Glen introduced the restructuring plan and reviewed existing CAN structure- somewhat mixed up connections/roles, and a lot of work for exec. Review of CAN's reasons for being. Need to separate governance and operations roles. Question about need for portfolio coordinator role. Implementation tasks needed- restructuring, business case for funding, communications, develop central govt lobbying/ relationships plan.

Questions:

• is the portfolio coordinator like a CEO in other organisations? This role is generally not optional. Hard to make it work as voluntary role.
• need to coordinate response at local level
• portfolio coordinator role may need central govt funding
• could CAN take on more of a role as 'advisors' rather than 'advocates'? 'Public face' role could be taken by BikeNZ?
• Dirk: portfolio coordinator isn't a CEO, more an administrative role.