Calgary RCSSD No. 1...1 Calgary RCSSD No. 1 October 21, 2020 Board Policy Handbook TABLE OF CONTENTS...

BOARD POLICY HANDBOOK

Calgary RCSSD No. 1

October 21, 2020

This Board Policy Handbook has been developed to highlight and support the very important governance function of the Board. In addition to clearly defining the role of the Board, the role of the Chief Superintendent and the delegation of authority from the Board to the Chief Superintendent, it includes the following as policies:

1. Foundational statements which provide guidance and direction for all activities within the District;

2. Directions for how the Board itself is to function and how individual Trustees are to conduct themselves; how Board committees and representatives are to function;

3. Statements as to how appeals and hearings will be conducted;

4. Non-delegable matters such as policy-making and school closures; and

5. Specific matters which the Board has chosen not to delegate to the Chief Superintendent.

This Board Policy Handbook is intended to be supplemented by an Administrative Procedures Manual; the primary written document by which the Chief Superintendent directs staff. The Administrative Procedures Manual must be entirely consistent with this Board Policy Handbook. The development of two separate and distinct documents is meant to reinforce the distinction in this District between the Board’s responsibility to govern and the Chief Superintendent’s executive or administrative duties. It is to be noted that the electronic versions of both the Board Policy Handbook and the Administrative Procedures Manual as well as any other handbooks/manuals referenced are always the most current documents available.

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Calgary RCSSD No. 1 October 21, 2020

Board Policy Handbook

TABLE OF CONTENTS Page

Policy 1 – Foundation Statements 2

Policy 2 – Role of the Board 5

Policy 2 – Appendix A – Board Annual Work Plan 10

Policy 2 – Appendix B – Facilitated Board Self Evaluation Process 16

Policy 3 – Role of the Trustee 20

Policy 3 – Appendix A – Trustee Professional Development Request Form 25

Policy 3 – Appendix B – Trustee Professional Development Post Activity Report 26

Policy 3 – Appendix C – Trustee Referral Form 27

Policy 4 – Code of Conduct and Sanctions 31

Policy 5 – Role of the Board Chair 36

Policy 6 – Role of the Vice-Chair 39

Policy 7 – Board Operations 40

Policy 7 – Appendix A – Ward Map 55

Policy 7 – Appendix B – Bylaw 185-2017 56

Policy 7 – Appendix C – Bylaw 178-2007 74

Policy 7 – Appendix D – Bylaw 186-2017 76

Policy 7 – Appendix E – Requests for Presentations 81

Policy 8 – Board Committees 82

Policy 9 – Board Representatives 89

Policy 10 – Policy Making 92

Policy 11 – Delegation of Authority 95

Policy 12 – Role of the Chief Superintendent 97

Policy 12 – Appendix A – Chief Superintendent Evaluation process, criteria and Timeline 101

Policy 12 – Appendix B – Chief Superintendent Performance Assessment Guide 104

Policy 13 – Hearings on Teacher Transfers 114

Policy 14 – School and Program Closure 113

Policy 15 – Recruitment and Selection Of Personnel 116

Policy 16 – Fundraising 117

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Policy 1

FOUNDATION STATEMENTS

These statements speak to who we are and what we stand for as a school district and represent the philosophic foundation that guides Board and administrative decision making. Mission Statement Living and Learning in our Catholic Faith. Value Statement All members of our community are sacred and must be treated with dignity and respect. We value excellence in Catholic education, guided by shared responsibility and the moral authority of the Church. Vision Statements Faith Our Catholic schools demonstrate their constitutional right to provide and support the development, permeation and modeling of our faith. Relationships Our Catholic schools promote shared responsibility for stewardship of resources, transparency and the success of the students in our care. Excellence in Teaching and Learning Our Catholic schools develop students who reflect the image of God and are successful contributors to a global society. Visionary Outcomes Students are empowered to reach their full potential and to reflect the image and likeness of God.”

1. Living the Catholic Faith

All students internalize their faith values through integrated knowledge and understanding of, and respect for, the teachings of the Catholic Church, appropriate to their grade and developmental capacity. This includes, but not limited to:

➢ All students, through their actions, reflect the teachings of Christ.

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➢ All students, through their interactions, value the sacredness of the individual.

➢ All students actively engage in the life of the Church through its sacraments, liturgical celebrations and social justice ministries.

➢ All students have knowledge of Church doctrine to support their continuous moral development.

2. Life-long Learners

All students have the behaviour, understandings and abilities, appropriate to their grade and developmental capacity, to become life-long learners. This includes, but not limited to:

➢ Students develop critical thinking, systematic problem solving, and clear communication skills.

➢ Students develop the capacity to use available learning tools.

➢ Students demonstrate the behaviour skills and abilities that enable them to be accountable for their personal development and learning.

➢ Students demonstrate appropriate interpersonal and social skills.

➢ Students demonstrate respect for the rights of all peoples.

3. Contributors to Society

All students will be contributors to society and dedicated to the common good, consistent with the teachings of the Catholic Church, and appropriate to their grade and developmental capacity. This includes, but not limited to:

➢ Students will develop an understanding of, and commitment to, personal responsibility for social justice. Students will respect the dignity and worth of others, and be sensitive to their needs. Students will participate in service to community. Students are able to articulate the teachings of the Catholic Church about social justice.

➢ Students will demonstrate an integrated world view. Students will demonstrate an understanding of the interconnectedness of humanity. Students will demonstrate a respect for the environment. Students will demonstrate an understanding of the interdependency of people and nations.

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The Logo Design

The logo is comprised of three components; the logo, the colour and the typestyle. The logo shall be used in its entirety (logo, colour and typestyle together) for all applications. The cross in the logo depicts the Catholicity of the District The two interlocking “C's” that form an 'S' in the centre of the logo represent the initials of the words Calgary Catholic Schools. The interlocking pattern suggests that it is within the school system that one's sense of Catholic community will be realized. The double block shapes represent a stylized open book, a universal symbol of learning, projecting the message that the Calgary Catholic School District is primarily an educational community. The lines forming the top and bottom edges of the book are not parallel; instead, the lines begin at the centre of the logo and project beyond the logo, suggesting transcendence. The District's logo symbolizes unity (through the interlinking of the two “C’s”), diversity (through an open book symbol) and the student striving to realize his or her potential (through transcending lines) within the community of Calgary Catholic schools. The District's colours are black and gold. Black is the mix of all colours suggesting the infinite potential of a complex community; gold is the colour of aspiration. Legal Name The legal name of the school district is the Calgary Roman Catholic Separate School District No. 1. It is further recognized the practicality of being recognized by a less cumbersome title and therefore authorizes the vernacular use of the name Calgary Catholic School District in lieu of the full legal name of the District. Adopted: April 13, 2016 Legal Reference: School Act reference sec. 8, 13, 39, 45, 47, 60, 61, 78, 113 School Authority Accountability Policy 2.1.1

Government Accountability Act Guide to Education ECS to Grade 12 Policy and Requirements for School Board Planning and Reporting School Authority Planning and Reporting Reference Guide

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Policy 2

ROLE OF THE BOARD As the corporate entity established by provincial legislation and given authority by the

School Act and attendant Regulations and the corporate body elected by the electors

that support Calgary Roman Catholic Separate School District No. 1 the Board of

Trustees shall provide overall direction and leadership to the District. It is accountable for

the provision of appropriate educational programs and services to resident students of

the District to enable their success, in keeping with the requirements of government

legislation and the values of the electorate. Therefore, the Board will focus on strategies

that recognize the importance of seeing the face of Christ in everyone, continual

improvement, respecting and encouraging diversity, identifying and removing obstacles

that may impact on the District’s success.

The Board accepts the responsibility of providing an education system that is organized

and operated in the best interests of the students it serves. It exercises this responsibility

through setting of clear strategic direction and the wise use of resources.

Specific Areas of Responsibility 1. Faith Leadership

1.1 Govern in a manner that exhibits Shepherd Leadership, including, but not limited to, a commitment to gospel values, responsiveness, collaboration, good judgment, foresight, problem solving, social justice, caring, mutual respect and our Foundation Statements.

1.2 Govern with justice and fairness recognizing that some individuals, groups and communities have different or extraordinary needs that may only be addressed by the allocation of additional or more appropriate resources required to meet their potential.

1.3 Be accountable to the District’s Catholic ratepayers by being an advocate for the preservation of Catholic Education constitutional rights in Alberta.

1.4 Participate in, and make decisions regarding Alberta Catholic School Trustees’ Association (ACSTA) issues.

1.5 Ensure regular communication with the Bishop regarding Catholic Education issues in the District.

1.6 Act in accordance with Canon Law in regards to Catholic Education.

1.7 Ensure that a strong Faith Development component is provided for all students and staff including an annual Faith Day for staff.

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2. Accountability for Student Learning

2.1 Provide overall direction for the District by establishing and reviewing vision, mission and values.

2.2 Annually approve the process and timelines for the refinement of the Three-Year Education Plan.

2.3 Approve the Board’s strategic priorities and key results early in the annual Three-Year Education planning process, review the draft three year plan and provide final approval of the plan and AERR prior to submission to Alberta Education.

2.4 Assess the effectiveness of the District in achieving established priorities, and key results.

2.5 Annually approve the “rolling” Three-Year Education Plan/Annual Education Results Report for submission to Alberta Education and for distribution to the public.

3. Catholic Community Assurance

3.1 Make informed decisions that consider Catholic community values and represent the interests of the entire District.

3.2 Engage and inform the community concerning District programs, needs and desires.

3.3 Establish processes and provide opportunities for community engagement.

3.4 Report District outcomes to the community at least annually.

3.5 Develop procedures and hold hearings as required by statute and/or Board policy.

3.6 Model a culture of respect and integrity.

3.7 Maintain transparency in all fiduciary aspects.

3.8 Approve the School Council Handbook and any changes thereto as required.

4. Accountability to Provincial Government

4.1 Act in accordance with all statutory requirements to implement provincial standards and policies.

4.2 Perform Board functions required by governing legislation and existing Board policy.

5. Fiscal Accountability

5.1 Approve budget assumptions and Board priorities at the outset of the budget process.

5.2 Review draft budget and approve the annual budget to achieve desired results.

5.3 Approve Trustee expense reimbursement rates.

5.4 Approve substantive budget adjustments when necessary.

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5.5 Monitor the fiscal management of the District through receipt of at minimum quarterly fiscal accountability reports including variance analyses and year-end projections.

5.6 Review the Audit Report and management letter and ensure any deficiencies are remediated.

5.7 Review and approve annually and as needed the Capital Plans for submission to Alberta Education.

5.8 Approve borrowing for capital expenditures within provincial restrictions.

5.9 Review and approve compensation and benefits for exempt staff, and the parameters for negotiations for those covered by collective agreements, after soliciting advice from the Chief Superintendent (or other sources as needed) and at the Boards discretion ratify Memoranda of Agreements with bargaining units.

5.10 Approve the Chief Superintendent’s contract and any amendments thereto.

5.11 Approve, as required but at least annually, signing authorities for the District.

5.12 Approve transfer of funds to/from reserves.

5.13 Approve investment parameters.

5.14 Approve any supplementary pension plan for staff 6. Board/Chief Superintendent Relations (“First Team”)

6.1 Select the Chief Superintendent and anyone who is expected to act in the place of the Chief Superintendent for a period longer than one year (365 days) duration.

6.2 Provide the Chief Superintendent with clear corporate direction.

6.3 Delegate, in writing, administrative authority and identify responsibility subject to provisions and restrictions in the School Act.

6.4 Respect the authority of the Chief Superintendent to carry out executive action and support the Chief Superintendent’s actions which are exercised within the delegated discretionary powers of the position.

6.5 Annually evaluate the Chief Superintendent, in accordance with a pre-established performance appraisal mechanism.

6.6 Approve the Chief Superintendent’s contract and any amendments thereto.

6.7 Annually review compensation of the Chief Superintendent.

6.8 Approve, by motion, Chief Superintendent out of province professional development.

7. Board Development

7.1 Develop a plan for governance excellence in fiduciary, strategic and generative engagement modes.

7.2 Annually evaluate Board effectiveness in meeting its role responsibilities.

7.3 Maintain membership and active involvement in ASBA, ACSTA and ASCA.

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7.4 Provide for effective Board orientation following municipal elections and ongoing professional development for Trustees.

7.5 Determine and implement a Board Evaluation process at least once annually. 8. Policy

8.1 Ensure Board policies are reviewed as needed and at a minimum, once per term to ensure currency and relevancy.

9. Political Advocacy

9.1 Act as an advocate for our constitutional rights, for publicly funded Catholic education and for the District as a whole.

9.2 Identify issues for advocacy on an ongoing basis.

9.3 Develop a plan for advocacy including focus, key messages, relationships and mechanisms.

9.4 Annually and/or as needed review and approve advocacy/influence plan and its efficacy. A vital component of this plan shall be advocacy for Catholic education.

9.5 Promote regular meetings and maintain timely, frank and constructive communication with relevant stakeholders, including but not limited to elected officials to garner support for education in general and Catholic education in particular.

9.6 Regularly review events and strategic partnerships and make decisions on Board representation.

Selected Responsibilities The Board shall: 1. Acquire and dispose of land and buildings; ensure titles to or enforceable long-term

interests in land are in place prior to capital project construction.

