A. Governance (GOV) Policies - CPF Home · 2014-09-12 · A. Governance (GOV) Policies 1....

of 76 Canadian Parents for French

Board Policies (updated August 2014)

A. Governance (GOV) Policies 1. Relationship of Board to membership (1999/09/19)

1.1. Membership (2005/04/17) 1.1.1. Processing of memberships (2004/04/25)

1.2. Using names of deceased honoured individuals (2004/04/25)

2. Board’s role (2004/04/25) 2.1. Board meetings (2005/04/17)

2.1.1. Board agenda (2004/04/25)

2.1.2. Governing manner and style (2003/04/19)

2.1.2.1. Board Accountability and Self-Monitoring (2006/04/08)

2.1.3. Voting by fax, telephone, and email (2004/04/25)

2.1.4. Exit interview (2003/04/11)

3. Directors’ Code of Conduct (2004/04/25) 4. Board roles and responsibilities (2005/04/17)

4.1. Board committee principles (1999/09/19) 4.1.1. Standing committees (1999/09/19)

4.1.1.1. Nominations and Election Process (2013/04/28)

4.1.2. Ad Hoc committees (1999/09/19)

4.2. Volunteer leadership development (2004/01/31)

4.3. Policy and procedures development (2002/04/19)

4.4. Channels of communication to the Board (2002/04/19)

4.5. Orientation of new Directors (2002/04/19)

4.6. Bylaw Changes for Consideration at an Annual General Meeting (2014/07/15)

5. Use of corporate name (2002/04/19) 5.1. Use of corporate name in email (2004/04/25)

6. Liability (2010/05/28)

B. Executive Limitations (ELIM) Policies 1. General Executive constraint (1999/09/19)

1.1. Administrative clarity 1.2. Emergency general executive succession 1.3. Volunteer and employee treatment (1999/09/19) 1.4. Financial planning and conditions (2003/04/11) 1.5. Ends focus of grants or contracts (2002/04/19) 1.6. Asset protection (2004/04/25) 1.7. Compensation and benefits (2006/04/08)) 1.8. Communication and support to the Board (2004/04/25)

of 76 1.9. Compliance with the Federal Privacy Act (2004/04/25)

2. Ethical fundraising and financial accountability (2004/04/25)

2.1. Charitable donations (2003/04/11)

2.1.1. Tax receipts for goods donated (2001/03/23)

2.2. Sponsorship, gifts and donations (2010/05/28) DRAFT

C. Board - Executive Director Linkage (LINK) Policies 1. Unity of control (2004/04/25)

1.1. Delegation to the Executive Director (2003/04/11)

2. Accountability of the Executive Director (1999/09/19) 2.1. Monitoring performance of the Executive Director (2006/04/08)

3. Maintaining integrity and continuity (2005/04/17)

3.1. Obligations of National Board to Branches (2006/04/08) 3.2. Monitoring Performance of Branches (2006/04/08) 3.3. Dispute Resolution (2005/04/17) 3.4. Branch Dissolution

D. Ends (ENDS) Policies 1. Purpose of the organization (2005/04/17)

1.1. Objectives of the organization (2005/04/17) 1.1.2. Partnerships (2005/04/17) 1.1.3. Research (2005/04/17) 1.1.4. Visual Identity of the Organization (2002/01/26) 1.1.5. Maintenance of Websites (2003/04/11) 1.1.6. Paid Advertising (2002/01/26)

Appendix A CPF Board Meeting Effectiveness Check (see Policy No.: Link 2.1) Appendix B CPF Annual Board Self-Evaluation Questionnaire (see Policy No.: GOV 2.1.2.1) Appendix C Executive Director Accountability and Organization Performance Monitoring Schedule (see Policy No.: Link 2.1) Appendix D

1. National French-Second-Language Proficiency Benchmarks: adopted February 12, 2011 2. Equitable Access to French-Second-Language Programs: adopted April 26, 2008 3. Quality French-Second-Language Programs: adopted April 26, 2008 4. Full Range of French-Second-Language Entry Points and Program Choices: adopted April 26,

2008 5. Shared Responsibility for French-Second-Language Education: adopted April 26, 2008

Appendix E Proposed Bylaw Amendment Form (see Policy No.: GOV 4.6)

Back to Table of Contents

of 76

Policy Title: Relationship of Board to membership Date of Adoption: 19 September 1999

Policy No.: GOV 1

Date Last Reviewed: 20 March 2009

Parent Policy No.: GOV

Date Last Modified: 19 September 1999

Policy Level: 1

The Board of Canadian Parents for French (CPF) acts in trusteeship on behalf of the membership (as defined in the Mission Statement) and serves as the legitimizing connection between the total community and the organization. The Board will govern with one voice through written policies with an emphasis on ends rather than means. The job of the Board of CPF is to achieve the mission in a prudent and ethical way.


of 76

Policy Title: Membership Date of Adoption: 19 September 1999

Policy No.: GOV 1.1


Parent Policy No.: GOV 1

Date Last Modified: 17 April 2005

Policy Level: 2

Members and services to members are a main priority of Canadian Parents for French (CPF) at all levels. Without members, our Mission and Vision have no life. Membership and membership development must remain a priority focus of CPF. Membership is open to any adult or organization who is interested in furthering the object of CPF and whose application for admission as a member has been processed in accordance with procedures established by the Board. There are three forms of membership:

1. Voting Member 2. Distinguished Life Member 3. Associate Member Organization (AMO)

Voting Member

A voting member is an adult who has paid the appropriate membership fee (including those who purchased Life Memberships when these were available) and whose application has been accepted under the voting member designation. A maximum of two adults of a member household shall be deemed voting members.

A voting member shall have the right to vote at all meetings held at the Chapter and Branch to which his or her membership fee is credited. Only voting members may be, or be nominated to be, Directors or delegates. Distinguished Life Members

Distinguished life memberships may be awarded by the Board to voting members who have provided outstanding leadership to CPF at the national level and/or significant national contributions to CPF in its mandate of improving French language learning opportunities for the children of Canada.

This category includes all those who were previously awarded Honorary Life Memberships.

Distinguished Life Members have the rights of voting members.


of 76

Associate Member Organizations (AMOs)

A national, provincial or local body may become an AMO in order for such organization to endorse the goals and activities of CPF.

The AMO is entitled to newsletters and other designated reports or mailings sent to the organization headquarters.

The AMO is entitled to send representatives to CPF Annual General Meetings as non-sponsored, non-voting delegates. AMO status confers no right to vote.

Membership Fees

The one-year membership fee for a voting member shall be $25.00 per household.

The three-year membership fee for a voting member shall be $60.00 per household.

The membership fees are waived for Distinguished Life Members.

The annual membership fee for an AMO shall be $60.00.

The three-year membership annual membership fee for an AMO shall be $150.00.

Membership fee distribution will be on the following basis:

90 % of the fee to the Branch; 10 % of the fee to the National Office.

Membership Development

Financial and human resources will be made available for membership development and training at the National, the Branch, and the Chapter levels.


of 76

Policy Title: Processing of memberships

Date of Adoption: 19 September 1999

Policy No.: GOV 1.1.1


Parent Policy No.: GOV 1.1


Policy Level: 3

Membership List

The only official membership list shall be that as compiled by the National Office of Canadian Parents for French (CPF) and the Branches will provide information to the National Office to maintain an updated list on a regular basis.

Occasionally the membership list will be made available by National to other groups or agencies to offer our members benefits or education-related information. Use of the list will be carefully regulated and only permitted under a contract between CPF and the other group or agency specifying confidentiality and one-time authorization. Every member will be provided the opportunity to have his or her name removed from such mailing.

Membership Cards

One membership card per voting member or Associate Member Organization (AMO) shall be issued in each membership period.

A valid membership card shall be proof of CPF membership.

The membership card shall provide CPF communications information.

Processing of Memberships

Membership forms shall be forwarded to National Office within one (1) week of receipt by the Chapter or Branch.

The turn-around time for processing of memberships at both the National Office and the Branch office shall be ten (10) working days.

Branches will forward the relevant information to the Chapter membership volunteer or appropriate Chapter contact within ten (10) days of receipt of updated membership information.

Membership information will be available to Branches for downloading on a continuous, ongoing basis. Branches will provide Chapters with access to a complete Chapter membership list on a regular basis, but no fewer than four (4) times per year.


of 76

At a minimum, new members will receive from the National Office, in consultation with the Branch offices:

Welcome letter

Membership card

Membership number

List of services available to members only

Contact information sheet

Branches and Chapters are encouraged to send a formal welcome along with committee or Branch Board recruitment letters.

