?”

– No one can say for sure, but we do not believe the fellowship will ultimately be any worse off as a result of our attempts to reinvigorate and instill some creativity into regional services.

– If it all falls apart, we can always go back to “the way we’ve always done it.”

Documents

Northern California Regional Services. The Purpose of today’s presentation is to provide NA members with information on the efforts underway to revitalize