2. Name schools and other District-owned facilities.

3. Make a recommendation to the Minister for dissolution of a School Council.

4. Approve joint-use agreements.

5. Approve locally developed courses. 6. Hear unresolved student or staff complaints of discrimination or harassment.

7. Recognition and Celebration

7.1 Provide Board approved recognition to students, staff and community

members 7.2 Consider submission of nominations for ASBA and ACSTA awards 7.3 Participate meaningfully in celebration events

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8. The Board shall develop effective relationships with Municipal, Provincial, and

Federal officials and community partners.

9. Approve borrowing for capital expenditures within provincial restrictions 10. Review and approve compensation and benefits for exempt staff, and the

parameters for negotiations for those covered by collective agreements, after soliciting advice from the Chief Superintendent (or other sources as needed) and at the Boards discretion ratify Memoranda of Agreements with bargaining units.

11. Review and approve Board compensation and expenses. 12. Review all policies at least once in a term. 13. Approve the Chief Superintendent’s contract and any amendments thereto. Adopted: April 24, 2019 Legal Reference: Local Authorities Elections Act Results-Based Budgeting Act Sections 21, 39, 43, 45, 56, 60, 61, 62, 63, 78, 147, 187, 188 School Act Section 16 Government Accountability Act

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Policy 2 – Appendix A

Revised: September 23, 2020

BOARD ANNUAL WORK PLAN

September

Regular Board Meeting Agenda Items

• Nominate individuals/groups for ASBA and ACSTA awards as appropriate

• Annually and/or as needed review and approve the Board advocacy plan

• Annually review and/or as needed approve the Board development plan

• Determine resolutions to be brought forward for ACSTA FGM

• Submit recommendations for ACSTA bylaw changes

• Summer School Fiscal and Student Achievement Review

• Summer School Student Enrolment Review

• Review areas of emphasis and board growth goals from the most current Board self-evaluation

• Approve terms of engagement, inclusive of scope and cost of the auditor

Events

• ASBA Zone 5 Meeting

• ACSTA and ASBA Board of Directors meetings

• School Council Chair Orientation

• Bishop’s Breakfast

October


• Receive as information New Modular Placements and Relocation

• Review September 30 Enrolment Report

• Review Staffing Report

• Receive and review ASBA and ACSTA Resolutions/Policies for Fall AGMs

• Approve annually signing authorities for the District (in an election year)

• Approve agenda for November Parent and Trustee Forum

• Submit as required any emergent policy position to ASBA for FGM.

• Review and take actions as required re: Quarterly financial variance Reports from audit committee

• At Organizational Meeting (election year) approve schedule of meeting for October – June

• Expression of interest in Key Roles (election year)

• At Organizational Meeting in election years elect and appoint positions as defined in Board Policy 9 Board Representatives

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• Receive and review ACSTA budget for Fall AGM

• Appoint ASBA Director as needed

• Discussion on Catholic Education Sunday

Events

• Trustee Orientation (election year)

• School Council Chair and Trustee General Meeting


• ASBA Board of Directors meetings

• Host Long-Service Recognition Event

November


• Review and Approve the Annual Education Results Report for submission to Alberta Education

• Receive, review and make required motion with respect to Accountability Report re Student Learning

• Approve Transfers from Reserves

• Approve Audited Financial Statements for submission to Alberta Education

• Review, amend if necessary and approve Revised District Budget

• Review Audited Financial Statements and take all necessary actions including required motions and submit to the Ministry of Education.

• Review and assess the success of the District in achieving the key results in the three year education plan

• Approve attendance and bursary for School Council attendance at ASCA Conference

• Select the facilitator(s) and confirm the time(s) for the Chief Superintendent and Board Self Evaluation for the current year

Events


• ACSTA Fall General Meeting

• ASBA Fall General Meeting


• Fall Board/Executive Team Planning Session

• Faith Day

• Mayor’s Food Drive

• November Parent & Trustee Forum

• FNMI Community Dinner

• ASBA New Trustee Orientation (in an election year)

• Catholic Education Sunday

• ACSTA New Trustee Orientation (in an election year)

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December


• Approve three year education plan development process and timelines

• Acknowledge receipt for information purposes only the annual calendar for students and staff

• Approve agenda for Jan. Parent & Trustee Forum

• Approve Borrowing Resolution

• As appropriate, approve the Separate School Opting Out resolution

Events

• Christmas activities

• CALSEP Luncheon


January


• Approve Budget process and timelines document

• Receive review and make required motions with respect to Accountability report re: Faith Leadership

• Review and approve investment plan to ensure investments continue to be appropriate to the circumstances of the Board

• Respond to call for proposed ASBA bylaw amendments for Spring General Meeting

• Review annual Faith Day report

• Review and take actions as required re: Quarterly Financial Variance Reports from the Audit Committee

Events



• Jan. Parent & Trustee Forum

February


• Approve Budget Assumptions and Board Budget Priorities

• Receive and review (in private and public) and make motions as required with respect to Personnel Management accountability report

• Approve agenda for March Parent & Trustee Forum • Provide strategic direction for Parent and Trustee forums

• Review areas of emphasis and board growth goals from the most current Board self-evaluation

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Events



• Special Meeting - Board Strategic Planning

March


• Determine ASBA Edwin Parr Nomination (end of March)

• Receive, review and make motions as required with respect to Accountability report re Student Welfare

• Review and provide, if necessary, input for the Three-Year Capital Plan


Events



• March Parent & Trustee Forum

• Host District Celebration (Staff and Student Recognition)

• St Mary’s University President Dinner

April


• Review Budget Assumptions and Preliminary Budget and make adjustments if required

• Review draft budget and provide redirection if required

• Review ASBA Bylaws and Resolutions for Spring AGM

• Review and provide feedback re draft Three Year Education plan

• Annually review confidential report of salary and wage increases for exempt staff

Events


• FNMI Community Dinner

• Art Walk

May


• Approve Capital Plan

• Approve transfer of funds to/from reserves

• Approve Operational Budget and submit to Alberta Education

• Approve the Three Year Education Plan

• Receive presentation from Student Advisory Council (SAC)

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• Receive, review and make required motions with respect to Accountability report re: Communications and Community Relations

• Review and provide input into the District’s Annual Report

Events



• Bishop’s Dinner (Diocesan event)

• Attend Arbour Day Celebrations (when held)

June


• Nominate for ASBA and ACSTA Awards as appropriate

• Review and if necessary, Revise the Board Annual Work Plan


• Approve the Chief Superintendent’s Performance Evaluation

• Finalize and incorporate new or amended RE’s and QI’s into the Chief Superintendent’s evaluation for the coming year

• Annually review the Chief Superintendent’s compensation

• Approve the Board’s Self Evaluation

• At Organizational Meeting in non-election years elect and appoint positions as defined in Board Policy 9 Board Representatives

• At Organizational Meeting approve schedule of meetings. In year preceding election schedule dates June – October of next year.

• Approve annually signing authorities for the District (in non-election year)

• Receive and review Board Chair’s Annual Report

• Expression of interest in Key Roles (non election year)

Events

• Host Farewell Banquet


• ASBA Spring General Meeting


• CEO and Board Evaluation workshop

August

Regular Board Meeting Agenda Items (if scheduled)

Events

• ASBA Directors Meeting

• District Opening Mass

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• District Leadership Opening Barbecue

• St Mary’s University Golf Tournament

• CCEF Annual Golf Tournament

Selected

• Attend School Celebrations, upon request

• Attend School Councils, upon request

• Meetings with Municipal, Provincial and Federal officials and community partners

• Meetings with Bishop / Diocesan representatives

• Approve borrowing for capital expenditures within provincial restrictions.

• Approve the parameters for negotiations after soliciting advice from the Chief Superintendent

• Ratify Memoranda of Agreement with bargaining units.

• Approve all changes in compensation and benefits for exempt staff (including, but not limited to, holidays, vacations, leaves of absence and extended workdays) as defined within the Exempt Employee Handbook.

• Approve the Superintendent’s contract and any amendments thereto

• Consider recommendations from Board Committees as required

• Review Board compensation and expenses

• Schedule appropriate board actions so that all policies are reviewed at least once per term.

• Meetings with other boards

• Meetings with ACSTA Executive

• Approve investment parameters

• Meet with relevant stakeholders

Legal Reference: Section 33 and 34 and Parts 4 and 6 of the Education Act Board Procedures Regulation Local Authorities Election Act

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Policy 2 – Appendix B

Adopted: June 19, 2019

FACILITATED BOARD SELF-EVALUATION PROCESS

Calgary Roman Catholic Separate School District No. 1

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PROCESS

The annual Board self-evaluation process shall be finalized subsequent to the Chief Superintendent evaluation process described in the appendix to Policy 12 and entitled, Chief Superintendent/CEO Evaluation Process, Criteria and Timelines. The two evaluation processes are complementary in nature. The Board, at its discretion, may appoint an external facilitator to assist in the self-evaluation process. Such decision shall be made no later than November 30th of the evaluation year in order to secure a constant and dates. PURPOSE

The purpose of the facilitated Board self-evaluation is to answer the following questions:

1. How well have we fulfilled each of our defined roles as a Board during the evaluation period? (Faith Leadership. Accountability for Students, Catholic Community Assurance, Accountability to Provincial Government, Fiscal Accountability, Board/Chief Superintendent Relations (First Team), Board Development and Political Advocacy.)

2. How do we perceive our interpersonal working relationships?

3. How well do we receive input and how well do we communicate with those we represent?

4. How well do we perceive we are performing as a corporate entity in terms of fiduciary, strategic, generative and ethical governance?

5. How would we rate our Board-Chief Superintendent relations?

6. How well have we adhered to our governance policies?

7. What have we accomplished this past year? How do we know?

8. Determine Board goal(s) for the coming year

The answers to these questions provide the data for the development of a plan for continuous governance growth. EVALUATION PRINCIPLES

The following principles form the basis for the Board self-evaluation process.

1. A learning organization is focused on the improvement of practice.

2. A commitment to continuous improvement is a sign of organizational health.

3. An effective evaluation process provides for growth and accountability.

4. The annual Board evaluation process shall model the Board’s commitment to principles 1-3.

5. A pre-determined process for evaluation strengthens the governance function, builds credibility for the Board and fosters an excellent Board-Chief Superintendent relationship.

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6. An evidence-based approach provides objectivity to supplement the subjectivity involved in evaluation processes.

CONTEXT

The Board is a corporate entity created by provincial legislation and given authority by the School Act and the attendant Regulations. It is comprised of Trustees elected in accordance with the Local Authorities Election Act. The Board exercises its authority through a democratic process. As governors of a Catholic school district, the Board has a dual role; the Board is accountable to the Minister of Education through the School Act and to the local bishop through Canon Law. In keeping with the teachings of the Catholic church, and the authorities and responsibilities set out in the School Act, Board policies, and all other legislation that may be applicable from time to time, the duty of the Board is to represent Catholic electors and advocate for publicly funded Catholic education in a broader context. The Board is charged with the responsibility of providing, for its students and their parents, an education system organized and operated in their best interests. It exercises this responsibility through setting of clear strategic direction and the wise use of resources. The Board must fulfill its key role of ensuring education in the District is Christ-centered and models Catholic values.

SELF-EVALUATION OF PERFORMANCE

Part 1: The Act provides the Board with significant authority including the authority to delegate. The Board must decide the authority it wishes to delegate and the authority to be retained. The Board is the only body in the District which can hold the Board accountable for performing its legally defined role.

With reference to Policy 2 Role of the Board, Policy 2 Appendix A Annual Board Work Plan and the minutes from Regular and Special meetings held during the evaluation period Trustees will assess the corporate Board’s effectiveness relative to each role area. The objective is to identify areas of strength on which to build and specific changes the corporate Board is committed to make during the next evaluation period.

Part 2: The Board functions as a corporate entity. Individual Trustees have only the authority granted them by the corporate Board. Therefore the interpersonal working relationships between and among Trustees is vital to the effective functioning of the Board.

Part 3: The Board is elected for a four year term. One key role is to represent the rate payers of Catholic education within the boundaries of the District and effectively communicate to the electorate between elections in a manner which creates assurance and builds confidence.

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Part 4: The Board has fiduciary, strategic and generative governance roles. All must be performed in an ethical manner.

Part 5: With reference to the functioning of the First Team during the evaluation period Trustees will assess Board/Chief Superintendent Relationships. In other words is the Board effectively performing its role to make the First Team effective?

Part 6: The Board’s Policy role is critical to provide direction for the District, to delegate to and hold staff accountable through the office of the Chief Superintendent, and to promote and protect publicly funded Catholic education. Regular review of Board policies is required to ensure the currency and effectiveness of such policies.

Part 7: Reviewing Board actions at least annually to determine perceived corporate Strengths, Weaknesses, Opportunities and Threats (SWOT) can assist in defining plans for positive governance growth and avoid repetition of less effective functioning.

Part 8: Board approves of the directions to be taken during the next evaluation period to strengthen Board functioning including setting of Board goal(s).

Part 9: Board assesses success or lack thereof addressing the area(s) of emphasis identified as a result of the last evaluation including any strategies to address outstanding items if required in the current self-evaluation report.

Part 10: Board reviews the process tools and process structure and identifies any changes desired for the next evaluation period no later than April in the evaluation year.

Part 11: Board approves in a Public Board Meeting in June a motion confirming the completion of the Board Self-Evaluation process and the accompanying report following the Evaluation Workshop.

Note in subsequent years the evaluation process will commence with an accountability review of the previous year’s plans to ensure actions were taken as required and desired results achieved.