Renewal of Membership

The renewal process will be started through the National Office at least two (2) months prior to expiry.


of 76

Policy Title: Using names of deceased honoured individuals Date of Adoption: 20 June 1993

Policy No.: GOV 1.2




Policy Level: 2

In order to appropriately recognize and distinguish the contributions of both living and deceased patrons and friends of Canadian Parents for French (CPF), the names of deceased persons shall not appear on lists of current Distinguished Life Members and Friends of CPF. A separate, permanent Honour Roll containing those names shall be maintained.


of 76

Policy Title: Board’s role


Policy No.: GOV 2




Policy Level: 1

The role of the Board is to uphold the mission of Canadian Parents for French in determining and demanding appropriate organizational performance, and to serve as a link between CPF and its members, volunteers, and the public it serves. To distinguish the Board's unique role from that of the employees, the Board will concentrate its efforts on: 1. Establishing governing policies that, at the broadest levels, address:

1.1. Governance Process: how the Board conceives, carries out and monitors its own task. 1.2. Executive Limitations: constraints on executive authority that establish the prudence and ethical boundaries

within which all executive activity and decisions must take place. 1.3. Board / Executive Director Linkage: how authority is delegated and its use monitored (i.e. the Executive

Director's role, and accountability). 1.4. Ends: outcomes, recipients, and their relative worth (what good for which needs at what cost).

2. Identifying and recruiting potential Directors with relevant skills and expertise who are representative of the

social diversity of the country. 3. Evaluating the performance of the Executive Director.


of 76

Policy Title: Board meetings


Policy No.: GOV 2.1




Policy Level: 2

Board meetings are for the single task of getting the Board's job done. Meetings will be conducted according to Robert's Rules of Order.

Meetings will start on time and Directors are expected to be present and prepared.

Directors are obligated to prepare for meetings and to participate productively in discussion, always within the boundaries of discipline established by the Board.

Lack of preparation on the part of individual Directors shall not impede the remaining members of the Board from proceeding with a discussion, decision and action on any item.

Time frames shall be honoured. The Chair shall inform the meeting five minutes before the end of the time period to determine whether the meeting will:

a) extend the discussion on the agenda item, and by what amount of time;

b) table the discussion on the agenda item;

c) apply Robert’s Rules of Order.

Responsibility areas and time frames shall be determined and shall be recorded by the Secretary prior to moving away from the item.

Meetings will be open to the public except when an in camera session is officially announced by the President. In camera sessions will only be used in accordance with the following process:

a) any Director may request an in camera session, but the reason must be stated in writing and submitted to the president;

b) the Board may include no one else or any one else it chooses;

c) authority to declare the session is vested in the President unless overridden by a simple majority vote; and,

d) where possible, announcement of the in camera session shall be on the published agenda.

The Board is the sole authority over its own agenda.

Only those issues which are within the Board's chosen area of responsibility shall consume Board time.

Meetings of the Board shall be at the call of the President, and shall be advertised at least three weeks in advance, except in emergency situations in which case discretion and common sense shall prevail.

Attendance is mandatory. Except where prior notice of a force majeure has been given to the President, non-attendance at two consecutive meetings will be grounds for cessation of Directorship. Attendance at less than 60% of all meetings in a year will be considered grounds for cessation of Directorship.

The President will cause an agenda to be developed and published in advance of all Board meetings.


of 76

The Secretary shall liaise with the Executive Director to ensure that minutes of meetings of the Board are recorded, published as soon as possible after the meeting and ratified at the following Board meeting. In the interim, the intent of motions approved by the Board may be acted upon.


of 76

Policy Title: Board agenda






Policy Level: 3

An agenda shall be prepared in advance of each meeting. The President shall prepare and distribute (via email) a draft agenda for comment, amendment, or adjustment at least three weeks in advance of the scheduled date of the meeting. Directors shall provide agenda items and comments to the President within one week of the President’s transmitting the agenda. The President shall finalize and distribute the agenda at least one week prior to the scheduled date of the meeting. Agenda Items All background information relating to agenda items shall be distributed (and received) at least one week in advance of the scheduled date of the meeting. Items for the agenda shall be accepted only if they are clearly consistent, from a national perspective, with the Mission Statement of Canadian Parents for French (CPF). The agenda shall follow the following format and may contain the following information:

a) date and location of meeting b) call to order c) adoption of agenda d) adoption of previous minutes e) monitoring (reports) f) Board policies g) membership linkage (communications from Chapters, Task Force reports, projects, liaison reports) h) ends i) information items j) adjournment

The agenda shall identify:

a) time frames b) the Director responsible for each item c) status of materials: emailed, circulated, distributed, available at meeting, etc.

Agenda items sent by email shall be identified as such within the subject line.


of 76

Policy Title: Governing manner and style






Policy Level: 3

The Board of Canadian Parents for French (CPF) will govern with a style that emphasizes outward perspective, encouragement of diversity of viewpoints, strategic leadership more than administrative detail, a clear distinction between the Board’s and the Executive Director’s roles, collective rather than individual decisions, the future rather than the past or present, and proactive rather than reactive.

In order to fulfill its mandate effectively, the Board will:

1. Remain mindful of its public trusteeship.

2. Enforce upon itself whatever discipline is needed to govern with excellence. Discipline will apply to matters such as attendance, respect of roles, speaking with one voice, and ensuring the continuity of governance capability and succession. Continuity of governance capability will include orientation of new members in the Board’s governance process and periodic Board discussion of process improvement.

3. Inspire and lead CPF through careful establishment of broad organizational policies reflecting the Board’s values and perspectives based on input from membership. The Board’s major focus will be on Ends policies.

4. Cultivate a sense of group responsibility. While employee input is valued and desired, the Board will be responsible for excellence in governing.

5. Monitor and discuss the Board’s process and performance at each meeting. Self-monitoring will include comparison of Board activity and discipline with the Governance Process and Board - Executive Director Linkages policies.


of 76

Policy Title: Board Accountability and Self-Monitoring Date of Adoption: 8, April 2006

Policy No.: GOV 2.1.2.1


Parent Policy No.: GOV 2.1.2


Policy Level: 4

The Board has a responsibility to monitor its performance in meeting the primary responsibilities of the organization. The Board will monitor its performance in the following four components:

1) Written governing policies 2) Linkage with owners of the organization (members, branches, partners, funders, stakeholders) 3) Assurance of Executive performance 4) Board Operations

The Board self-monitoring process would, at a minimum, involve:

1) An evaluation of each Board meeting by individual Board member input using a predetermined format. (Appendix A)

2) An annual in-depth assessment of Board functioning using a collaborative process with an instrument that includes criteria indicating excellence in governance. (Appendix B)

3) Input from the Executive Director on Board compliance with Link policies and Governance policies. 4) An annual assessment of the organization’s performance which includes Executive Director performance.


of 76

Policy Title: Voting by fax, telephone, and email Date of Adoption: March 1996





Policy Level: 3

Voting by fax, by telephone or by email shall be conducted only when considerations of urgency make it unreasonable to wait for the next face-to-face Board meeting.

Voting by fax or email shall normally be preceded by discussion at a face-to-face meeting or during a conference call.

Voting by telephone shall be conducted only during a conference call in which a quorum of the Board participates.

Votes taken by fax, telephone or email shall be considered as having the same weight as votes taken at a face-to-face meeting of the Board and will be handled in such a way as to reasonably simulate the conduct of a vote while the Board is in session.

Results of a vote by fax, telephone or email are to be communicated to the Board and to any other appropriate individuals in a timely fashion and are to be duly recorded as part of the permanent record.

Bilateral discussions among the Directors are encouraged; should a majority of Directors request a conference call to discuss a matter at hand, such request shall be honoured within seven working days.


of 76

Policy Title: Exit interview

Date of Adoption: 26 January 2001





Policy Level: 3

Requirement

Each retiring Director will be invited to participate in an exit interview conducted by a Director designated by the President and acceptable to the retiring Director. The interview may be conducted by telephone, by email or face-to-face, as circumstances permit. Purpose

The purpose of the exit interview is to provide information that will permit the Board to improve its functioning and enhance the experience of future Directors.

Nature

The interview will consist of questions approved by the Board. The interview questions will be reviewed annually by the Board to ensure their appropriateness to the Board's current situation. Confidentiality

The retiring Director's responses to the interview questions will be held in confidence, but will be shared with the Board and the Executive Director in order that they may be discussed and acted upon by the Board as necessary.


of 76

Policy Title: Directors’ Code of Conduct Date of Adoption: 19 September 1999

Policy No.: GOV 3




Policy Level: 1

The Board commits itself and its members to ethical, businesslike and lawful conduct, including proper use of authority and appropriate decorum when acting as Directors.

Accordingly:

1. Directors must represent un-conflicted loyalty to the interests of the organization. This accountability supersedes any conflicting loyalty such as that to advocacy or interest groups and membership on other boards or staffs. It also supersedes the personal interest of any Director acting as a consumer of the organization’s services.

2. Directors must avoid conflict of interest with respect to their fiduciary responsibility.

a) There must be no self-dealing or any conduct of private business or personal services between any Director and the organization except as procedurally controlled to assure openness, competitive opportunity, and equal access to inside information.

b) When the Board is to decide upon an issue about which a member has an unavoidable conflict of interest, that member shall absent herself or himself without comment from the deliberation and the vote.

c) Directors must not use their positions to obtain employment for themselves, family members, or close associates. Should a Director desire employment with the organization, he or she must first resign.

d) Directors will annually disclose their involvements with other organizations, with consultants, with partners, or any other associations that might produce a real, potential, or apparent conflict.

e) Directors must not place themselves or have the appearance of placing themselves in the position of participating in decision-making at the Chapter or Branch level.

f) Directors will respect the confidentiality appropriate to issues of a sensitive nature.