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Policy 3

ROLE OF THE TRUSTEE

The role of the Trustee is to contribute to the Board as it carries out its mandate in order to achieve its vision, mission and value statements. The oath of office taken or affirmation made by each Trustee when s/he assumes office binds that person to work diligently and faithfully in the cause of publicly funded Catholic education. The Board of Trustees is a corporation. The decisions of the Board in a properly constituted meeting are those of the corporation. Individual Trustees exercise an effective decision making role in the context of corporate action. A Trustee who is given authority by Board motion to act on behalf of the Board may carry out duties individually but only as an agent of the Board. In such cases, the actions of the Trustee are those of the Board, which is then responsible for them. A Trustee acting individually has only the authority and status of any other citizen of the District. Individual Trustees do not have the authority to direct the District’s administration and staff. Specific Responsibilities of Individual Trustees 1. Actively promotes and protects publicly funded Catholic education.

2. Models Catholic values and has a clear understanding of the role and responsibilities of a

Catholic Trustee. 3. Has an understanding of, and values the important role of the Bishop on moral issues. 4. Consistently models the characteristics of a Shepherd leader. 5. Is committed to one’s own journey in faith. 6. Become familiar with District policies, meeting agendas and reports in order to participate in

Board business.

7. Anticipates and plans for the provision of supports needed to support a welcoming, caring, safe and respectful learning environment for a diverse student and staff population.

8. Recognize his/her fiduciary responsibility to the District and act in the best interests of the

District understanding that District needs are paramount.

8.1 Vote on every Board motion, unless there is a conflict of interest.

8.2 Support a majority vote of the Board to advance the work of the Board.

9. Provide for the engagement of parents, students and the community in matters related to education.

10. Respectfully bring forward and advocate for local issues and concerns.

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11. Refer matters not covered by Board policy, but requiring a corporate decision to the Board

for discussion. 12. Refer administrative matters to the Chief Superintendent through the Chair.

13. The Trustee, upon receiving a complaint or an inquiry from a parent, staff member or

community member about operations, will refer the parent, staff member or community member back to the teacher, Principal or department. Where the Trustee deems the matter to require further administrative action, the Trustee Referral Form (see Appendix) will be completed and submitted to the Chair and Chief Superintendent.

14. Keep the Chief Superintendent and the Board informed in a timely manner, through the

Chair, of all matters coming to his/her attention that might affect the District. Personnel matters are to be brought to the attention of the Chief Superintendent only.

15. Attend Board meetings, and committee meetings as assigned, prepared to participate in,

and contribute to, the decisions of the Board in order to provide the best solutions possible for education within the District.

16. When delegated responsibility, will exercise such authority within the defined terms of

reference in a responsible and effective way.

17. Strive to develop a positive and respectful learning and working culture both within the Board and the District.

18. Attend School Council meetings as a Board representative upon invitation, when possible. 19. Attend, when possible, District functions/events.

20. Attend extra-curricular school activities, including graduations, when designated or formally

invited as Board representative.

21. Become familiar with, and adhere to, the Trustee Code of Conduct.

22. Report any violation of the Trustee Code of Conduct to the Board Chair, or where applicable, to the Vice-Chair.

Trustee Development The Board will invest time and resources in continuous improvement of its governance capacity to enhance the quality of leadership and service in the District. Trustee development opportunities undertaken by Trustees must be relevant to the role of Trustee, and must benefit the Board. Trustees must share the materials and ideas gained with fellow Trustees at a Board meeting following a Trustee development activity. The Board recognizes that continual updating of skills and awareness of new issues are vital to a Trustee’s contribution to the Board. Therefore, Trustees shall have ongoing opportunity and take personal responsibility for continued training and education to enhance their governance capabilities. 1. Professional development for Trustees may be categorized as one of three types:

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1.1 Individual

Professional development activities designed to target a specific learning goal of an individual Trustee;

1.2 Targeted

Professional development designed to meet the needs of one or more Trustees to build capacity specific to a skill or knowledge set; and

1.3 Board

Professional development activities designed to build capacity of the Board as a whole.

2. The Board will establish and be accountable for an annual budget for its’ own governance functions. These shall include, but not be limited to: Trustee attendance at general meetings for provincial associations, Improvement of its’ governance functions, Finances required to enhance communications, Costs of outside consulting support, Course Fees, Books, Speakers, Subscriptions, Conferences, Electronic opportunities (on-line conferences, webcasting, etc.),

3. Professional development opportunities must take into account: Transparency,

Accountability, Equity of opportunity, Cost versus benefit to Trustee and the Board, Specific professional development goals of a Trustee, and Specific professional development needs of the Board.

4. Conference attendance

4.1 The Board will ensure that a minimum of four Trustees attend the ACSTA and ASBA general meetings.

4.2 Prior to registering for conferences other than ACSTA and ASBA general meetings, the Trustee will submit a written request to the Board Chair, using the Trustee Professional Development Request Form, specifying rationale for attendance, professional development goals targeted, and cost estimate.

4.3 Approval or denial of the application shall be made in a timely manner by the Board at a meeting of the Board.

4.4 Full participation of the Trustee is expected in order to maximize the value of the activity.

4.5 The number and type of professional development opportunities attended by each Trustee will be determined by the Board, and will take into consideration the learning goals identified by the Trustee, the needs of the Board, and the District, and will be evaluated through the lenses of equity, transparency, and fiscal responsibility.

4.6 Within two weeks following the completion of the professional development activity, the Trustee shall prepare, and have included as information, a completed Trustee Professional Development Post Activity Report, and will be prepared to speak to it during the Regular Board Meeting.

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Orientation As a result of elections, the Board may experience changes in membership. To ensure continuity and facilitate smooth transition from one Board to the next following an election, Trustees must be adequately briefed concerning existing Board policy and practice, statutory requirements, initiatives and long-range plans. The Board believes an orientation program is necessary for effective trusteeship. All Trustees are expected to attend all aspects of the orientation program. 1. In the year of an election, the District will host a preliminary orientation session for all elected

candidates prior to the Organizational Meeting which will include a review of and an expression of interest in Board assignments and committees.

2. The District will offer an orientation program for all Trustees that provides information on:

2.1 The principles and qualities of shepherd leadership.

2.2 An overview of the Board Annual Work Plan

2.3 The Board’s relationship with other groups such as ASBA, ACSTA and other school Districts.

2.4 The Board’s relationship with the Bishop and diocese.

2.5 The Governance model adopted by the Board

2.6 Role of the Trustee and the Board;

2.7 Board policy, agendas and minutes;

2.8 Organizational structure, roles, relationships and communication protocols within the school District including the use of social media.

2.9 Existing District initiatives, annual reports, budgets, financial statements and long-range plans;

2.10 Statutory and regulatory requirements, including responsibilities with regard to conflict of interest;

2.11 Primary legislation affecting the school District as well as relevant Regulations, and Ministerial guidelines and directives.

2.12 Required annual documentation and it’s role within the District, including, but not limited to: Annual Education Results Report (AERR), 3 Year Plan, Budget, Audited Financial Statements, 3 Year and 10 Year Capital Plans.

2.13 Trustee remuneration and expenses. 3. The orientation program may also include:

3.1 A tour of the offices and the opportunity to meet District Office staff.

3.2 A tour of the schools and the opportunity to meet principals and staff.

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4. The Board and Chief Superintendent are responsible for ensuring the development and

implementation of the District’s orientation program for Trustees. The Chief Superintendent shall provide each Trustee with access to the references listed in Policy 3 Appendix at the Organizational Meeting following a general election or at the first regular meeting of the Board following a by-election.

5. The District will provide support within the Board governance budget for Trustees attending provincial association sponsored orientation seminars.

6. Incumbent Trustees are encouraged to help newly elected Trustees become informed about history, functions, policies, procedures and issues.

Adopted: November 6, 2019 Legal Reference: Section 60, 61, 68, 72, 80, 81, 82, 83, 84, 85, 86, 87, 88, 89, 90, 91, 246 School Act Section 6 Commissioner of Oaths Act

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Adopted: November 6, 2019

TRUSTEE PROFESSIONAL DEVELOPMENT REQUEST FORM

Trustee__________________________________________Date________________________ Professional development activity that you wish to engage in (please attach the brochure if available, course information, subscription information, etc.)

Reason to engage in this professional development activity (Trustee standard(s) which relate to the proposed activity, specific professional development outcome expected, benefit to Board and District). ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Anticipated costs (conference fees, travel, tuition, meals, subscription costs, books, etc.)

Have you attended this professional development before? ________ yes _________no If yes, how many times/when?__________________________________________________ Please list professional development activities engaged in/scheduled to be engaged in the current term________________________________________________________________________ ____________________________________________________________________________

Approved___________ Not Approved_________ Board Meeting Date__________________ If not approved, Board provided rationale is below:

____________________________________________________________________________ Signature of the Chair _________________________________ Date ___________________

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TRUSTEE PROFESSIONAL DEVELOPMENT POST ACTIVITY REPORT

Trustee _________________________________ Date_______________________________ Professional Development Activity______________________________________________

Summary of the Activity: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Projected Cost of the PD Activity ___________ Actual Cost of the PD Activity __________ If significantly different, provide rationale ________________________________________________________________________________________________________________________________________________________ Evaluation of anticipated outcomes: (Did this activity meet your learning goals? Why or why not? Did the activity align with the Standard (s) identified by you? Why or why not? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Evaluation of unanticipated outcomes. (Were you able to identify and take advantage of unanticipated/collateral learning opportunities? If so, what were the opportunities noted, and how did you take advantage of them?) ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Can you recommend any speakers from this activity that would be relevant to Calgary Catholic School District professional development activities? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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Policy 3 – Appendix C


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29



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Policy 4

CODE OF CONDUCT AND SANCTIONS

Trustees shall conduct themselves in an ethical and prudent manner. This includes proper use of authority and appropriate decorum in group and individual behaviour. Trustees shall behave in a manner that reflects respect for the dignity and worth of all individuals. 1. Trustees shall be loyal to the interests of the ratepayers in the context of Catholic education.

This loyalty supersedes loyalty to:

1.1 Any advocacy or special interest groups and membership on other boards or staff positions.

1.2 The personal interest of any Trustee whether acting as an individual consumer of the school District’s services or not.

2. Trustees shall not be involved in school organizations and or committees within CCSD. 3. Trustees are accountable to exercise the powers and discharge the duties of their office

honestly and in good faith. Trustees shall exercise the degree of care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances.

4. Trustees must fulfil all the Trustee responsibilities under section 34 of the Education Act.

5. There must be no self-dealing or any conduct relating to private business or personal services

between any Trustee and the District, except as permitted under the Education Act. Similarly, Trustees shall avoid any conflict of interest with respect to their fiduciary responsibilities by complying with all provisions of the Education Act. Without limiting the generality of the foregoing, all of the following apply: 5.1 Each individual Trustee is responsible to determine, within the meaning of the Education

Act, whether and what pecuniary interest the Trustee, the Trustee’s spouse or adult interdependent partner, and the Trustee’s children may have in any entity or matter from time to time.

5.2 Within 30 days of being sworn in, and forthwith after each change to the information, each

Trustee must disclose a statement to the Chair and the Secretary-Treasurer that includes all of the following information:

5.2.1. everything required to be disclosed under section 86 of the Education Act;

5.2.2. whether the Education Act disqualifies the Trustee from being a Trustee; and 5.2.3. the Trustee’s involvement with any other organizations, committees, vendors, or

associations which might be, or might reasonably be seen to constitute, a conflict of interest with the Trustee’s role as a member of the Board of Trustees.

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5.3 A Trustee who has a pecuniary interest in a contract with the District for the provision of goods or services in an emergency must disclose that interest to the Board Chair as soon as is practical. A Trustee who has a pecuniary interest in any other contemplated contract with the District must disclose that interest to the Board Chair before the District enters the contract and provide information to the Board Chair about safeguards to ensure openness, competitive opportunity, and equal access to otherwise “inside” information by all bidders for the contract.

5.4 A Trustee who has a pecuniary interest in a matter before the Board, any committee of the

Board or any commission, committee or agency to which the Trustee is appointed as a representative of the Board must comply with all the disclosure and abstention obligations under the Education Act, and all Board minutes must record all such disclosures and abstentions.

6. Trustees will treat all communications and information received as confidential as strictly

confidential and shall not disclose the contents of any such communication, including verbal, except to pertinent members of administration, so as to avoid the development of a potential conflict of interest arising at any future hearing.

7. Trustees will not engage in conversations with individuals regarding District operations where the potential exists for a conflict of interest, but will refer such individuals to administration

8. Trustees must not use their positions to obtain for themselves, or for their family members, employment within the District. Should a Trustee apply for employment, he or she must take a leave of absence from the Board. If offered a contract of employment, he or she must first resign from the Board.

9. Trustees shall not attempt to exercise individual authority over the Chief Superintendent or

any member of the staff. In particular: 9.1 Individual Trustees shall make no judgments of the Chief Superintendent or staff

performance. 9.2 Trustees shall not encourage direct communication with employees who attempt to

bypass administration but shall encourage employees to utilize reporting lines within the administration to bring their concerns to the Board.

10. Trustees shall not use Board information for their own benefit or advantage. This requires

that Board information be kept confidential whenever required in the best interests of the District. Without limiting the generality of these statements, the following Board information must be kept confidential: 10.1 Financial information, negotiation strategies, legal or personnel matters presented or

discussed in an in private meeting of the Board, or a committee of the Board, or any record of such meetings, maintained by any participant of such meetings.

11. Trustees must not attempt to exercise individual authority over the organization. Trustee

interaction with the public, the media, or other entities, must recognize this limitation and not speak for the Chief Superintendent or speak for the Board except to repeat explicitly stated Board decisions.

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11.1 Without limiting the right of Trustees to express their own personal views, when

interacting with the public, media or other entities, Trustees shall support the decision of the Board on any matter, regardless of the Trustee’s personal position on the issue.

11.2 Trustee behaviour and conduct requirements are the same when using technology as when not using technology. Each Trustee must recognize that his or her online activity and social media accounts can dramatically affect the general public’s perception of the Trustee, the Board, District employees, and schools within the District. Each Trustee’s online activity and social media accounts must comply with the Education Act, regulations under the Act, and all Board Policies, including in particular this Board Policy 4.

12. Trustees shall be familiar with the Education Act, regulations under the Act, and Board

Policies, as well as, the rules of procedure and proper conduct of a meeting, so that any decision of the Board may be made in an efficient, knowledgeable and expeditious fashion.

13. Trustees shall be properly prepared for Board deliberations.

14. Trustees shall attend and take part in all meetings of the Board and committee meetings as

assigned on a regular and punctual basis. Repeated unexcused absences, partial attendance or late attendance by Trustees may be cause for disciplinary action, as determined by the Board.

15. Trustees will be deemed present at a Regular or Special Board meeting when participating by electronic means or other communication facilities provided that the communication allows all participants including the public to hear each other.

16. The unauthorized absence of a Trustee from three consecutive regular meetings of the Board, within the meaning of the Education Act, shall disqualify that person from remaining as a Trustee.

17. Trustees shall ensure that unethical activities not covered or specifically prohibited by the foregoing or any other legislation are neither encouraged nor condoned.

18. Trustees will be held responsible and accountable for the ethical and legal use of District resources including but not limited to District purchase cards and electronic devices.

19. A Trustee who believes that a fellow Trustee has violated this Code of Conduct may seek resolution of the matter through appropriate conciliatory measures prior to commencing an official complaint under this Code of Conduct.

20. A Trustee who wishes to commence an official complaint, under this Code of Conduct, shall file a letter of complaint with the Chair, and indicate the nature of the complaint and the section or sections of this Code of Conduct that are alleged to have been violated by the Trustee. The Trustee who is alleged to have violated this Code of Conduct, and all other Trustees, shall be forwarded a copy of the letter of complaint by the Chair, or where otherwise applicable, in what follows, by the Vice Chair, within five (5) days of receipt by the Chair of the letter of complaint.

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21. When a Trustee files a letter of complaint, and a copy of that letter of complaint is forwarded to all Trustees, the filing, notification, content, and nature of the complaint shall be deemed to be strictly confidential, the public disclosure of which shall itself be deemed to be a violation of this Code of Conduct. Public disclosure of the complaint and any resulting decision taken by the Board may be disclosed by the Chair only at the direction of the Board, following the disposition of the complaint by the Board at a Code of Conduct hearing.

22. To ensure that the complaint has merit to be considered and reviewed, at least one other Trustee of the Board must provide to the Chair within three days of the notice in writing of the complaint being forwarded to all Trustees, a letter indicating support for having the complaint be heard at a Code of Conduct hearing. Any Trustee who forwards such a letter of support shall not be disqualified, from attending at and deliberating upon, the complaint at a Code of Conduct hearing convened to hear the matter, solely for having issued such a letter.

23. Where no letter supporting a hearing is forthcoming, the complaint shall not be heard. The Chair shall notify all other Trustees in writing that no further action of the Board shall occur.

24. Where a letter supporting a hearing is forthcoming, the Chair shall convene as soon as is reasonable, a Special Meeting of the Board to allow the complaining Trustee to present his or her views of the alleged violation of this Code of Conduct.

25. At the Special Meeting of the Board, the Chair shall indicate at the commencement of the meeting, the nature of the business to be transacted and that the complaint shall be heard in an in-camera session of the Special Meeting.

Without limiting what appears below, the Chair shall ensure fairness in dealing with the complaint by adhering to the following procedures:

CODE OF CONDUCT HEARING PROCEDURES

1. The Code of Conduct complaint shall be conducted at an in private session, “Code of

Conduct Hearing”, of a Special Board Meeting convened for that purpose. The Board, in its sole discretion, may record the in private session of the Special Board Meeting by electronic means. Where recording will take place, the complaining Trustee and the respondent Trustee shall be advised by the presiding Chair at the commencement of the Code of Conduct Hearing. All preliminary matters, including whether one or more Trustees may have a conflict of interest in hearing the presentations regarding the complaint, shall be dealt with prior to the presentation of the complaint on behalf of the complaining Trustee.

2. The sequence of the Code of Conduct Hearing shall be:

2.1 The complaining Trustee shall provide a presentation which may be written or oral or both;

2.2 The respondent Trustee shall provide a presentation which may be written or oral or both;

2.3 The complaining Trustee shall then be given an opportunity to reply to the respondent Trustee’s presentation;

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2.4 The respondent Trustee shall then be provided a further opportunity to respond to the complaining Trustee’s presentation and subsequent remarks;

2.5 The remaining Trustees of the Board shall be given the opportunity to ask questions of both parties;

2.6 The complaining Trustee shall be given the opportunity to make final comments; and

2.7 The respondent Trustee shall be given the opportunity to make final comments.

3. Following the presentation of the respective positions of the parties, the parties, and all persons, other than the remaining Trustees who do not have a conflict of interest, shall be required to leave the room, and the remaining Trustees shall deliberate in private, without assistance from Administration. The Board may however, in its discretion, call upon legal advisors to assist them on points of law, or the drafting of a possible resolution.

4. If the remaining Trustees in deliberation require further information or clarification, the

parties shall be reconvened and the requests made in the presence of both parties. If the information is not readily available, the presiding Chair may request a recess, or if necessary, an adjournment of the Code of Conduct Hearing to a later date.

5. In the case of an adjournment, no discussion by Trustees whatsoever of the matters

heard at the Code of Conduct Hearing may take place until the meeting is reconvened.

6. The remaining Trustees in deliberation may draft a resolution indicating what action, if any, may be taken regarding the respondent Trustee.

7. The presiding Chair shall reconvene the parties to the Code of Conduct Hearing and request a motion to revert to the open meeting, in order to pass any resolution respecting any sanction.

8. All documentation, including any recording by electronic means, that is related to the Code of Conduct Hearing shall be returned to the Chief Superintendent immediately upon conclusion of the Code of Conduct Hearing and shall be retained in accordance with legal requirements.

9. The presiding Chair shall declare the Special Board Meeting adjourned.

22. Violation of this Code of Conduct may result in the Board instituting, without limiting what

follows, any or all of the following sanctions:

22.1 Having the Board Chair write a letter of censure marked “personal and confidential” to the offending Trustee, on the approval of a majority of those Trustees present at the Special Meeting of the Board;

22.2 Having a motion of censure passed by a majority of those Trustees present and

allowed to vote at the Special Meeting of the Board;

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22.3 Having a motion to remove the offending Trustee from one, some, or all committees of the Board or other appointments of the Board, passed by a majority of those Trustees present and allowed to vote at the Special Meeting of the Board;

22.4 Having a motion to declare the offending Trustee to be disqualified from remaining

as a Trustee and the seat on the Board to be vacant, passed by a majority of those Trustees present and allowed to vote at the Special Meeting of the Board.

23. The Board may, in its discretion, make public its findings at the Special Meeting, or at a

Regular Meeting of the Board, where the Board has not upheld the complaint alleging a violation of this Code of Conduct or, where there has been a withdrawal of the complaint or, under any other circumstances that the Board deems reasonable and appropriate to indicate publicly its disposition of the complaint.

Adopted: May 27, 2020 Legal Reference: Sections 33, 34, 52, 53, 64, 65, 85-96, 258, 259 of the Education Act Board Procedures Regulation Local Authorities Election Act

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Policy 5

ROLE OF THE BOARD CHAIR

The Board, at the Organizational Meeting and thereafter at any time as determined by the Board, shall elect one (1) of its members to serve as Board Chair as per policy 7, to hold office at the pleasure of the Board. The Board entrusts to its Board Chair responsibility for providing leadership to the Board in their dedication to govern with excellence. The Chair will model the characteristics of Shepherd Leadership and ensure that the Board collectively acts as a Shepherd Leader. The Board delegates to the Board Chair the following powers and duties: 1. Act as the official spokesperson for the Board, except for those instances where the Board

has delegated this role to another individual or group and for the District when there are potential political implications.

2. Preside over all Board meetings and ensure that such meetings are conducted in accordance with the Education Act and the policies as established by the Board.

3. Prior to each Board meeting, confer with the Vice-Chair and the Chief Superintendent on the items to be included on the agenda, the order of these items and become thoroughly familiar with them.

4. Be familiar with basic meeting procedures.

5. Perform the following duties during Board meetings:

5.1 Maintain the order and proper conduct and decorum of the meeting so that motions may be formally debated.

5.2 Ensure that all issues before the Board are well-stated and clearly expressed.

5.3 Display firmness, courtesy, tact, impartiality and willingness to give everyone an opportunity to speak on the subject under consideration.

5.4 Ensure that debate is relevant. The Board Chair, in keeping with his/her responsibility to ensure that debate must be relevant to the question, shall, when s/he is of the opinion that the discussion is not relevant to the question, remind members that they must speak to the question.

5.5 Decide questions of order and procedure, subject to an appeal to the rest of the Board. The Board Chair may speak to points of order in preference to other members, and shall decide questions of order, subject to an appeal to the Board by any member duly moved. The Chair shall conduct all meetings of the Board according to the following rules of order firstly, ensuring compliance with the Education Act and Board Procedures Regulation; secondly, compliance with the Board’s own policies and lastly where the Education Act, Board Procedures Regulation or the Board’s own policies do not address the matter, “Robert’s Rules of Order Newly Revised 11th Edition” shall govern the conduct of meetings, where applicable.

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5.6 Ensure that deliberations at meetings are timely, fair, orderly and thorough, but also efficient, limited to time, and kept to the point.

5.7 Submit motions or other proposals to the final decision of the meeting by a formal show of hands.

5.8 Ensure that each Trustee present votes on all issues before the Board. When appropriate advise Trustees of a possibility of a conflict of interest.

5.9 Extend hospitality to Trustees, officials of the Board, the media and members of the public.

6. Assist with the Board’s orientation program for Trustees as per policy 3. 7. Be in regular contact with the Chief Superintendent to maintain a working knowledge of

current issues and events and provide counsel to the Chief Superintendent. The Chair’s authority shall not extend to implementing or making decisions that belong to the Board as a whole. Further the Chair has no individual authority to supervise or direct the Chief Superintendent.

8. Keep Trustees informed about significant issues and information relevant to the role of the Board.

9. Be responsible to ensure that the Board of Trustees is fully aware of the contents of the

Chief Superintendent’s contract and for ensuring that the Board meets all the requirements of the contract.

10. Convey directly to the Chief Superintendent such concerns as are related to him/her by

trustees, parents or students that may affect the administration of the District.

11. Unresolved concerns conveyed by Senior Administration regarding the Chief Superintendent to any Trustee shall be referred to the Board Chair who shall convey the concern to the Chief Superintendent and subsequently to the Board for resolution.

12. Review and approve the Chief Superintendent’s vacation and sick leave entitlements using

District Absence Management Software and review and approve expenditure claims on a monthly basis.

13. Review and approve Trustee expenditure claims with the exception of the Vice-Chair.

14. Bring to the Board all matters requiring a corporate decision of the Board.

15. Act as ex-officio non-voting member of all Board committees.

16. Act as a signing authority for Board minutes.

17. Act as a signing authority for the District as follows:

17.1 As required by the Government of Alberta.

17.2 As required by financial institutions.

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18. Represent the Board, or arrange alternative representation, at official meetings or other public functions.

19. Address inappropriate behaviour on the part of a Trustee.

20. Provide opportunity to the Vice-Chair to act in the capacity of Chair at select meetings of the Board.

21. Ensure the Board engages in regular assessments of its effectiveness as a Board as per

policy 7. Adopted: January 15, 2020 Legal Reference: Sections 33, 34, 52, 53, 64, 65, 85-96, 258, 259 of the Education Act Board Procedures Regulation Local Authorities Election Act

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Policy 6

ROLE OF THE VICE-CHAIR

The Vice-Chair shall be elected by the Board at its Organizational Meeting as per policy 7, and thereafter at any time determined by the Board, to hold office at the pleasure of the Board. Specific Responsibilities 1. The Vice-Chair shall act on behalf of the Board Chair, in the latter’s inability to act or

absence and shall have all the duties and responsibilities of the Board Chair. 2. The Vice-Chair shall assist the Board Chair in ensuring that the Board operates in

accordance with its own policies and in providing leadership and guidance to the Board. 3. Prior to each Board meeting, the Vice-Chair shall confer with the Board Chair and the Chief

Superintendent on items to be included on the agenda, the order of these items and become thoroughly familiar with them.

4. The Vice-Chair shall review and sign off on the Chair’s expense claims. The Vice-Chair’s

expense claims shall be reviewed and signed off by the Chair of the Audit Committee.

5. Assist the Chair with the Board’s orientation for Trustees as per policy 3. 6. The Vice-Chair shall serve as Chair of Special meetings called for the purpose of dealing

with governance issues and other meetings as directed by the Chair.