3. Directors may not attempt to exercise individual authority over the organization except as explicitly set forth in Board policies.

a) Directors’ interaction with the Executive Director or with staff must recognize the lack of authority vested in individuals except when explicitly Board authorized.

b) Directors’ interactions with public, press, or other entities must recognize the same limitation and the inability of any Director to speak for the Board except to repeat explicitly stated Board decisions.

c) Directors will give no consequence or voice to individual judgements of Executive Director or staff performance.


of 76

Policy Title: Board roles and responsibilities Date of Adoption: 19 September 1999

Policy No.: GOV 4




Policy Level: 1

Officer’s Roles

The Officers of the Board are the President, Vice-President, and Secretary. Officers of the Board are in the service of the Board. They are bound by Board wishes and by limits of Board authority.

President’s Role

The role of the President is to ensure the integrity of the Board’s process and to represent the Board to outside parties. The President is the only Director authorized to speak for the Board (beyond simply reporting Board decisions) other than in specifically authorized instances. President’s Responsibilities and Duties

Specifically, the President will: 1. Ensure that the Board behaves according to its own rules and those legitimately imposed upon it from

outside the association, by: a. Chairing all meetings of the Board of Directors; b. Keeping meeting discussion focused on those issues that, according to Board policy, clearly fall

within the Board’s domain; and c. Ensuring that deliberation is fair, open and thorough, but also efficient, timely, orderly and kept to

the point. 2. Make decisions that fall within Governance Process and Board Executive Director Linkages Policies, except

where the Board specifically delegates portions of this authority to others. The President will use reasonable interpretations of the provisions in these policies; however, the President has no authority to make decisions concerning policies created by the Board regarding Ends and Executive Limitations.

3. Represent the Board to outside parties in announcing Board stated positions and in stating his or her decisions and interpretations within the areas delegated to the President.

4. Promote the visibility and financial stability of CPF. 5. Act as chief spokesperson for CPF. 6. Provide support and advice to paid staff through the Executive Director. 7. Assume responsibility and accountability for any tasks identified for the President in the bylaws. 8. Have signing authority for Canadian Parents for French.

Presidential Succession

The presidential succession, in cases of temporary absence or in the event of the death, resignation or removal from office of the President is the Vice President and the Secretary. In the absence of the President, the term “President” shall be construed to apply in due turn to this succession of officers.


of 76

Vice President

1. Ensures that he/she is adequately prepared to act in the absence of the President. 2. Performs any and all duties of the President, as and when required. 3. Assists the President, as required.

Secretary

1. The Secretary, by affixing his/her signature, shall attest formally to the legitimacy of Board documents. 2. The Secretary shall ensure that a copy of all Board documents is retained in the custody of the Executive

Director. 3. The Secretary is responsible to the Board for reporting on and noting any inconsistencies in Board actions. 4. The Secretary is responsible for ensuring follow-up on all uncompleted items of Board business. 5. The Secretary is responsible for ensuring that the minutes of Board meetings are recorded, published and

ratified. Director’s Role Authority and Responsibility

The Board of Directors is the legal authority for Canadian Parents for French. As a member of the Board, a director acts in a position of trust and is responsible for the effective governance of the organization. Requirements for Directorships

Requirements of Directorships include: 1. Commitment to the goals of the organization. 2. Knowledge and skills relevant to the work of the Board. 3. Willingness to carry out the responsibilities and duties of a Director as defined by Board policies. 4. Membership in CPF.

Director’s Term

Directors are elected by the membership at the Annual General Meeting for a two-year term. Director’s General Duties and Responsibilities

The job of the Board is to represent CPF in determining and demanding appropriate organizational performance.

1. The Board will produce the link between CPF and its membership. 2. The Board will produce written governing policies that, at the broadest levels, address each category of

organizational decision. 3. The Board will produce assurance of Executive Director performance.

Liaison with Branches

Each Director of the Board shall liaise, on behalf of the Board, with designated Branch Presidents to:

1. Establish rapport 2. Receive information 3. Provide information 4. Provide feedback to the Board


of 76

Policy Title: Board committee principles Date of Adoption: 19 September 1999

Policy No.: GOV 4.1




Policy Level: 2

Board Committees, when used, will be assigned so as to reinforce the wholeness of the Board’s job and so as never to interfere with delegation from the Board to Executive Director.

Limitation of Board committee authority

Board committees may not speak or act for the Board except when formally given such authority for specific and time-limited purposes. Such authority will be carefully stated in order not to conflict with authority delegated to the Executive Director.

Purpose of Board committees

Board Committees are to help the Board do its job, not help the staff do its job. Committees will assist the Board chiefly by preparing policy alternatives and implications for Board deliberation. Board committees are not to be created by the Board to advise staff.

Relationship of Board committees to the organization

If a Board committee is used to monitor organizational performance in a given area, the same committee will not have helped the Board create policy in that area. This is to prevent committee identification with organizational parts rather than the whole.

Committees will be used sparingly and ordinarily in an ad hoc capacity.

This policy applies to any group that is formed by Board action, whether or not it is called a committee and regardless of whether the group includes Directors. It does not apply to committees formed under the authority of the Executive Director.

The Executive Director and President are ex-officio members of all Board committees.


of 76

Policy Title: Standing committees Date of Adoption: 19 September 1999





Policy Level: 3

Board standing committees are those set out below:

Nominations

See Policy No. GOV 4.1.1.1.

Bylaws

The Board shall either appoint, or act as, a bylaws committee to set appropriate guidelines for continuous review of the bylaws of CPF. The bylaws committee shall table a statement at each Annual General Meeting that the bylaws have been reviewed.


of 76

Policy Title: Nominations and Election Processes

Date of Adoption: 28 April 2013

Policy No.: GOV 4.1.1.1

Date Last Reviewed: 28 April 2013

Parent Policy No.: GOV 4.1.1


Policy Level: 4

The Board will appoint the Chair of the Nominations Committee and one other Board member, to serve as Vice Chair, who will lead the nominations process for election of Directors at the first Board Meeting following the AGM for the following AGM. Once appointed, the Chair will initiate a call to the membership for other members who may serve on the Nominations Committee.

In the event no other interest is received to serve on the committee, a third national board representative will join and complete the committee. In the event more than three other members are interested to serve on the committee the two national board members will select up to three members from among those interested.

Composition

The Nominations Committee will include two (2) National Board Directors and up to three (3) other CPF members. To ensure continuity, it is advisable that at least one member of the Nominations Committee have prior experience on the Nominations Committee. Where possible the committee will have no more than one member per branch.

Mandate

The mandate is to recruit potential Directors and present the list of recommended nominees to the National Board and General Membership. The Committee will also ensure that voting delegates receive full nominations packages on each recommended candidate and shall also organize the election at the Annual General Meeting.

Duties

The Nominations Committee members shall:

• Review the bylaws and policies related to Board recruitment to ensure Nominations are compliant with all related bylaws and policies;

• Solicit input from the National Board on future board needs and desired representation on the Board e.g. geographical representation; skills; experience; diversity or others;

• Ensure a call for nominations is issued; • Co-ordinate recruitment of potential candidates; • Conduct a preliminary screening of candidates; • Recommend a shortlist of nominees to stand for election at the Annual General Meeting, where possible this

number is to exceed the number of current vacancies on the board; • Co-ordinate an opportunity for voting delegates to learn more about individual nominees (Elluminate Live

town-hall meeting or other suitable alternative) • Ensure that all nomination packages are reviewed for completeness (Canadian resident, CPF membership); • Ensure distribution of complete nomination packages to voting delegates in accordance with the bylaws; and


of 76

• Ensure that the election is conducted in accordance with the CPF policies and bylaws.

Nominees

• Nominees may nominate themselves or be nominated by another CPF member. A nominator must obtain the permission of the potential nominee before putting the nominee’s name forward for nomination;

• Nominees must be: o members in good standing with CPF. (Definition of Good standing: a paid up member of CPF who is

not engaged in any legal action against CPF National or its Branches or Chapters; and has not been disbarred, or charged and/or convicted of a criminal offence.

• Nominees should advise their home branch of their nomination as the home branch (Branch President and Executive Director) will be contacted during the candidate’s reference checks;

• All nominees, including current Board Members whose term is ending, who wish to be considered for election shall provide a complete nomination package to the Nominations Committee by the close of business (4:30pm Ottawa time) on the day that nominations close.

Nomination packages shall include a:

• Cover letter; and • Résumé or curriculum vitae

Short listing Nominees

After the nominations deadline, the Nominations Committee must determine which candidates to recommend to stand for election at the Annual General Meeting. The committee will develop an evaluation tool and process (interview, written submission, both, either or other) to shortlist nominees. It is the goal of the committee where possible to recommend more candidates to stand for election than there are vacancies on the National Board. The committee can recommend no more than two candidates for each vacant position on the National Board (eg. recommend up to a maximum of 8 candidates in a year with 4 vacancies on the National Board).

Nominations Committee Report

A Final Report of the Nominations Committee shall be presented to the National Board for information purposes only by the last National Board Meeting, at least 30 days prior to the Annual General meeting. The final report shall be provided to the delegates as part of the Annual General Meeting package 30 days in advance of the Annual General Meeting.