7. At the request of the Chair assist the Chair in addressing inappropriate behaviour on the part of a Trustee.

8. The Vice-Chair may be assigned other duties and responsibilities by the Board Chair. Adopted: January 15, 2020 Legal Reference: Sections 33, 34, 52, 53, 64, 65, 85-96, 258, 259 of the Education Act Board Procedures Regulation Local Authorities Election Act

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Policy 7

BOARD OPERATIONS

The Board’s ability to discharge its obligations in an efficient and effective manner is dependent upon the development and implementation of a sound organization design. In order to discharge its responsibilities to the electorate of the District, the Board shall hold meetings as often as necessary. A quorum, which is a simple majority of the number of Trustees, must be present for every duly constituted meeting. The Board has adopted policies so the business of the Board can be conducted in an orderly and efficient manner. The Board’s fundamental obligation is to preserve, and to enhance, the public interest in publicly funded Catholic education, generally, and in the affairs of its operations in particular. Consistent with its objective to encourage Catholic school rate payers to contribute to the educational process, Board meetings will be open to the public. Towards this end, the Board believes its affairs must be conducted in public to the greatest extent possible. There are times when public interest is best served by private discussion of specific issues in "in-private" sessions. The Board believes it is necessary to protect individual privacy and the Board's own position in negotiating either collective agreements or contracts and therefore expects to go in-private for issues dealing with individual students, individual employees, land, labour, litigation or negotiation. Presentations at Board meetings by members of the public, students and staff can enhance public interest. 1. Governing Legislation

The Board and each Trustee must comply with the Education Act, the Board Procedures Regulation, the Local Authorities Election Act, and this Board Policy 7 on all matters connected to Board elections and operations. Any inconsistency between this Board Policy 7 and the Education Act, the Board Procedures Regulation, or the Local Authorities Election Act will be resolved in favour of the relevant governing legislation.

2. Elections

2.1 Wards

Within the stipulations of the Ministerial Order which resulted in the establishment of Calgary Catholic Regional District No. 1, and subsequent Ministerial Orders, the most recent being Ministerial Order #035/2013 dated June 5, 2013, the Board has decided to provide for the nomination and election of Trustees by wards. As noted below each of four School District wards include two complete city wards and the remaining three School District wards also includes an area outside the city limits in addition to two complete city wards.

Copies of the Ministerial Orders are available from the District Office. A map of the District depicting its seven wards is included in Appendix A and described in full

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detail in District Bylaw 183-2013 attached as Appendix B. One Trustee is elected to represent each School District Ward.

2.1.1 Each of the following is established as a ward of the District:

2.1.1.1 School District Ward 1 – City Ward 1, City Ward 2 and Cochrane

2.1.1.2 School District Ward 2 – City Ward 3, City Ward 5, and Airdrie

2.1.1.3 School District Ward 3 – City Ward 4, City Ward 7


2.1.1.5 School District Ward 5 – City Ward 9 City Ward 10, and Chestermere



2.2 The provisions of the Education Act and the Local Authorities Election Act respecting the election of Trustees shall apply to every election in each ward.

2.3 If a vacancy occurs in the membership of the Board during the three (3) year period immediately following a general election, a by-election need not be held if there is only one vacancy on the Board. If a vacancy occurs in the membership of the Board during the fourth (4th) year following a general election, a by-election need not be held unless the number of vacancies on the Board reduces the Board to a number that is less than the quorum of the Board plus one.

2.4 As stipulated in District Bylaw 178-2007 attached as Appendix C, the minimum number of electors required to sign the nomination of a candidate for the election to the Board is 25 electors. The nomination form stipulates that these electors must reside within the ward for which the nomination is being sought.

2.5 The “Trustees Campaign Disclosure Bylaw (184-2013)” attached as Appendix D requires the public disclosure of campaign contributions and campaign expenses of candidates for Trustee.

3. Organizational Meeting

3.1 “Organizational” meetings - The Board shall hold an annual Organizational meeting. In a non-election year, the Organizational meeting shall occur at the last Regular meeting of the Board in June. In any year in which a general election takes place, the Organizational meeting shall be held within four (4) weeks following the date the statement of the results of that election is announced or posted, and will be held at a time and place to be fixed by the Secretary for the Board.

3.2 Each Trustee will take the oath of office immediately following the call to order of the Organizational Meeting after a general election. Special provisions will be made for a Trustee taking office following a by-election.

3.3 The Secretary of the Board shall give notice of the Organizational meeting to each Trustee as if it were a Special meeting and will serve as pro tem Chair until such time as a Chair for the Board has been elected.

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3.4 At the Organizational meeting, and afterwards at any time as determined by the Board, the Board shall elect one of its members as Chair and another as Vice-Chair to hold office at the pleasure of the Board.

3.5 The Secretary of the Board shall conduct the annual election for the office of Chair and Vice-Chair of the Board of Trustees.

3.6 A Chair shall be elected by a majority vote of Board members present at the Organizational meeting.

3.7 The Board member who receives a majority of votes cast by the Trustees present shall be declared elected. Where more than two (2) nominees elect to stand, if upon the first vote no nominee receives a majority required for election, the name of the nominee receiving the least number of votes shall be dropped and the Trustees shall vote anew and so continue until a nominee receives the majority required for election, at which time such nominee shall be declared elected.

3.8 In the case of a vote where no nominee receives the majority required for election, and where two (2) or more nominees are tied with the least number of votes, another vote shall be taken to decide which of such tied nominee’s name shall be dropped from the list of names to be voted on in the next vote.

3.9 In the case of a two-way tie vote which is not resolved through following the above described voting process, the tie shall be broken by the Secretary-Treasurer of the Board writing the names of the two nominees on equal sized paper, placing them in a receptacle and directing some person to withdraw one of the papers. The Secretary-Treasurer shall declare the nominee whose name is drawn elected.

3.10 After selection of the Chair, a Vice-Chair shall be elected by a majority vote of the Board members present at the meeting, following the above described procedure.

3.11 Elections shall be held by open vote unless one or more Trustees request a secret ballot.

3.12 The Chair and the Vice-Chair shall hold office at the pleasure of the Board, until the next Organizational meeting of the Board, unless a successor is appointed sooner.

3.13 Upon election as Chair, the Board Chair shall preside over the remainder of the Organizational Meeting.

3.14 Regular meetings of the Board shall be established through the passing of a resolution of the Board at its Organizational meeting, which will state the date, time and place of the Regular meeting. The dates, times and locations for these meetings are publicly advertised.

3.15 The organizational meeting shall, in addition to electing the chair and vice chair:

3.15.1 Create such standing or ad hoc committees of the Board as deemed appropriate; appoint members and approve powers duties and terms of reference;

3.15.2 Appoint Board representation on the various Boards or committees of organizations or agencies where the Board has regular representation, as appropriate;

3.15.3 Review Trustee conflict of interest stipulations and determine any disclosure of information requirements; and

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3.15.4 Address other organizational items as required.

3.15.5 Where a majority for any of the above positions is not obtained on the first ballot, the procedures outlined in 3.7, 3.8, and 3.9 will be followed.

4. Regular Meetings

The purpose of Regular meetings is to allow the Board to conduct its business in an orderly fashion, following an agenda format. Regular Board meeting dates and times shall be as established at the Organizational Meeting of each year.

4.1 The Board must hold as many Regular meetings as it considers necessary to deal adequately with its business.

4.2 These meetings will normally be held during the period of September to June, and will be held at the Board of Trustees offices, 3rd Floor, 1000 - 5 Avenue SW, Calgary AB T2P 4T9.

4.3 Notwithstanding the schedule established in September, the Board may, by resolution, alter the schedule in such manner as it deems appropriate.

4.4 All Trustees shall notify the Board Chair if they are unable to attend a Board meeting.

4.5 A Trustee who is absent from three (3) consecutive regular meetings shall be disqualified from remaining as a Trustee unless the Trustee:

4.5.1 Obtains authorization by resolution of the Board to do so; or

4.5.2 Provides to the Board Chair evidence of illness in the form of a medical certificate respecting the period of absence.

4.6 If both the Board Chair or Vice-Chair through illness or other cause are unable to perform the duties of the office or are absent, the Board shall appoint from among its members an acting Board Chair, who on being so appointed has all the powers and shall perform all the duties of the Board Chair during the Board Chair’s and Vice-Chair’s inability to act or absence.

4.7 Regular meetings of the Board will not be held without the Chief Superintendent or designate in attendance, unless the Chief Superintendent’s contract is being discussed.

5. Special Meetings

5.1 Occasionally, unanticipated or emergent issues require immediate Board attention and/or action.

5.2 A Special meeting of the Board may be called by the Chair of the Board, a majority of the Trustees, or the Minister, after written notice has been given to each Trustee setting out the date, time and place of the Special meeting and the nature of the business to be transacted at the Special meeting.

The notice of the Special meeting shall be sent at least two (2) days before the Special meeting by:

5.2.1 by recorded mail to the last known address of each Trustee as shown on the records of the Board;

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5.2.2 personal service on the Trustee or a person capable of accepting service at the Trustee’s residence; or

5.2.3 fax, email, or other electronic means to be received at the last fax number, email address, or other electronic receiving number of the Trustee as shown on the records of the Board.

Notwithstanding the above, a Special meeting may be held without notice being given if every Trustee agrees to waive the above requirements.

Unless all Trustees are present at the Special meeting, no business other than that stated in the notice of the Special meeting shall be transacted at the Special meeting.

Special meetings may be called to consider, amongst other matters, the following items:

5.2.4 Matters of governance;

5.2.5 Agenda planning

5.2.6 Major issues of a specific nature that require lengthy consideration;

5.2.7 Items of emergent nature that cannot be postponed until a Regular meeting is scheduled to be held;

5.2.8 Collective bargaining and contract negotiations with staff and with applicable third parties;

5.2.9 Petitions, delegations and presentations from any individual, organization, or group, that have been filed with the Secretary or designate;

5.2.10 Conduct of hearings and hearing appeals as required by the Education Act, including, without limitation those relating to employee matters;

5.2.11 Stakeholder consultations with parents, parent groups, provincial and local politicians, school councils, the Diocese, churches, or such other stakeholder groups as are deemed appropriate; and

5.2.12 Educational and professional development for Trustees.

6. In Private Sessions and the Board’s Duty of Confidentiality

The Education Act uses the term “private” for non-public meetings. Robert’s Rules of Order uses the term “executive session” for the same distinction. The term “in-camera” is most commonly used and is synonymous with the other two terms.

6.1 While the Board will normally conduct its meetings in public, there are times that it is required to meet in private at law, whether to protect the privacy interests of the Board’s own employees, students, parents, or third parties, or for the reasons specified below. In addition, when a majority of the Trustees present at a meeting of the Board, regardless of the nature and type of the meeting, are of the opinion that it is in the public interest to hold the meeting or part of the meeting in private, for the purpose of considering the matter, the Board may by resolution exclude any person from the meeting. When the Board meets in private, the Board does not have the power to pass a by-law or resolution during the private portion of the meeting, apart from the resolution necessary to revert to an open meeting.

6.2 All information, including comments, discussions and documentation, or other supporting materials relating to the items discussed while the Board meets in private,

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are to remain strictly confidential except in cases where the Board has preauthorized, by motion, the release of any such information to the public or when legally required to release such information.

6.3 Trustees, as elected members of the Board, owe a fiduciary duty to the Board and are bound by a strict duty of confidentiality with respect to matters discussed in private. The fiduciary duty is broad and applies to every matter of a confidential nature which comes before the Board or an individual Trustee, including the private discussions and deliberations of Trustees carried out in the fulfilment of Board work, regardless of the mechanism through which such confidential or privileged information is learned, and regardless of whether that information comes to the member through participation in a Board meeting or a committee of the Board, and/or through related documentation and communications. All such information shall remain confidential until such time as the matters are lawfully and properly disclosed to the public through a properly sanctioned process by the Board.

6.4 Any breach of confidentiality may be subject to such sanctions as are determined through the Board’s governance process, as well as possible legal claims.

6.5 Without restricting the right of the Board to meet in private in accordance with the Education Act, items which shall be discussed in private are items of a confidential nature, disclosure of which could reasonably be expected to be harmful to:

6.5.1 Personal privacy of individuals, including employees of the District and students

6.5.2 Individual and/or public safety

6.5.3 Labour negotiations or employee negotiations

6.5.4 Business interests of a third party, including local public body confidences

6.5.5 Financial or economic interest of the District

6.5.6 The security of the property of the District

6.5.7 Advice from Officials or other matters protected under the Freedom of Information and Protection of Privacy Act

6.5.8 Litigation matters and solicitors’ legal advice.

6.6 Items that may be considered in private include:

6.6.1 The contents of in private agendas and minutes of the in private portion of meetings or in private meetings of the Board and Committee meetings of the Board

6.6.2 Internal governance matters of the Board

6.6.3 A proposed or pending acquisition or disposition of property

6.6.4 Drafts of resolutions, bylaws or other legal instruments such as rules, regulations or procedures

6.6.5 Exploratory discussions of sensitive matters regarding external relationships.

6.7 The Board shall, during the in-private session, adopt only such resolution as is required to re-convene the Board in an open, public meeting.

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7. Agenda for Regular Meetings

The Chair is responsible for preparing an agenda for Board meetings in consultation with the Chief.

7.1 The Board of Trustees uses a “Consent Agenda” to act on non-controversial and routine items quickly. Items may also be placed on the consent agenda if Trustees have had an opportunity to pose questions and have discussion at a prior meeting or if the nature of the report provided is solely for information purposes. A separate vote to approve the Consent Agenda is not required. The Consent Agenda is considered approved if no Trustee objects to consideration of the item on the Consent Agenda prior to the vote of approval of the Regular Agenda. Items may be removed from the Consent Agenda and placed on the Regular Agenda at the request of any Trustee. The Board Chair must be advised of such request by noon of the day prior to the Board of Trustees’ meeting, in order that the appropriate member of administration can attend the meeting for discussion of the item if necessary. Failure to provide such notice will cause the item to remain on the Consent Agenda. Reports removed from the Consent Agenda will be dealt with on the Regular Agenda, either as Board Decision Items or Information Items as determined by the Board Chair.

- The Consent Agenda by default may include:

- The Board Chairs Report

- The Chief Superintendent Report

- The Infrastructure Land and Planning Report

- Approval of Minutes

- Trustee Engagement and Representation Reports

These reports must be submitted in a written format and shall be received as part of the Board Meeting Portfolio.

7.2 The order of business at a regular meeting shall generally be as follows:

7.2.1 Call to Order

7.2.2 Opening Prayer and Territorial Acknowledgement

7.2.3 Consent Agenda

7.2.4 Approval of Agenda

7.2.5 Advice from Officials/Confidential Reports

7.2.6 Prayer and Territorial Acknowledgement

7.2.7 Presentation and Review of Accountability Report

7.2.8 Board Decision Items

7.2.9 Chair Report

7.2.10 Chief Superintendent Report

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7.2.11 Information

7.2.12 Closing Prayer

7.2.13 Adjournment

Items scheduled for a specific time shall be clearly identified on the agenda.

7.3 The agenda will be supported by copies of letters, reports, contracts and other materials as are pertinent to the business that will come before the Board and will be of value to the Board in the performance of its duties. A recommendation on action items shall ordinarily be included.

7.4 Items may be placed on the agenda in one (1) of the following ways:

7.4.1 By virtue of being in the Board Annual Work Plan

7.4.2 By notifying the Board Chair at least six (6) calendar days prior to the Board meeting.

7.4.3 By notice of motion at the previous meeting of the Board.

7.4.4 As a request from a committee of the Board.

7.4.5 Issues that require Board action may arise after the agenda has been prepared. The Board Chair, at the beginning of the meeting, shall ask for additions to and/or deletions from the agenda prior to agenda approval. Changes to the agenda to accommodate truly emergent items may be made by a majority of those present.

7.5 The agenda package, containing the agenda and supporting information, will be provided to each Trustee five (5) calendar days prior to the Board meeting. Subsequently, information may be provided at the meeting; and further, the Chief Superintendent shall advise the Board Chair regarding the emergent nature of such information.

7.6 The Board will follow the order of business set by the agenda unless the order is altered or new items are added by agreement of the Board.

7.7 During the course of the Board meeting, the Trustees present with unanimous consent may amend the agenda and place items before the Board for discussion. The Board may take action on such items.

7.8 The list of agenda items shall be posted on the District website and be available in the District Office. Any elector may inspect the agenda and request a copy.

8. Minutes for Regular or Special Meetings

The Board shall maintain and preserve by means of minutes a record of its proceedings and resolutions.

8.1 The minutes shall record:

8.1.1 Date, time and place of meeting;

8.1.2 Type of meeting;

8.1.3 Name of presiding officer;

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8.1.4 Names of those Trustees and senior administration in attendance and attendance of those Trustees attending via electronic means;

8.1.5 Names of Trustees absent or excused;

8.1.6 Approval of preceding minutes;

8.1.7 All resolutions, including the Board’s disposition of the same, placed before the Board, are to be entered in full;

8.1.8 Names of persons making the motions;

8.1.9 Points of order and appeals;

8.1.10 Appointments;

8.1.11 Receipt of reports of committees;

8.1.12 Recording of the disposition of all motions;

8.1.13 Trustee declaration of conflict of interest pursuant to the Education Act;

8.1.14 Departure and re-entry times of Trustees and administration; and

8.1.15 The time of adjournment.

8.2 The minutes shall:

8.2.1 Be prepared as directed by the Chief Superintendent;

8.2.2 Be reviewed by the Chief Superintendent prior to submission to the Board;

8.2.3 Be considered an unofficial record of proceedings until such time as adopted by a resolution of the Board; and

8.2.4 Upon adoption by the Board, be deemed to be the official and sole record of the Board’s business.

8.3 The Board will direct the Chief Superintendent to ensure, upon acceptance by the Board, that appropriate initials are affixed to each page of the minutes, and that appropriate signatures are affixed to the last page of the minutes.

8.4 The Board will direct the Chief Superintendent to establish and maintain a file of all Board minutes.

8.5 As part of its ongoing effort to keep staff and the public fully informed concerning its affairs and actions, the Board will direct the Chief Superintendent to institute and maintain effective and appropriate procedures for the prompt dissemination of information about decisions made at all Board meetings.

8.6 The approved minutes of a regular or special meeting shall be posted to the website as soon as possible following approval. The Board will direct the Chief Superintendent to be responsible to distribute and post the approved minutes.

9. Motions

Motions do not require a seconder.

9.1 Notice of Motion

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The notice of motion serves the purpose of officially putting an item on the agenda of the next or future regular meeting and gives notice to all Trustees of the item to be discussed. A notice of motion is not debatable and may not be voted on.

9.2 Discussion on Motions

The custom of addressing comments to the Board Chair is to be followed by all persons in attendance.

A Board motion or a recommendation from administration must generally be placed before the Board prior to any discussion taking place on an issue. Once a motion is before the Board and until it is passed or defeated, all speakers shall confine their remarks to the motion or to the information pertinent to the motion. Motions may be submitted by any Trustee, including the Board Chair.

9.3 Speaking to the Motion

The mover of a motion first and every Trustee shall have an opportunity to speak to the motion.

The Board Chair will normally speak just prior to the last speaker who will be the mover of the motion.

The mover of the motion is permitted to close debate on the motion.

As a general guide, a Trustee is not to speak longer than two (2) minutes on any motion. The Board Chair has the responsibility to limit the discussion by a Trustee when such a discussion is repetitive or digresses from the topic at hand, or where discussion takes place prior to the acceptance of a motion.

No one shall interrupt a speaker, unless it is to ask for important clarification of the speaker’s remarks, and any such interruption shall not be permitted without permission of the Board Chair.

When a Trustee arrives at the meeting after a motion has been made and prior to taking a vote, the Trustee may request further discussion prior to the vote. The Board Chair shall rule on further discussion.

9.4 Reading of the Motion

A Trustee may require the motion under discussion to be read at any time during the debate, except when a Trustee is speaking.

9.5 Required Votes

The Board Chair, and all Trustees present, unless excused by resolution of the Board or abstains as required under the Education Act, shall vote on each question. Each question shall be decided by a majority of the votes of those Trustees present. A simple majority of a quorum of the Board will decide in favour of the question. In the case of an equality of votes, the question is defeated. A vote on a question shall be taken by open vote, expressed by show of hands, except votes to elect the Board Chair or Vice-Chair, which must be by secret ballot if one or more Trustees request that the vote be by secret ballot.

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9.6 Debate

In all debate, any matter of procedure in dispute shall be settled, if possible, by reference to Robert’s Rules of Order. If this reference is inadequate, procedure may be determined by motion supported by the majority of Trustees in attendance.

10. Delegations and Public Presentations

In keeping with the Board’s mandate to allow for input from the public it serves, the Board will consider requests from ratepayers and/or organizations to make presentations to the Board on matters falling within the Board’s mandate and responsibilities. Presentations may be made at a Regular meeting or a Special meeting as determined by the Board.

10.1 Requests by members of the public or groups representing portions of the supporters of Catholic Education regarding Board policy matters or policy issues relevant to the work of the Board shall be made in accordance with the following process:

10.2 A request to make a presentation shall be made by using the form appended as Appendix E or in writing to the Senior Administrative Assistant, Board Matters specifying in a clear and concise manner the nature of the concern, its relationship to the Board’s role, the purpose of the request and the expected outcome. A request for presentation should also include the following information which will be used in considering the request and for contact purposes:

• the name of the individual or group who will be making the presentation;

• their authority/title or position within the organization, if applicable;

• complete mailing address;

• a daytime telephone number;

• a number where they can be reached after business hours;

• an email address and facsimile number if available; and

• one copy of the written brief not to exceed a maximum of five (5) pages, summarizing the areas of concern or interest.

10.3 Requests for presentations shall be made no later than ten (10) business days in advance of a scheduled meeting for which the presentation is sought, following the above noted written procedures. The Board may at its sole discretion set the date at which a presentation is to be heard and will advise the presentor accordingly.

10.4 The Board retains the right to determine if the subject of the requested presentation is relevant to the role of the Board. If, following review of the request by the Chair of the Board and the Chief Superintendent, the matter does not appear to fall within the Board’s responsibilities, but rather relates to those of administration, the matter will be referred to the Chief Superintendent for consideration.

10.5 In the interests of effective and timely decision-making, the Board retains the right to limit the number of presentations made on an issue by the same group and the total number of groups which will be heard on a given issue, or at a given meeting.

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10.6 The spokesperson as identified in the written application will introduce themselves to the Board at the beginning of the meeting upon invitation by the Chair. At the appropriate time in the agenda, the Chair will ask the speaker to identify the stakeholder or public group represented, if any, and the topic to be addressed.

10.7 Groups shall be limited to two presenters and presentations should not exceed 15 minutes. A question period may follow at the Board’s pleasure.

10.8 The spokesperson for the presentation shall be restricted to the topics outlined in the written application.

10.9 The Board shall always discharge its responsibility to act on behalf of the District’s supporters as a whole. Presentations by specific groups from within the District shall be considered in this context.

10.10 Presenters are asked to present information in a constructive manner, and to ensure that their communications maintain a level of decorum which will allow the meeting to proceed effectively. Any rude, disruptive or inappropriate behaviour will not be tolerated. Presenters who do not adhere to these rules may be excluded from the meeting for improper conduct.

10.11 In keeping with the Board’s role and its governance structure, presentations with respect to the following issues will not be permitted:

• matters for which specific processes have been devised either through board policy or administrative procedures, such as specific dispute resolution processes, appeal mechanisms, or similar procedures.

• matters for which specific statutory processes exist

• the security or property of the District

• personal information of an individual, including but not limited to a student or an employee of the District

• labour relations or employee negotiations

• a proposed or pending acquisition or disposition of property by or for the District

• a law enforcement matter, litigation or potential litigation, including matters before administrative tribunals affecting the Board, or a consideration of a request for access for information under the Freedom of Information and Protection of Privacy Act

• individual student matters or personnel matters.

10.12 The Board will provide a timely response to presentations but shall not commit to responding at the same meeting in which the presentation is made.

11. Audio/Video Recording Devices

The Board requires that anyone wanting to use recording devices at a public Board meeting shall obtain prior approval of the Board Chair. This shall be communicated by the Board Chair at the beginning of the Regular Meeting.

12. Trustee Participation in Meetings Through Electronic Means

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A Trustee may participate in a meeting of the Board by electronic means or other communication facilities if the electronic means or other communication facilities enable the Trustees participating in the meeting and members of the public attending the meeting to hear each other.

12.1 Trustees participating in a meeting of the Board by electronic means or other communication facilities are deemed to be present at the meeting.

12.2 At every meeting of the Board, at least the Chair of the Board, or a designate of the Chair of the Board, and one other Trustee must be physically present in the meeting room.

12.3 The Chair of the Board may refuse to allow a Trustee to participate in a meeting by electronic means or other communication facilities where the requirements of 12.2 cannot be met, or where Special meetings are held in private and or for the purpose of hearing appeals or conducting hearings related to employee matters, or any Board matters which attract the principles of natural justice.

12.4 Notwithstanding the requirements of these procedures, a Trustee cannot attend more than three (3) consecutive Regular meetings of the Board electronically without being authorized by resolution of the Board to do so.

13. Trustee Compensation and Expenses

The Board recognizes that Trustees are entitled to some compensation for time and expenses incurred in the performance of their duties. Expense funds are to be used prudently and responsibly, with a focus on accountability and transparency.

Board members shall be paid, subject to what follows, an annual honorarium, a per diem honorarium, and be reimbursed for approved expenses incurred in the performance of their Board responsibilities. The Board will direct the Chief Superintendent to ensure that all required payroll and statutory deductions are applied to all relevant amounts when paid.

13.1 The annual honoraria provide compensation for:

13.1.1 Recorded attendance at Board and committee meetings

13.1.2 Ward-related activities

13.1.3 Attendance at meetings of External Committees, other boards, etc., where appointed by the Board (excluding appointments to official Trustee organizations)

13.1.4 Other meetings as required (i.e., meetings with the Minister, Calgary Caucus, politicians; Board Retreats, District, school, individual and group, school council or Church meetings, social events, etc.)

13.2 The annual honoraria level for each Trustee as of January 1, 2019 is $41,223.00. In addition, the Chair receives an annual allowance of $11,375.00 and the Vice Chair receives an annual allowance of $5,584.80.

13.3 Each September, with Board approval, the Trustee honoraria may be adjusted by the lowest employee group settlement.

13.4 Trustees may participate in the basic level of benefits for which they are eligible under the District’s insurance providers.

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13.5 Trustees shall receive an annual car allowance of $2400 per annum, effective October 24, 2017.

13.6 The Board will review Trustee compensation once every four (4) years taking into consideration budgetary and economic factors, the ability to attract and retain individuals as well as other relevant factors. These findings shall be reviewed in June preceding a general civic election.

13.7 Additional honoraria for chairing committees of the Board are not provided. Per diem honoraria provide compensation for certain meetings and under certain conditions, as outlined below:

13.7.1 Attendance at meetings or events when appointed by the board outside of the organizational meeting as representative by board motion.

13.7.2 Attendance at additional meetings and/or official events as the Board Chair, Board Chair designate when called by government or provincial organizations.