Circulation of List of Nominees & Election

The Nominations Committee report along with the biographies of all candidates who are being recommended to stand for election will be submitted to the CPF Executive Assistant so that the information can be circulated with the AGM information subject to the deadlines imposed by CPF bylaws (ie. 30 days prior to the AGM).

Each nominee will stand individually for election from the voting delegates (Branch Presidents and National Board of Directors) at the AGM which will be done by secret ballot. Candidates receiving a simple majority in their favor shall be elected, subject to the result meeting the requirements of CPF bylaws and policies (eg. no more than two from one branch).

A Chief Electoral Officer shall be appointed by the voting delegates prior to the election beginning. Two members at


of 76

large shall be appointed scrutineers by the voting delegates. The results of the election shall be read by the President after notification by the Chief Electoral Officer.

Presentation of Nominees to voting delegates

Once the nominations report has been circulated, the Nominations Committee will organize an opportunity for voting delegates to learn more about candidates who have been recommended to stand for election at the Annual General Meeting.

The committee can determine the best process for doing this, however a recorded town hall meeting via Elluminate Live is recommended, whereby the committee asks a few questions of candidates so voting delegates may learn more about them. Only questions prepared by the Nominations Committee may be asked at this meeting.

Candidates may choose to provide responses in during the Elluminate Live session orally, or via written submission if unable to attend the meeting. The session will be recorded so voting delegates may view it at a later date in case of absence or to review the information anew.

Attendance at AGM

All nominees recommended by the Nominations Committee will be invited to attend the Annual General Meeting at the expense of CPF National. Any nominee not in attendance will be informed of the result of the vote.

Campaigning

Nominees or supporters of nominees are not to engage in active campaigning at or prior to the Annual General Meeting. CPF is a collegial network and expects all to be treated with respect and integrity.

Dispute Resolution

In the event the Nominations Committee is unable to proceed with its mandate due to a conflict or deadlock, a mediation group comprised of a member of the National Board, who is not currently up for re-election, and two members of the Council of Presidents may be formed to resolve the situation. The National Board will select its representative and the Council of Presidents will select its two representatives. The province(s) of the nominee(s) involved in the conflict or deadlock will abstain from being involved in the resolution of the situation.

Confidentiality All members of the Nominations Committee are bound to maintain confidentiality during the entire nominations process. Members of the committee are not to discuss candidates or the process with others outside of the committee and a breach of this confidentiality will result in the individual being removed from the committee.


of 76

Policy Title: Ad Hoc committees






Policy Level: 3

Ad Hoc committees of the Board

The Board may appoint ad hoc committees from time to time for specific purposes. These ad hoc committees shall automatically terminate after a year unless given a definite renewed mandate by the Board. The terms of reference shall be clearly identified by the Board. CPF operational committees

All other committees of Canadian Parents for French are operational committees under the jurisdiction of the Executive Director. Directors who serve on such committees do so as volunteers and not as Directors.


of 76

Policy Title: Volunteer leadership development Date of Adoption: 20 June 1998

Policy No.: GOV 4.2



Date Last Modified: 31 January 2004

Policy Level: 2

In order to enable Board Directors to fulfill their responsibilities to CPF and to enable them to attain those skills and abilities that they need, volunteer leadership development is essential. This must be planned and structured so that both the organization and the individual Director profit.

Consequently, the Board shall undertake a needs survey annually to determine what training is required; at least three Board meetings a year shall include specific training for the Directors.

It is agreed that Directors will make themselves available either before or after designated Board meetings for ongoing training.


of 76

Policy Title: Policy and procedures development Date of Adoption: 20 June 1998

Policy No.: GOV 4.3




Policy Level: 2

In order to facilitate orderly policy and procedure development the Board needs a standard format and procedure, which is acceptable to, and usable by, all members including National Alumni. Consequently, the following format and procedure will be used to present proposed policies to the Board: 1. Proposals being brought forward to the Board are to be presented in a format that clearly identifies the

following elements in the order presented: a) Need for the policy; b) Present policy or practice when such exists; c) Proposed policy; d) Rationale for the proposed policy; e) Other considerations pertinent to the proposed policy.

2. Proposals should be dated and marked DRAFT. 3. a) Proposals will be reviewed by the National Board. b) Proposals are to be circulated to the National Board a minimum of two weeks in advance of Board

consideration.

4. a) Proposals are to be posted on the website www.cpf.ca for a period of 30 days.

b) The Board shall consider all input prior to approval. c) Once approved as a policy the board shall circulate it (post on website) for a period of 30 days prior to

implementation.

5. Any voting delegate may request a reconsideration of any policy at the AGM. A majority vote is required to refer consideration back to national board.

http://www.cpf.ca/


of 76

Policy Title: Channels of communication to the Board Date of Adoption: April 1984

Policy No.: GOV 4.4




Policy Level: 2

Any Voting Member or Distinguished Life Member of Canadian Parents for French may communicate with the Board in the following ways: 1. Any member wishing a copy of Board minutes for a particular meeting may receive one free of charge. Whenever

possible, this copy will be supplied by email or fax. This practice will apply to a single copy only and no member may make a standing order for Board minutes. Board minutes are also available through each Branch office.

2. A member wishing to bring a matter to the attention of the Board should communicate with a member of his/her Branch or with a Director of the Board.


of 76

Policy Title: Orientation of new Directors Date of Adoption: 1991

Policy No.: GOV 4.5




Policy Level: 2

In order to assist newly-elected Directors to assume their role quickly and effectively, the President shall ensure that each newly-elected Director receives an adequate information package as soon as possible following the Director's election and shall organize an orientation session in conjunction with the first Board meeting following the AGM.


of 76

Policy Title: Bylaw Changes for Consideration at an Annual General Meeting

Date of Adoption: July 15, 2014 Policy No.: GOV 4.6

Date Last Reviewed: July 15, 2014 Parent Policy No.: GOV 4

Date Last Modified: July 15, 2014 Policy Level: 2

Bylaws work best when written as a cohesive document in order to facilitate the fulfillment of CPF’s mandate.

Any changes to bylaws should be made with a view to maintaining the cohesiveness of the document and

compliance with relevant legislation. In order to facilitate these goals, the National Board has provided a standard format and procedure for use by all members. The following format and procedure is provided for members to present resolutions for proposed new bylaws or bylaw changes to the voting delegates at a CPF Annual General Meeting:

1. Resolutions for proposed bylaws or bylaw amendments are to be presented in the template format

accompanying this policy (Appendix E) which clearly identifies the following elements: a. Proposed bylaw or bylaw amendment; b. Current bylaw, if it exists; c. Identification of other bylaws which may be impacted by the proposed bylaw or

bylaw amendment; d. Reason for the proposed bylaw or bylaw amendment; e. Any other considerations pertinent to the proposed bylaw or bylaw amendment.

2. Resolutions will be received “as is” and will not be reviewed by CPF National Office for typographical

or other errors. It is the responsibility of the party proposing the bylaw or bylaw amendment to

ensure the accuracy and completeness of the proposed bylaw or bylaw amendment.

3. The resolution will be circulated by CPF National Office to the voting delegates 60 days prior to the CPF AGM as per CPF bylaws.

4. Prior to the AGM, resolutions will be reviewed by the Bylaws Committee and may be reviewed by CPF

National’s legal counsel to ensure compliance with relevant legislation and other CPF bylaws. If a legal opinion is obtained, it will be shared with the party proposing the bylaw or bylaw amendment.

5. The resolution will be presented in the AGM package. 6. A memo from the Bylaws Committee, may accompany all resolutions, advising voting delegates as to whether or not the proposed bylaw or bylaw amendment contains compliance or other issues.


of 76

Policy Title: Use of corporate name Date of Adoption: 19 September 1999

Policy No.: GOV 5




Policy Level: 1

To ensure consistency in the use of the corporate name, Canadian Parents for French: 1. Use of the corporate name by Branches or Chapters is at the discretion of the National Board. 2. The form of the name for a Branch will be Canadian Parents for French followed by a hyphen and the name of

the Branch (e.g. Canadian Parents for French - Nova Scotia). 3. The form of the name for a Chapter will be Canadian Parents for French followed by a hyphen and the name of

the Chapter (e.g. Canadian Parents for French - Grande Prairie Chapter).


of 76

Policy Title: Use of corporate name in email and URLs Date of Adoption: June 1993

Policy No.: GOV 5.1




Policy Level: 2

1. The use of the letters "cpf" in isolation in the email address is restricted to National Office.

2. All email, both internal and external, should be clearly marked Canadian Parents for French. All email should have the signature of the Branch or office sending the message, e.g.:

Canadian Parents for French - Alberta address phone/fax# email address


of 76

Policy Title: Liability

Date of Adoption: 15 October 2010

Policy No.: GOV 6

Date Last Reviewed: 15 October 2010


Date Last Modified: 15 October 2010

Policy Level: 2

Canadian Parents for French is committed to promoting and creating FSL learning opportunities for youth. CPF is committed to acting in the capacity of a parent and will establish guidelines and procedures for all CPF sponsored programs that are consistent with accepted parental supervision practices. All CPF sponsored activities will require that clearly articulated safety and security procedures be established and promoted to all participants, supervisors, parents and volunteers as a component of registration and participation. In the event of any allegation of inappropriate behaviour or allegation of abuse, CPF shall take immediate action and provide rapid support and response to the alleged victim and to immediately refer the issue to the proper authorities as required. CPF shall maintain liability insurance coverage and shall require that all CPF sponsored activities and programs be conducted in accordance with the insurance policy.