13.7.3 Attendance at meetings as members of official Trustee organizations (ACSTA, ASBA, Zone 5, TEBA and a representative of St Mary’s University).

13.7.4 If available, a per diem is to be claimed from these respective organizations as opposed to claiming a per diem from the Board.

13.7.5 Association appointments to other Boards, Committees, etc., do not qualify.

13.7.6 Annual and semi-annual general meetings of provincial associations.

13.7.7 Attendance at events where Board representation is required and is agreed upon by the Board.

13.7.8 The per diem honoraria rates shall be $205.20 per day for attendance at such meetings, general meetings of provincial associations, of more than 3.5 hours duration and $107.60 for meetings of 3.5 hours or less, including the associated travel time for out of district events.

13.8 Expenses incurred in relation to out of district travel requiring Board member attendance shall be reimbursed if a claim cannot be made to a relevant organization (ASBA, ACSTA, Zone 5, TEBA, or if appointed by the Board to represent the Board).

13.9 Reimbursement of expenses claimed shall be based upon the actual costs incurred, upon the provision of original itemized receipts in accordance to provincial policy.

13.10 In district claims may be made for parking while on required Board business (not ward-related business) certain meals/entertainment expenses when on official Board business and other expenses where deemed appropriate. Mileage for out of District travel while on Board business will be paid at the District approved rate.

13.11 Trustees may also be reimbursed for other expenses directly related to the work of the Board, including fax line charges, long-distance charges, etc. or for preapproved purchases.

13.12 All Trustee expense claims shall be reviewed and approved by the Board Chair prior to submission for reimbursement. Board Chair expense claims shall be reviewed and approved by the Vice Chair. The expense claim for the Vice Chair will be reviewed and approved by the Chair of the Audit Committee. Expense claims shall be

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submitted monthly. Expense claims shall be submitted within a month of the final documentation being received.

13.13 In the event that Trustee expense claims are not submitted within the time frame above, the Trustee may be subject to disciplinary action in accordance with Policy 4 Code of Conduct.

14. Trustee Conflict of Interest

The Trustee is directly responsible to the electorate of the District and to the Board.

Upon election to office and annually thereafter, the Trustee must complete a disclosure of personal interest statement and accept a position of public trust. The Trustee is expected to act in a manner which will enhance the trust accorded the Trustee, and through the Trustee, the trust accorded to the Board.

The Board is of the firm conviction that its ability to discharge its obligations is dependent upon the trust and confidence of the electorate in its Board and in its Trustee members. Therefore, the Board believes in the requirement to declare conflict of interest.

14.1 The Trustee is expected to be conversant with the relevant sections of the Education Act.

14.2 The Trustee is responsible for declaring him/herself to be in possible conflict of interest.

14.2.1 The Trustee shall make such declaration in an open meeting prior to Board or committee discussion of the subject matter which may place the Trustee in conflict of interest.

14.2.2 Following the declaration of conflict of interest by a Trustee, all debate and action shall cease until the Trustee has left the room.

14.3 It shall be the responsibility of the Trustee in conflict to absent him/herself from the meeting in accordance with the requirements of the Education Act and ensure that his/her declaration and absence is properly recorded within the minutes.

14.4 The recording secretary will record in the minutes:

14.4.1 The Trustee’s declaration;

14.4.2 The Trustee’s abstention from the debate and the vote; and

14.4.3 That the Trustee left the room in which the meeting was held. Revised: June 17, 2020 Legal Reference: Part 4 of the Education Act Board Procedures Regulation Local Authorities Elections Act Income Tax Act (Canada)

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Adopted: April 13, 2016

WARD MAP

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Policy 7 – Appendix C

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Policy 7 – Appendix D

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Policy 7 – Appendix E

Adopted: April 13, 2016

Request for Presentations (Board Policy 7 Section 9)

Requestor Information: Name of Individual making request: _____________________________________ Address: ___________________________________________________________ Telephone: ____________________ Daytime phone: ______________________ Email: _________________________________________ Name of Group or Organization represented (if applicable): _____________________ Position or Authority within Group or Organization (if applicable): ________________ Names of Presenters (2 maximum) ________________________________________ ________________________________________ Presentation Information: Please briefly state the purpose of your presentation and the desired outcome. If the space provided is insufficient, you may attach additional pages (up to 5 maximum) to outline your areas of concern or interest. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Please return the completed form to the Senior Administrative Assistant, Board Matters ([email protected])

mailto:[email protected]

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Policy 8

BOARD COMMITTEES

The Board may delegate specific powers and duties to committees of the Board that are established by the Board, subject to the restrictions on delegation in the Education Act. As much as possible, the Board’s business of governance will be conducted by the full Board of Trustees. The Board may establish committees of the Board when necessary to assist it with governance functions. Committees of the Board shall never interfere with delegation of authority from Board to Chief Superintendent. General Requirements 1. The Board may appoint Standing Committees and Ad Hoc Committees and shall prescribe

their terms of reference, powers and duties.

2. The committee shall have no authority to spend or commit any resources of the District other than those specifically identified in the terms of reference.

3. Committees shall hold meetings in private, unless otherwise decided by the Board.

4. The Board Chair shall act as an ex-officio non-voting member of all committees appointed

by the Board for the purpose of determining quorum.

5. A committee of the Board 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 Chief Superintendent.

6. A committee of the Board shall not be created by the Board to advise the Chief

Superintendent. 7. A committee of the Board cannot exercise authority over staff. 8. Committees of the Board will normally provide alternatives, and the implications of those

alternatives, for the Board’s consideration. 9. Members shall not exceed three Trustees (other than the Audit Committee standing

committee).

Standing Committees Standing committees are established to assist the Board with work of an ongoing or recurring nature. Standing committees are usually appointed annually at the Organizational Meeting. The appointed members shall serve on the committee unless unable to perform the duties assigned or until replaced by a subsequent appointment.

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Audit Committee (Standing Committee) By the same resolution that approved this Policy, the Board authorized the Audit Committee as a standing committee that acts in accordance with the points described below. The Audit committee purpose is to assist the Board of Trustees in fulfilling its fiscal oversight responsibilities. Terms of Reference 1. recommend external auditors to the Board;

2. review the annual financial statements and report to the Board; and, 3. attend to other matters as the Board may determine in the Audit Committee Terms of

Reference (attached)

Purpose 1. The purpose of the Committee is to assist the Board of Trustees in fulfilling its

responsibilities in relation to: (i) the discharge of its fiduciary responsibilities relating to the District's accounting policies, reporting practices and internal controls, as well as to its risk management policies and practices, (ii) maintaining direct lines of communications with the Chief Superintendent and with the external auditors, and (iii) monitoring the scope and costs of the activity of the external auditors and assessing their performance.

Membership 1. The Committee will be comprised of:

• a committee-of-the-whole of all Trustees, one of whom will be appointed Chair;

• a minimum of two, and up to three individuals external to the District, approved by the

Audit Committee; and, Staff Resource as determined by the Chief Superintendent

(currently the Secretary Treasurer);

• of the external members, at least one member must belong to the business community

and at least one member must belong to the adult learning community.

2. The external committee members will be appointed to the Committee based on their

expertise in financial reporting and accounting. External committee members will be recruited by the District through an external recruitment effort. The terms of appointment shall be for two years, renewable to a maximum of four years. To ensure continuity, when there is more than one, the appointments of the external committee members will preferably overlap.

Notwithstanding any such term, each committee member shall serve at the pleasure of the Board of Trustees, who reserves the right to terminate any appointment without notice, with or without cause.

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3. The Chair of the Committee will be:

• appointed annually at the Board of Trustees' Organizational meeting.

As with any Committee of the Board, in the absence of the elected Chair of this Committee, the Chair of the Board of Trustees will assume the Chair.

Duties and Responsibilities General 1. The Committee will assist the Board of Trustees in the discharge of its fiduciary

responsibilities relating to the District's accounting policies, reporting practices and internal controls, as well as to its risk management policies and practices.

2. The Committee through the Audit Committee Chair will maintain direct lines of

communications with the Chief Superintendent and the external auditors. 3. The Committee will monitor the scope and costs of the activity of the external auditors and

assess their performance. 4. The Committee will ensure the auditor will provide an opinion regarding the Financial Quality

Indicators in the Chief’s evaluation (Policy 12) where feasible together with an opinion as to whether any deficiencies identified in the previous years audit report and management letter have been remediated to the satisfaction of the Auditor.

Auditing 1. The Committee will annually review the performance of the auditors and at the Committee's

pleasure consider the continuation of or a change in the external auditors. 2. The Committee will recommend for approval by the Board of Trustees at a Regular Board

meeting:

• a firm of external auditors for approval by the Board of Trustees of the District;

• the terms of engagement;

• the fee, scope and timing of the audit;

• approval in advance of any audit related services and any non-audit services (which are not prohibited non-audit services) to be provided by the external auditors and the costs thereof and

• consider any impact of the provision of such services on the maintenance of their independence

• review the District's hiring policies regarding employees and former employees of the present and former external auditors.

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3. The Committee will review with the external auditor, the contents of the annual audit report and review any significant recommendations from the external auditor to strengthen the internal controls of the District.

Financial Statements 1. The Committee will review and recommend approval by the Board of Trustees of the

District's audited annual financial statements. 2. The Committee will review the District's unaudited quarterly financial variance reports with

particular attention to the presentation of unusual or sensitive matters such as disclosure of significant non-recurring events, significant risks, changes in accounting principles, and estimates or reserves, and all significant variances between comparative reporting periods.

Review and Monitoring 1. The Committee will review any litigation, claim or other contingency that could have a

material effect upon the financial position or operating results of the District, monitor disclosure thereof in documents reviewed by the Committee.

2. The Committee will review the results of the external audit, any significant problems

encountered in performing the audit, and the contents of any Management Letter issued by the external auditor to the District, and administration's response thereto. The Committee will have the opportunity to meet in private with the external auditors and/or management to discuss the audit, issues and performance.

3. The Committee will oversee management's responsibility for designing, installing and

maintaining an effective control environment; approve in advance any internal control-related services performed by the external auditor; and receive regular reports on the District's internal control policies and procedures with particular emphasis on accounting and financial controls.

4. The Committee will review any unresolved significant issues between management and the

external auditor that could affect the financial reporting or internal controls of the District. Organization and Procedures 1. The Committee will meet regularly, as requested by the Chair of the Committee. The

Trustees, the external representatives, the Chief Superintendent, the Secretary-Treasurer, the external auditor or any member of the Committee may also request a meeting of the Committee. Meetings shall only take place when a majority of all Committee members are available.

2. The Chair of the Committee, in consultation with the Secretary-Treasurer, will set the

agenda for each meeting which will be circulated among the Committee Members at a time reasonably in advance of the meeting.

3. Prior to a meeting of the Audit Committee, the Chair of the Audit Committee will ensure that

quarterly variance reports are shared with all Trustees.

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4. The external auditor will ultimately report to the Committee and will at any time have direct access to the Committee and will receive notice of and be invited to attend all meetings of the Committee, except private sessions.

5. The Committee will periodically review its own Terms of Reference, and make

recommendations to the Board as required.

Ad Hoc Committees

Ad hoc committees are established to assist the Board on a specific project for a specific period of time. The terms of reference for each ad hoc committee will be established by Board motion at the time of the formation. Ad hoc committees shall be disbanded automatically once they have completed their function.

Resource Personnel The Chief Superintendent may appoint resource personnel to work with committees and shall determine the roles, responsibilities and reporting requirements of the resource personnel. Adopted: May 27, 2020 Legal Reference: Part 4 of the Education Act Board Procedures Regulation

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POLICY 9

BOARD REPRESENTATIVES

In response to requests from external organizations or agencies, the Board will give consideration to naming representatives to various external committees, agencies and organizations. Such representation is established at the discretion of the Board to facilitate the exchange of information on matters of mutual concern and/or to discuss possible agreements between the District and other organizations. The Board will determine the terms of reference for each representative. The Chief Superintendent may appoint resource personnel to work with the representative and shall determine the roles, responsibilities and reporting requirements of resource personnel. The following guidelines shall apply to such representation:

• Where appropriate, the Trustee shall reflect the current formal position of the Board;

• On other issues of significant importance, the Trustee shall consult with the Board to determine the formal view of the Board;

• The Trustee may give a personal opinion as long as the Trustee makes it clear that the opinion does not represent the formal view of the Board;

• The Board expects that important issues shall be brought to its attention. Therefore, if an issue has policy implications it shall be verbally reported at meetings of the Board and may be supplemented by a written report, along with all other reports that may be written and included with the meeting agenda; and

• All expenses of this activity shall be covered in accordance with the Indemnity and Expense Rates set annually by the Board.

The following committees/organizations will have a Board representative as identified at the annual organization meeting: 1. Alberta School Boards Association Board of Directors

1.1 Purpose of ASBA Board of Directors

1.1.1 Manages the business and affairs of the Association in accordance with the Bylaw No 8 of the ASBA.

1.1.1.1 Stewardship including strategic planning, and advocacy,

1.1.1.2 Guardianship including Board Executive Director Relations, Fiscal Accountability, Policy, Accountability to the membership, Accountability to the Provincial Government, and Board Development.

1.2 Powers and Duties of the Board Representative

1.2.1 Attend ASBA Board of Director’s Meetings.

1.2.2 Represent the Board’s positions and interests at the Board level.

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1.2.3 Communicate to the Board the work of ASBA Board of Directors.