of 76

Policy Title: General Executive constraint Date of Adoption: 19 September 1999

Policy No.: ELIM 1


Parent Policy No.: ELIM


Policy Level: 1

The Executive Director, shall not cause or allow any practice, activity, decision or organizational circumstance that is illegal, imprudent, in violation of commonly accepted codes of ethics or inconsistent with the mission of Canadian Parents for French.


of 76

Policy Title: Administrative clarity Date of Adoption: 19 September 1999

Policy No.: ELIM 1.1


Parent Policy No.: ELIM 1


Policy Level: 2

The Executive Director may not operate without:

1. Procedures to assure operational/administrative continuity; 2. Operational policies and procedures known and available to employees.


of 76

Policy Title: Emergency general executive succession Date of Adoption: 19 September 1999





Policy Level: 2

The Executive Director shall not fail to ensure that senior level employees are informed and able to deal appropriately with Board and executive level issues and processes.


of 76

Policy Title: Volunteer and employee treatment Date of Adoption: 19 September 1999





Policy Level: 2

The Executive Director’s authority with respect to paid staff and volunteers is limited so as to assure that the rights of volunteers and employees to fair, equitable and humane treatment are not impeded. Accordingly, the Executive Director shall not: 1. Operate without written personnel policies that clarify personnel rules for volunteers and staff, provide for

effective handling of grievances and protect against wrongful conditions such as nepotism and grossly preferential treatment for personal reasons.

2. Discriminate against any staff member for expressing an ethical dissent. 3. Prevent staff from grieving to the Board when:

a) Internal grievance procedures have been exhausted, and b) The employee alleges either, that

i. Board policy has been violated to his or her detriment, or ii. Board policy does not adequately protect his or her human rights.

4. Fail to acquaint staff with their rights under this policy. 5. Cause or allow conditions that result in unfair or undignified treatment of volunteers.


of 76

Policy Title: Financial planning and conditions Date of Adoption: June 1996





Policy Level: 2

With respect to the financial planning and actual ongoing condition of the financial health of Canadian Parents for French, the Executive Director, as authorized signing officer of Canadian Parents for French, shall not risk fiscal jeopardy or deviate materially from Board priorities as established in Ends Policies or fail to derive the budget from a multi-year plan. Accordingly, the Executive Director shall not: 1. Fail to meet deadlines for reports and submissions to authorities or funding agencies.

2. Cause or allow budgeting that contains too little information to permit:

a) An accurate projection of revenues, expenses and cash flow; b) Separation of capital and operational items; c) Disclosure of planning assumptions; d) An adequate audit trail.

3. Fail to inform the Board in the event that:

a) Expenses in any fiscal year may exceed revenues received; b) Current cash assets at any time are less than a safety reserve of sixty (60) days’ operating costs.

4. Fail to allocate an appropriate amount for Board prerogatives such as fiscal audits, Board development, and Board meetings.

5. Fail to allocate funds and resources in accordance with the project priorities established annually by the Board or fail to consult the Board if it should prove impossible to fund fully all identified priorities.

6. Allow any funds received by the organization and under the jurisdiction of the Executive Director to be held in a manner that would fail to ensure maximum benefit to the organization.


of 76

Policy Title: Ends focus of grants or contracts Date of Adoption: 19 April 2002





Policy Level: 2

In entering into grant or contract arrangements, the Executive Director shall not:

1. Authorize the imprudent, unlawful or unethical use of funds;

2. Fail to assess or consider an applicant’s capability to produce appropriately targeted efficient results;

3. Convey the right to use, modify or distribute CPF intellectual property without express permission granted by the Board;

4. Approve remuneration, including reimbursable expenses, unless covered by specific Board policy.


of 76

Policy Title: Asset protection






Policy Level: 2

The Executive Director shall not cause or allow assets to be unprotected, inadequately maintained or unnecessarily risked.

Accordingly, the Executive Director shall not: 1. Fail to insure or implement acceptable risk management techniques;

a. against theft and casualty losses to cover replacement value; b. against liability losses to Directors, employees, or CPF itself, in any amount greater than the average

for comparable organizations.

2. Unnecessarily expose CPF, its Board, volunteers, or employees to claims of liability.

3. Make any capital purchase or contract for services over $10,000 without obtaining at least three (3) quotations and without a stringent method of assuring the balance of long-term quality and cost.

4. Make any capital purchase or contract for services wherein protection has not been given against conflict of

interest. 5. Fail to protect intellectual property, including information.

1. Establish short-term operating line(s) of credit that: a. extend beyond one-year; b. exceed three (3) months of operating expenses; c. have other than operating assets pledged against line(s) of credit; d. are used for other than operational requirements.

2. Receive, process or disburse funds under controls that are insufficient to meet the Board-appointed auditor’s

standards.

3. Enter into long-term borrowing or long-term lease arrangements without prior approval of the Board.

4. Make commitments for expenditures of a capital nature which exceed $50,000 without prior approval of the Board.

5. Allow any individual to have complete authority over a financial transaction.


of 76

Policy Title: Compensation and benefits Date of Adoption: 19 September 1999





Policy Level: 2

With respect to employment, compensation, and benefits for employees and contract workers, the Executive Director shall not cause or allow the fiscal integrity or public image of (CPF) to be jeopardized. Accordingly, the Executive Director shall not: 1. Change his or her own compensation and benefits. 2. Establish compensation and benefits that deviate materially from the current geographical or professional

market for the skills employed. 3. Establish or change staff benefits in a manner that would:

a. cause unfunded liabilities to occur or commit CPF to benefits which create a significant risk of major increase in future costs;

b. provide less than the basic level of benefits prescribed by the Ontario Labour Code. 4. Promise or imply permanent or guaranteed employment. 5. Fail to remit in a timely manner all payments to Canadian Revenue officials required by law.


of 76

Policy Title: Communication and support to the Board Date of Adoption: 19 September 1999





Policy Level: 2

With respect to providing communication and support to the Board, the Executive Director shall not permit the Board to be uninformed or misinformed. Accordingly, the Executive Director shall not: 1. Present information in unnecessarily complex or lengthy form. 2. Neglect to submit monitoring data required by the Board in an agreed upon fashion. 3. Let the Board be unaware of relevant trends, significant legal issues, anticipated adverse media coverage, or

significant external and internal changes, particularly changes in the assumptions upon which any previous Board policy has been established.

4. Fail to advise the Board if, in the Executive Director’s opinion, the Board is not in compliance with its own

policies on Governance Process and Board - Executive Director Linkages, particularly in the case of Board behaviour that is detrimental to the relationship between the Board and the Executive Director.

5. Fail to deal with the Board as a whole except when:

a. filling individual requests for information; b. responding to officers or committees duly charged by the Board; c. briefing and advising senior officers between meetings of the Board.

6. Fail to report in a timely manner any actual or anticipated non-compliance with any policy of the Board.


of 76

Policy Title: Compliance with the Federal Privacy Act Date of Adoption: 25 April 2004





Policy Level: 1

The Executive Director shall not allow any breach of the Federal Privacy Act.


of 76

Policy Title: Ethical fundraising and financial accountability Date of Adoption: 11 June 1999

Policy No.: ELIM 2


Parent Policy No.: ELIM


Policy Level: 1

1. Canadian Parents for French hereby adopts the Canadian Centre for Philanthropy’s Ethical Fundraising and

Financial Accountability Code as its policy. 2. Directors of the Board commit to being responsible custodians of donated funds, to exercise due care

concerning the governance of fundraising and financial reporting, and to ensure to the best of their ability that the organization adheres to the provisions of the Code.

3. A copy of the Ethical Fundraising and Financial Accountability Code will be provided to each person who is

elected to the Board.


of 76

Policy Title: Charitable donations to Branches Date of Adoption: 19 September 1999





Policy Level: 2

The Executive Director shall not fail to ensure that the organization adheres to the following policy concerning charitable donations made to Branches of CPF: 1. Any Branch of CPF which has registered with the Canada Customs and Revenue Agency (CCRA) as a

registered charity may issue a charitable donation receipt for a donation made to it in its own name and retain all of the donation, and will be responsible for filing appropriate financial reports with CCRA.

2. Any Branch of CPF which has not registered with the CCRA as a registered charity and which receives a

donation, will:

a. Have the cheque made out to Canadian Parents for French; b. Send the cheque to the National Office.

3. The office will immediately send a cheque to the Branch.


of 76

Policy Title: Tax receipt for goods donated

Date of Adoption: June 1993

Policy No.: ELIM 2.1.1


Parent Policy No.: ELIM 2.1

Date Last Modified: 23 March 2001

Policy Level: 3

In order that the value of a donated good does not become a matter of controversy between the donor and CPF, or between CPF and the Canada Customs and Revenue Agency (CCRA), the Executive Director shall not fail to exercise discretion in providing tax receipts for donated goods. If there is disagreement between the donor and CPF as to the value of the donation, or if the donation is deemed to be worth more than $1,000.00, the Executive Director shall not fail to seek the advice of a third party competent to assess the value of the goods in accordance with the guidelines of the CCRA.


of 76

Policy Title: Sponsorship, gifts and donations (DRAFT) Date of Adoption:

Policy No.: ELIM 2.2.

Date Last Reviewed: Sept 11, 2010

Parent Policy No.: ELIM 2.

Date Last Modified: Sept 11, 2010

Policy Level: 5.

When CPF lends its name or makes a donation to, buy a gift for, or otherwise supports/sponsors any individual, organization, association, business or corporation, there must be a clear connection between the donation, gift or other form of support/sponsorship and CPF’s mandate. In accordance with CPF’s commitment to the Ethical Fundraising and Financial Accountability Code, which states, “All donations will be used to support the charity’s objects, as registered with Canada Custom and Revenue Agency (CCRA).”


of 76

Policy Title: Unity of control


Policy No.: LINK 1


Parent Policy No.: LINK


Policy Level: 1

Only decisions of the Board acting as a body are binding on the Executive Director. Accordingly: 1. Decisions or instructions of individual Directors, officers, or committees are not binding on the Executive

Director except in rare instances when the Board has specifically authorized such exercise of authority.

2. In the case of Directors or committee members requesting information or assistance without Board authorization, the Executive Director can refuse such requests that require, in the Executive Director’s opinion, a material amount of staff time or funds, or are disruptive.


of 76

Policy Title: Delegation to the Executive Director Date of Adoption: 19 September 1999

Policy No.: LINK 1.1


Parent Policy No.: LINK 1


Policy Level: 2

The Board will instruct the Executive Director through written policies that prescribe the organizational Ends to be achieved and describe organizational situations and actions to be avoided, allowing the Executive Director to use any reasonable interpretation of these policies. Accordingly: 1. The Board will develop policies instructing the Executive Director to achieve certain results, for certain

recipients, at a specified cost. These policies will be developed and will be called Ends policies. 2. The Board will develop policies that limit the latitude the Executive Director may exercise in choosing the

organizational means. These policies will be developed, and they will be called Executive Limitations policies. 3. As long as the Executive Director uses any reasonable interpretation of the Board’s Ends and Executive

Limitations policies, the Executive Director is authorized to establish all further operational policies, make all decisions, take all actions, establish all practices, and develop all activities.

4. The Board may change its Ends and Executive Limitations policies, thereby shifting the boundary between Board and Executive Director domains. By doing so, the Board changes the latitude of choice given to the Executive Director. But as long as any particular delegation is in place, the Board will respect and support the Executive Director’s choices.


of 76

Policy Title: Accountability of the Executive Director Date of Adoption: 19 September 1999

Policy No.: LINK 2




Policy Level: 1

The Executive Director is the Board’s only link to operational achievement and conduct, so that all authority and accountability of staff, as far as the Board is concerned, is considered the authority and accountability of the Executive Director. Accordingly: 1. The Board will never give instructions to persons who report directly or indirectly to the Executive Director. 2. The Board will refrain from evaluating, either formally or informally, any staff other than the Executive

Director. 3. The Board will view Executive Director performance as identical to organizational performance, so that

organizational accomplishment of Board stated ends and avoidance of Board-proscribed means will be viewed as successful Executive Director performance.

4. All operational committees under the Executive Director’s jurisdiction, except those dealing with staff-

specific issues, shall have volunteer representation.


of 76

Policy Title: Monitoring performance of the Executive Director Date of Adoption: 19 September 1999





Policy Level: 2

Systematic and rigorous annual monitoring of Executive Director job performance will be solely against the expected Executive Director job outputs: organizational accomplishment of Board policies on Ends, organizational operation within the boundaries established in Board policies on Executive Limitations and through long term strategic planning. Accordingly: 1. Monitoring is simply to determine the degree to which Board policies are being met. Data that does not do

this will not be considered to be monitoring data. 2. The Board will acquire monitoring data by one or more of three methods:

a) by internal report, in which the Executive Director discloses compliance information to the Board; b) by external report, in which an external, disinterested third party selected by the Board assesses

compliance with Board policies; c) by direct Board inspection, in which a designated member or members of the Board assess

compliance with the appropriate policy criteria.

3. In every case, the standard for compliance shall be any reasonable Executive Director interpretation of the Board policy being monitored.

All policies that instruct the Executive Director will be monitored at a frequency and by a method predetermined by the Board. While the Board can monitor any policy at any time by any method that is fair, accurate, and reasonable, the Board will ordinarily depend on a routine schedule. (Appendix C)


of 76

Policy Title: Maintaining integrity and continuity Date of Adoption: 15 April 2005

Policy No.: LINK 3




Policy Level: 1

Canadian Parents for French is the national body charged with maintaining integrity and continuity in the fulfillment of CPF’s mandate at all levels. Branch Boards have the obligation to frame Branch organizations and delegation of authority on the model set out by the National Board. Branch Boards have a responsibility to inform Executive Directors of obligations and limitations as are from time to time articulated and defined by the National Board.


of 76

Policy Title: Obligations of the National Board to Branches Date of Adoption: 15 April 2005





Policy Level: 2

The National Board shall provide to Branch Boards direction, information and support as appropriate.


of 76

Policy Title: Monitoring Performance of Branches Date of Adoption: 15 April 2005





Policy Level: 3

Systematic monitoring of Branches is necessary to ensure that continuity and integrity of CPF policy and bylaws are maintained. Accordingly: 1. The purpose of monitoring is to determine the degree to which CPF bylaws and policies are being respected. 2. The National Board will monitor performance by requesting such reports as from time to time may be

required, including but not limited to: the annual reports, financial statements, audited statements, contracts, legal issues.


of 76

Policy Title: Dispute Resolution Date of Adoption: 15 April 2005





Policy Level: 4

Any dispute arising between levels of CPF and any dispute concerning the dissolution of Branches and Chapters, that cannot be resolved through the use of appropriate alternative resolution methods and approaches, shall be resolved by referral to the National Board of Directors.


of 76

Policy Title: Branch Dissolution Date of Adoption: 29 May 2012


Date Last Reviewed: 29 May 2012


Date Last Modified: 29 May 2012

Policy Level: 4

Rationale:

1. The national board of CPF has ultimate oversight responsibility of the constituent parts of the network; 2. The national board of directors has been advised that it could be legally responsible for debts incurred by a

defaulting branch; and 3. The national board of CPF may commence a branch dissolution process if a branch does not fulfil its

obligations as specified in national CPF bylaws or policy. Objective: A functional branch of CPF in every province and territory. Conditions: A branch may be deemed in breach of national CPF bylaws, or policy or national obligations when any of the following occurs:

1. The branch cannot maintain the minimum number of directors; 2. The branch cannot maintain the required number of officers; 3. The branch does not hold an Annual General Meeting (AGM); 4. The branch AGM does not make quorum after three successive attempts; or 5. The branch cannot submit to the national office of CPF confirmation of a duly completed and received annual

funding proposal, current audited financial statements or other documents demonstrating lack of continuity of operations and inability to fulfill fiscal and other obligations.

Procedure: At the first indication that a branch is a candidate for dissolution, the following shall occur:

1. The national branch liaison or the national executive director will alert the national president or vice-president or her/his delegate at the first signs of a branch meeting the conditions for dissolution;

2. The national president or her/his delegate will contact the branch president and/or the national executive director will contact the branch executive director to ascertain the problem(s) and to offer assistance. In the absence of a branch president and/or branch executive director, remaining branch board members will be contacted in their stead. Reasonable efforts will be made by the national board and office to help bring the branch back into good standing;

3. If no resolution is reached within two months or a mutually agreed upon time frame, a letter from the national board, summarizing past events, stating the rationale for dissolution and outlining the dissolution process, will be sent to the president of the branch in question. This letter will be copied to all remaining branch presidents for distribution to their boards. This letter shall be deemed a first notice;


of 76

4. The branch shall have one month to reply in writing to the letter from national board. If the branch’s reply does not, in the estimation of the national board, address every point raised in the letter and propose feasible solutions to the identified problem(s), then the national board will send the branch president a second letter advising him/her of its intention to dissolve the branch. This second letter shall be deemed a final notice. Branch presidents shall also be copied on this letter for distribution to their boards;

5. The dissolution process shall be formally signaled by a national board resolution, which then shall be directly communicated by the national office to the members of CPF served by the affected branch. At that point, the current branch board shall be considered dissolved, and the branch, including branch staff and chapter members, put under the stewardship of the national board of directors. This shall be communicated to the members of CPF served by that branch. The resolution may require the national executive director to prepare a dissolution plan – including payment of all accounts payable, outstanding debts, salaries owed, transfer of branch property, etc.;

6. The dissolution process may be paused at any time at the discretion of the national board if volunteer CPF members from the branch step forward to form a new branch board of directors and undertake to address all the issues outlined in the first letter (3) from the national board. If, after a reasonable time, it becomes clear to the national board that the new branch board is not in a position to redress the situation, then the national board will advise the branch board in writing of the reprise of the dissolution process; and

7. The national executive director – in cooperation with the branch executive director or unilaterally as circumstances dictate – shall have ten (10) business days to implement the dissolution plan upon the latter’s acceptance by the national board and an additional twenty (20) business days to bring the plan to a successful conclusion.


of 76

Policy Title: Purpose of the organization

Date of Adoption: 24 March 2001

Policy No.: ENDS 1


Parent Policy No.: ENDS


Policy Level: 2

The purpose of CPF is to ensure that all youth in Canada have the opportunity to learn French.


of 76

Policy Title: Objectives of the organization Date of Adoption: 24 March 2001

Policy No.: ENDS 1.1


Parent Policy No.: ENDS 1


Policy Level: 2

In pursuit of its purpose, CPF will aim to bring about the following results, to the achievement of which an appropriate level of resources will be allocated annually by the Board in consultation with the Executive Director: 1. French Second Language (FSL) education is a required part of the curriculum in all provinces so that fifty

percent (50%) of high-school graduates are functionally bilingual by 2013.

2. Canadians value proficiency in French as a useful and desirable skill and an important part of our Canadian identity.

3. Students and parents are aware of the benefits of a FSL education.

4. Young Canadians have access to opportunities to use French in a variety of activities outside the classroom.

5. All elements of CPF work together as a team to achieve the goals of the organization.

6. Parents, educators, and decision-makers in the fields of education and culture at all levels are familiar with CPF and its goals.

7. Through membership fees, fundraising and revenue generating activities, and fiscal responsibility, the

organization is financially stable.

8. The Board supports this financial stability through the development of appropriate Governance and Executive Limitations policies.


of 76

Policy Title: Partnerships


Policy No.: ENDS 1.1.2


Parent Policy No.: ENDS 1.1


Policy Level: 3

To assist CPF in furthering its aims, it will seek to develop on-going partnerships with National organizations having similar or complementary goals. Such organizations include, but are not limited to Association canadienne des professeurs d’immersion (ACPI/CAIT), Canadian Association of Second Language Teachers (CASLT), Society for Educational Visits and Exchanges Canada (SEVEC), la Commission nationale des parents francophones (CNPF), French for the Future, Jeux de la Francophonie canadienne, national associations of educators, and national francophone associations.


of 76

Policy Title: Research

Date of Adoption: 26 January 2002





Policy Level: 3

CPF collects and disseminates research and other information on the study of French as a second language as a support to its members, Boards, and other stakeholders. CPF supports an in-house research function to provide practical research in support of its strategic initiatives. In-house practical research will be conducted using secondary sources and, when required, CPF will contract with qualified outside researchers to provide practical research using primary sources.


of 76

Policy Title: Visual identity of the organization Date of Adoption: June 1996





Policy Level: 3

CPF establishes the following standards for the visual identity of the organization. All publications in print or electronic form and branded materials will display the following visual identity which must appear, at minimum, once:

CPF branches identify themselves by using the CPF logo and adding their respective province beside or below the logo.

CPF logo may appear in black or teal (PMS 3282 or CMYK (C-89, M-36, Y-48, K-0)) Size and location will be dictated by space and design but the size of the word mark and images or logos should appear so that they are readily recognizable and to maintain the integrity of the word mark or image. CPF branches identify themselves by using the CPF logo and adding their respective province beside or below the logo. WHEN SPACE permits also include:

POTL (Proud of Two Languages) image with the bilingual slogan (Nos deux langues, notre fierté). Bilingual slogan or text must appear below the image. Image may appear in black or teal (PMS 3282 or CMYK (C-89, M-36, Y-48, K-0)). Bilingual slogan or text should appear in black. Size and location will be dictated by space and design but the size of the word mark and images or logos should appear so that they are readily recognizable and to maintain the integrity of the word mark or image.

and or

Website: www.cpf.ca

http://www.cpf.ca/


of 76

Policy Title: Maintenance of websites Date of Adoption: March 1997





Policy Level: 3

CPF maintains websites for the purpose of promoting membership in and support of CPF, promoting French Second Language learning in Canada, and revenue generation. The home page (i.e. index) of CPF websites conforms to the policy on the visual identity of CPF and shall also include:

1. Contact information; 2. Mission and vision statements; 3. Link to the CPF National website.


of 76

Policy Title: Paid advertising





Date Last Modified: 26 January 2002

Policy Level: 3

Paid advertisements may be accepted in CPF newsletters and on CPF websites for the purpose of generating revenue. Paid advertisements serve as an information resource for our readers and are restricted to education-related products and services of interest to the membership.


of 76

Appendix A

CPF Board Meeting Effectiveness Check

1.

Did the Board members have minutes, reports, background reading and a proposed agenda in advance of the meeting and in sufficient time to read materials?

Yes [ ]

No [ ]

[

2.

Were meetings begun and finished on time with Board time being used effectively?

[ ]

[ ]

3. Were important decision times dealt with using appropriate rules of order with the chair ensuring that all members were treated equally and the practice of making "motions" to help focus and limit discussion to one matter at a time used appropriately?

[ ]

[ ]

4. Have appropriate ground rules for member "behaviour" been followed: active listening, giving everyone opportunity to speak, maintaining a climate permissive of robust discussion which allows all perspectives to be heard and understood?

[ ] [ ]

5. Have Board decisions that were not unanimous been supported by all Board members at the conclusion of discussion?

[ ] [ ]

6.

Have all Board committee and staff reports been received in the required format?

[ ]

[ ]

7.

Has the majority of Board meeting time been utilized either by discussion of Board decisions, policy development discussion or monitoring activities of the Board?

[ ]

[ ]

8.

Has the Board stayed away from operational matters?

[ ]

[ ]

9. Does the Board have an annual calendar that outlines Board responsibilities over the year that allows timely planning for the fulfillment of those tasks?

[ ] [ ]

10.

Is the Board calendar followed in a timely manner and revised if required?

[ ]

[ ]

11. Was appropriate time at each meeting balanced between talking about things that have already happened and future directions?

[ ] [ ]

12. Were Board members prepared for the meeting by having read material provided and providing Branch liaison reports?

[ ] [ ]

13.

Have all Board members and staff clear understanding of any tasks required of each of them prior to the next meeting?

[ ]

[ ]

14.

Do the Board minutes clearly reflect action plan items and who has responsibility for identified tasks?

[ ]

[ ]


of 76

con’t Appendix A

CPF Board Meeting Effectiveness Check

Summary Comments:

Is there anything as a Board member that you would like to see done differently at the next meeting?

Are there any policy development tasks required for Board improvement?

This form should be filled out at the conclusion of each Board meeting by each Board member and the Executive Director and handed to the chair of the Board for compilation and action.


of 76

Appendix B

CPF Annual Board Self-Evaluation Questionnaire

Date________________ for Period from _____________ to ______________

Questions should be answered by all board members individually. Then responses to Sections A. B and C should be compiled, shared and discussed by the whole board to determine a group answer to each question. Section D should be answered by board members individually but not shared with the group. Sections A, B, and C should also be completed by the Executive Director.

Section A: How well has the Board done its job?

1. Have we been clarifying and reviewing the mission, vision and values of the organization as embodied in the Ends policies and the object of the organization?

2. Have we identified annual organizational objectives, and measured results?

3. Have we identified the strategic issues, internal and external, affecting the future of our

organization?

4. Have we given sufficient direction to the Executive Director primarily by setting and reviewing policies that he/she has sufficient direction and authority to address the strategic issues?

5. Have we consulted externally and internally?

6. Have we made essential linkages with our members, stakeholders, partners, funders?

Overall rating: How well has the Board done its job?

Excellent Very Good Good Satisfactory Poor Section B: How well has the Board conducted itself?

1. Have we had regular meetings and has there been a quorum for every meeting? 2. Have we been able to stick to our agenda and respect time allotments? 3. Have our by-laws and other policies that relate to the Board been followed? 4. Have we received written staff and board reports in advance of meetings? 5. Is participation in the meetings reasonably balanced in that we hear from everyone, and

there is healthy and robust discussion where required? 6. Have we done a quality job recruiting new board members and have we spent sufficient

time on Board member orientation and education? 7. Has Board training and self-improvement been included in the Board agenda on a regular

basis?

Overall Rating: How well has the Board conducted itself? Excellent Very Good Good Satisfactory Poor

Yes No [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]


of 76

con’t Appendix B CPF Annual Board Self-Evaluation Questionnaire


C: Board's Relationship with Executive Director

1. Is there a clear understanding where the board's role ends and the Executive Director's begins? 2. Has there been good two-way communication between the Board and the Executive Director? 3. Does the Executive Director seek direction from the Board by making Policy suggestions? 4. Does the Board consult with the Executive Director when it sees a need for Policy? 5. Do we as a Board know the information that is required to evaluate the Organization's performance? 6. Do we receive sufficient information from the Executive Director on what is happening in the

organization? 7. Do we have formal criteria, processes and procedures for the annual performance appraisal of the

Executive Director? 8. Other:

Overall Rating: Board's Relationship with Executive Director

Excellent Very Good Good Satisfactory Poor D: Performance of Individual Board Members (This section is to be filled in by individual Board members but not shared)

1. Did I have a good record of Board meeting attendance? 2. Did I usually read the reports and other materials in advance of the Board meeting? 3. Am I following what is in the organization's by-laws and governing policies? 4. Do I feel that I have been encouraged by other Board members to express my opinions at Board

meetings? 5. Have I followed through on the things I have committed myself to do in Board or Board committee

work? 6. Did I maintain the confidentiality of all Board decisions and support them once they were made? 7. Did I promote the work of the organization whenever I had a chance to do so?

8. Have I brought relevant information (newspaper, magazine, articles, reports, research), relevant to the mission of the organization and the members we serve to the attention of the Board?

9. Other? Overall Rating: Performance of Individual Board Members Rating Excellent Very Good Good Satisfactory Poor

Yes No [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]


of 76

con’t Appendix B

CPF Annual Board Self-Evaluation Questionnaire


Guidelines on Use of Annual Board Self-Evaluation Questionnaire

Use the document as a source of ideas to develop your own Board self-evaluation tool.

Have the Board review the tool before using it initially and develop a better tool through the feed back from

the Board and the ED.

This tool is a discussion starter more that a scientific instrument. "Yes" or "No" answers are difficult. Board members should write their qualifications and explanations for their answers and share them in the process.

This type of evaluation is to be used once a year and Board members should be asked to fill it out at home

before they come to the meeting.

Consider evaluating other things such as Board teamwork, effectiveness of committee or Board "follow through"?

Avoid any questions that focus on individual Board member performance; keep the focus on the whole

Board.

If Board members have individual roles such as chair or secretary of have particular "portfolios" for which they have specific responsibilities, another page similar to D could be developed.

Consider in some years having an independent person brought in to conduct the evaluation and compile/

summarize and report on the results. This will ensure individual responses are kept confidential and may result in more honest answers. If this was chosen then the D section could be handed in and collated by this independent person.

Adapted from the 2001 Non-Profit Sector Leadership Program, Dalhousie University (for free use by individual voluntary and non-profit organizations if source is credited)


of 76

Appendix C

EXECUTIVE DIRECTOR Accountability and Organization Performance Monitoring Schedule (See LINK 2.1) The Board will exercise its monitoring responsibilities with respect to ENDS and Executive Limitations policies, Board operations, and Governance policies on the following annual schedule.

Schedule for Monitoring Responsibility

Item Time Responsibility

Financial Reports Each Board meeting Executive Director

President’s Report Each Board meeting

Executive Director’s Reports on Organizational Performance

Each Board meeting Executive Director

Board Meeting Assessment Each Board meeting Board members

Annual Board Performance Assessment Fall Board meeting Board members and Executive Director

Executive Director Performance Appraisal Process

By October 1st annually Executive Director Performance Appraisal Committee

Report on monitoring data provided by Branches

By September 1st annually Executive Director

Report on deviations from ELIM and ENDS policies

At the following Board meeting Executive Director


of 76

Appendix D - 1

NATIONAL FRENCH-SECOND-LANGUAGE PROFICIENCY BENCHMARKS

Canadian Parents for French (CPF) supports the development and implementation of national benchmarks for French-second-language (FSL) proficiency. CPF commends the Department of Canadian Heritage (CH) for its initiatives in promoting national standards, and encourages CH, the Council of Ministers of Education, Canada (CMEC) and provincial/territorial Ministries of Education to act quickly and co-operatively on this issue. CPF supports the use of standardized FSL proficiency testing using national benchmarks to accomplish a variety of objectives. Accordingly, CPF recommends that the instrument (or instruments) chosen should be so designed as to support the following purposes: To establish national, comparable standards of French proficiency outcomes for graduates from various

elementary and secondary FSL programs. These proficiency outcomes should be used:

To assist parents/students to make informed choices when taking FSL education decisions. To ensure that high school graduates are aware of their abilities in French and thus to encourage

them to pursue postsecondary studies in French. To ensure that potential employers understand the French-language abilities of candidates. To assist postsecondary institutions to determine the appropriate placement of students in first-year

French courses. To assist postsecondary institutions to determine which FSL programs merit advanced standing in

French studies.

To allow secondary French-second-language teachers and students to assess individual student performance and to develop appropriate individualized strategies for improvement.

To establish national standards for French-second-language teacher accreditation: entrance assessment to

determine whether language upgrading is required, and exit requirement to ensure that proficiency standards have been met.

To establish national French proficiency standards for French-second-language teachers.

To establish national standards for evaluating provincial/territorial performance in meeting the goals of their

Official Languages in Education Program action plans.

To establish a definition of "functional bilingualism" and to articulate national standards against which to evaluate progress toward the goals of the federal Action Plan for Official Languages.

To ensure that all French-second-language students be accorded no-cost access to French-proficiency

testing. ADOPTED FEBRUARY 12, 2011


of 76

Con’t Appendix D - 2

EQUITABLE ACCESS TO FRENCH-SECOND-LANGUAGE PROGRAMS The members of Canadian Parents for French believe that every child should have equitable access to the French-second-language program of his/her choice. French-second-language programs are accessible to all students when:

There is open enrolment with no admission criteria or enrolment caps so that no child is turned away; Transportation is provided at no cost for both urban and rural students; Distance learning is available to provide French-second-language learning for students in small and remote

communities; No additional fees are charged for French-second-language programs; Programming and specialist services are provided for gifted, special need and Allophone students; Every parent is regularly informed about French-second-language options and entry points, as well as the

French-language proficiency levels which can be expected from each option. All students receive the information they need to make decisions about continuing to learn French at the

secondary and post-secondary levels as well as outside of the education system. ADOPTED APRIL 26, 2008


of 76


QUALITY FRENCH-SECOND-LANGUAGE PROGRAMS The members of Canadian Parents for French believe that Canadian students deserve high quality, effective French-second-language programs. Excellent French-second-language programming is ensured when:

Ministries of education and school districts have written French-second-language policies and guidelines which provide written goals for student French proficiency for all programs and specify sufficient hours of French-second-language instruction to achieve those goals;

Graduates receive official recognition of their French proficiency achievements; New technologies are used to enhance French-second-language learning in the classroom; Research into French-second-language education is supported and used to inform policies, program design

and student proficiency expectations; There is an adequate supply of quality teaching/learning resources; French-second-language teacher qualifications for all programs specify French-language proficiency, second-

language teaching methods and subject competence; Mechanisms are in place to ensure a sufficient supply of qualified French-second-language teachers; There are adequate professional activities for French-second-language teachers to keep up with current

pedagogical practices; School administrators receive the resources they need in order to effectively plan for and supervise the

French-second-language programs in their schools. ADOPTED APRIL 26, 2008


of 76


FULL RANGE OF FRENCH-SECOND-LANGUAGE ENTRY POINTS AND PROGRAM CHOICES

The members of Canadian Parents for French believe that students should be offered a variety of secondary and post-secondary French-second-language program options designed to meet different aspirations. Students have access to a sufficient variety of French-second-language programs when:

There are multiple entry points to French-second-language programs at the elementary and secondary levels;

A variety of immersion and core French programs is offered to elementary and secondary students; There are sufficient post-secondary opportunities for students to continue French-second-language studies;

ADOPTED APRIL 26, 2008


of 76

Con’t Appendix D – 5

SHARED RESPONSIBILITY FOR FRENCH-SECOND-LANGUAGE EDUCATION The members of Canadian Parents for French believe that ensuring effective French-second-language programming is the shared responsibility of governments, school districts, teachers, school administrators and support staff and parents. Shared responsibility for French-second-language programming is achieved when:

Provincial policies and guidelines for French-second-language programs exist and are communicated directly to parents, teachers and administrators;

Student French-proficiency achievement in French-second-language programs and current research findings

are reviewed regularly, and policies and curricula are adjusted accordingly; A variety of accessible extra-curricular activities is offered so that all students have opportunities to practice

and develop their French-language skills beyond the classroom and the curriculum. Adequate, sustainable program funding has been secured when funds designated for various French-second-

language programs reflect the amount of time allotted to instruction in French and are used specifically for those programs; and the amount and flow of funds is transparent;

Information about French-second-language learning is readily available to parents as their children move

through the grades so they can support and encourage their children at all levels. Parents and other community stakeholder organizations are informed of French-second-language issues to

be considered and are actively involved in decision-making at the school, school district, Ministry and government levels.

ADOPTED APRIL 26, 2008


of 76

Appendix E

CPF Proposed New Bylaw or Bylaw Amendment Form

Please fill out a single form for each proposed new bylaw or bylaw amendment. Proposed New Bylaw or Bylaw Amendment

Replaces or Amends (if applicable provide current bylaw number and text)

Other current bylaws which may be affected (provide bylaw numbers):__________ Reason for the proposed New Bylaw or Amendment (ie: what is the problem to be addressed and why is this the best way to address it?)

Any other considerations pertinent to the proposed New Bylaw or Amendment

Name of submitter Date Names of supporters for this new bylaw or bylaw amendment: 1) _____________________________________________ 2) _____________________________________________ 3) _____________________________________________ Please PDF this completed form and forward it to the National President and the Bylaws Committee Chairperson.

A. Governance (GOV) Policies - CPF Home · 2014-09-12 · A. Governance (GOV) Policies 1....

Documents

Transcript of A. Governance (GOV) Policies - CPF Home · 2014-09-12 · A. Governance (GOV) Policies 1....