1.2.4 Build relationships.

1.3 Representation

1.3.1 One (1) Trustee; one (1) alternate.

1.4 Meetings

1.4.1 As called by ASBA Board of Directors 2. Alberta School Boards Association (ASBA) Zone 5

2.1 Purpose of the Association Zones

2.1.1 Act as a forum for discussion of relevant, timely and emerging issues identified from individual boards, ASBA Board of Directors, Alberta Education, and other sources.

2.1.2 Discuss, and/or develop, policy issues for submission at the Fall General Meeting of the ASBA.

2.1.3 Facilitate the development of Trustee skills and knowledge.

2.1.4 Act on action requests from ASBA Board of Directors.

2.2 Powers and Duties of the Board Representative

2.2.1 Attend ASBA Zone 5 meetings.

2.2.2 Represent the Board’s positions and interests at the Zone level.

2.2.3 Communicate to the Board the work of ASBA Zone 5.

2.2.4 Build relationships.

2.3 Representation

2.3.1 One (1) Trustee; one (1) alternate.

2.4 Meetings

2.4.1 As called by ASBA Zone 5. 3. ACSTA Director

3.1 Purpose of the ACSTA

• Provide a unified voice regarding spiritual and political leadership for publicly funded Catholic education.

• Pursue the vision of all Catholics have access to a Catholic education

• Celebrate preserve, promote and enhance Catholic education.

• Represent Catholic Trustees in Alberta Northwest Territories and Yukon.

3.2 Powers and Duties

• Attend Board of Directors meetings

• As Director, represent the Board’s positions and interests at the Director’s meetings for the advocacy of Catholic Education

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• Communicate to the Board the work of ACSTA

3.3 Membership

• One Trustee

3.4 Meetings

• As called by ACSTA 4. St. Mary’s University College Community Advisory Group

4.1. Purpose of the Advisory Group

• Provide informal advice to the Board of Governors through the President

4.2. Powers and Duties

• Attend Community Advisory meetings meetings

• Represent the Calgary Catholic School District’s positions and interests at the Community Advisory Group meetings.

• Communicate to the Board the work of the Community Advisory Group.

4.3. Membership

• One Trustee

4.4. Meetings

• As called by the President of St Mary’s University College.

5. Teacher Employer’s Bargaining Association (TEBA) Representative Adopted: April 13, 2016 Legal Reference: Section 61, 68 School Act

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Policy 10

POLICY MAKING

Policy development is a key responsibility of the Board. Policies constitute the will of the Board in determining how the District will be operated and communicate the Board’s values, beliefs and expectations. Policies provide effective direction and guidelines for the action of the Board, Chief Superintendent, staff, students, electors and other agencies. Policies also serve as sources of information and guidelines to all who may be interested in or connected with the operation of the District. Adoption of new Board policies or revision of existing policies is solely the responsibility of the Board. The Board shall be guided in its approach to policy making by ensuring adherence to the requirements necessary to provide publicly funded Catholic education and compliance with the School Act and provincial as well as federal legislation. Board policies shall provide an appropriate balance between the responsibility of the Board to develop the broad guidelines to guide the District and the opportunity for the Chief Superintendent to exercise professional judgment in the administration of the District. The Board believes in the establishment and review of policy which reflects its values and perspectives. The Board shall adhere to the following stages in its approach to policy making: 1. Planning

The Board, in cooperation with the Chief Superintendent, shall assess the need for a policy, as a result of its own monitoring activities or on the suggestion of others, and identify the critical attributes of each policy to be developed.

2. Development

The Board may develop the policy itself or delegate the responsibility for its development to Chief Superintendent.

3. Implementation

The Board is responsible for the implementation of policies governing its own processes. The Board and Chief Superintendent share the responsibility for implementation of policies relating to the Board-Chief Superintendent relationship. The Chief Superintendent is responsible for the implementation of the other Board policies.

4. Evaluation

The Board, shall evaluate each policy in a timely manner in order to determine if it is meeting its intended purpose.

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Specifically 1. Any Trustee may make suggestions regarding the possible development of a policy or the

need for policy revisions on any matter by presenting a proposal for a policy or revisions, in writing, to the Board Chair. The proposal shall contain a brief statement of purpose or rationale.

2. The Chair will inform the Board of the request for policy development/ revision. The Board will determine the action to be taken.

3. Should the Board determine that a policy is necessary it will direct the Chief Superintendent to prepare a draft policy for its consideration. The Board acknowledges that in certain circumstances, stakeholders affected by a proposed policy may be consulted as part of the policy development process.

4. Alternatively, the Chief Superintendent may be directed to draft amendments to an existing policy.

5. When appropriate, the Chief Superintendent shall seek legal advice on the intent and the

wording of the policy.

6. The Board may seek advice from the Bishop where deemed appropriate.

7. Only those policies which are adopted and recorded in the minutes constitute the official policies of the Board.

8. Second and final reading, which shall be the final approval step, shall occur not sooner than

one Regular Board Meeting after first reading unless there is unanimous agreement of a quorum of the Trustees present that second reading should immediately follow the first reading.

9. In cases of emergency, the Board may, by a majority vote of a quorum of Trustees present

at a Regular or Special Meeting of the Board, waive the requirement to bring a proposed new policy or amendment to policy and may consider a proposed new or amended policy at that meeting.

10. Unless an effective date in the future is specifically stated in the new or amended policy, in

order to allow for orderly implementation, all policies shall be effective upon adoption.

11. In the absence of existing policy, the Board may make decisions, by resolution, on matters affecting the administration, management and operation of the District. Such decisions carry the weight of policy until such time as specific written policy is developed.

12. The Chief Superintendent shall develop administrative procedures as specified in Policy 11

– Board Delegation of Authority and may develop such other procedures as deemed appropriate for the effective operation of the District. Administrative Procedures and Board Policies must be discrete but complementary. Nothing in an Administrative Procedure may be contrary to or inconsistent with a Board Policy.

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13. The Board may request the Chief Superintendent to change an administrative procedure to a draft Board policy and will provide the rationale for same.

14. The Board may also delete a policy and subsequently delegate the Chief Superintendent

authority over this area. The Chief Superintendent may choose to then develop an administrative procedure relative to this matter.

15. The Chief Superintendent must inform the Board of any substantive changes to

administrative procedures. 16. The Chief Superintendent shall arrange for all Board policies and administrative procedures

and subsequent revisions to be posted on the District’s website, in a timely manner, for staff and public access.

17. The Board shall review its policies on a regular basis, ideally annually and no less frequently

than once in a four year term. Adopted: January 25, 2017 Legal Reference: Section 60, 61, 113 School Act

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Policy 11

BOARD DELEGATION OF AUTHORITY

The Education Act allows for the Board to delegate certain of its responsibilities and powers to others.

The Board authorizes the Chief Superintendent to do any act or thing or to exercise any power that the Board may do, or is required to do, or may exercise, except those matters which, in accordance with section 52(4) of the Education Act, cannot be delegated. This delegation of authority to the Chief Superintendent specifically:

• Includes any authority or responsibility set out in the Education Act and Regulations as well as authority or responsibility set out in other legislation or regulations;

• Includes the ability to enact Administrative Procedures, practices or regulations required to carry out this authority; and also

• Includes the ability to sub-delegate this authority and responsibility as required.

Notwithstanding the above, the Board reserves to itself the authority to make decisions on specific matters requiring Board approval. This reserved authority of the Board is set out in Board policies, as amended from time to time.

Further, the Board requires that any significant new provincial, regional or local initiatives must be initially brought to the Board for discussion and determination of decision-making authority.

Specifically

1. The Chief Superintendent is delegated the authority in all circumstances to suspend a

teacher from the performance of the teacher’s duties or to terminate the contract of employment or designation of a teacher. The suspension or termination shall be conducted in accordance with the Education Act and the terms of any governing collective agreement, and any such decision shall not be appealable to the Board.

2. The Chief Superintendent is delegated the authority to suspend from the performance of

duties or to terminate the services of any non-certificated staff member. The suspension or termination shall be in accordance with all applicable legislation and Administrative Procedures and the terms of any collective agreement or policies, procedures, or handbooks applicable to exempt staff members, and any such decision shall not be appealable to the Board.

3. The Chief Superintendent is delegated the authority to: hear representations regarding a

principal’s recommendation to expel a student; expel a student; return a student to school, class, a course or courses, transportation, or a school-related activity after a suspension; and establish rules or conditions for an expelled student respecting the circumstances in which the student may be enrolled in the same or a different education program; and any such decision shall not be appealable to the Board.

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4. The Chief Superintendent shall develop Administrative Procedures that are consistent with the Education Act and Regulations and Alberta Education policies and procedures regarding the following areas:

4.1 A welcoming, caring, respectful and safe learning environment

4.2 Student code of conduct

4.3 Student Evaluation

4.4 Student Suspension and Expulsion

4.5 Teacher Growth, Supervision and Evaluation

4.6 Teacher Suspension and Termination

4.7 Surplus Land and Buildings

4.8 Early Childhood Services 5. The Chief Superintendent is directed to develop an Administrative Procedure to fulfill

Board obligations created by any federal legislation or provincial legislation other than the Education Act.

Adopted: September 23, 2020 Legal Reference: Part 4 and sections 33 and 34 of the Education Act

Alberta Education Guide to Education and policies and procedures Disposition of Property Regulation Early Childhood Services Regulation

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Policy 12

ROLE OF THE CHIEF SUPERINTENDENT

Background The Chief Superintendent is the Chief Executive Officer of the Board and the Chief Education Officer of the District. The Chief Superintendent reports directly to the corporate Board, and is accountable to the Board of Trustees for the conduct and operation of the District. All Board authority delegated to the staff of the District is delegated through the Chief Superintendent. In order to meet the requirements of the Education Act, the mandate of trust given them by the Catholic electorate in the District and the duty to deliver a Catholic educational program in conformity with the Bishop’s direction, the Board will hire a Catholic Chief Superintendent to serve as the Board’s Chief Executive Officer. Specific Areas of Responsibility 1. Faith Leadership

1.1 Models involvement in the Catholic faith community.

1.2 Ensures students and staff are provided opportunities for spiritual development within the District.

1.3 Follows a lifestyle and deportment in harmony with Catholic teachings and principles.

1.4 Develops and maintains a positive relationship with the Bishop(s). 2. Student Learning

2.1 Provides leadership in all matters relating to education in the District.

2.2 Ensures students in the District have the opportunity to meet or exceed the standards of education set by Alberta Education.

2.3 Ensures that learning environments contribute to the development of skills and habits necessary for employment, post-secondary studies, life-long learning, citizenship and a rich faith life.

2.4 Provides leadership in fostering conditions which promote the improvement of educational opportunities for success for all students.

2.5 Provides leadership in implementing education policies established by the Ministry and the Board.

3. Student Welfare

3.1 Ensures that each student is provided with a welcoming, caring, respectful and safe learning environment that respects diversity and fosters a sense of belonging.

3.2 Ensures that the social, physical, intellectual, cultural, spiritual, mental and emotional growth and wellness needs of students are met in the overall school environment.

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3.3 Ensures the safety and well-being of students while participating in school programs and while being transported on transportation provided by the District.

3.4 Ensures the current facilities adequately accommodate District students.

3.5 Acts as, or designates, the attendance officer(s) for the District under the Education Act.

4. Fiscal Responsibility

4.1 Ensures the fiscal management of the District by the Secretary-Treasurer is in accordance with the terms or conditions of any funding received by the Board under the Education Act or any other Act.

4.2 Ensures the District operates in a fiscally responsible manner, including adherence to recognized accounting procedures.

4.3 Directs the preparation and the presentation of the budget.

4.4 Ensures the Board has current and relevant financial information.

4.5 Directs the preparation and presentation of the Three-Year Capital Plan. 5. Personnel Management

5.1 Has overall authority and responsibility for all personnel-related matters, except the mandates for collective bargaining and those personnel matters precluded by legislation, collective agreements or Board policy.

5.2 Ensures appropriate supervision of all staff and ensures appropriate evaluation processes are in place.

5.3 Facilitates professional development and training sessions for staff.

5.4 Ensures the coordination and integration of human resources within the District.

5.5 Ensures that each staff member is provided with a welcoming, caring, respectful and safe working environment.

6. Policy/Administrative Procedures

6.1 Provides leadership in the planning, development, implementation and evaluation of Board policies.

6.2 Develops and keeps current Administrative Procedures that are consistent with Board policy and provincial policies, Regulations and procedures.

7. Chief Superintendent/Board Relations (“The First Team”)

7.1 Develops and maintains positive, professional working relations with the Board.

7.2 Respects and honours the Board’s role and responsibilities and facilitates the implementation of that role as defined in Board policy.

7.3 Attends all Board meetings and makes recommendations on matters requiring Board action by providing accurate information and reports as are needed to ensure the making of informed decisions.

7.4 Provides the information and counsel which the Board requires to perform its role.

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7.5 Keeps the Board informed on sensitive issues in a timely manner.

7.6 Attends, and/or designates administrative attendance at, all committee meetings.

7.7 Demonstrates respect, integrity and support to the Board, which is conveyed to the staff and community.

8. Strategic Planning and Reporting

8.1 Directs the generative strategic planning process, including but limited to the development of the Three Year Education Plan, District budget, facilities and transportation plans.

8.2 Directs the preparation and presentation of the Board Priorities.

8.3 Directs the preparation and presentation of the Annual Education Results Report. 9. Organizational Management

9.1 Ensures the District is compliant with all legal, Ministerial and Board mandates and timelines.

9.2 Reports to the Minister or registrar appointed by the Minister with respect to matters identified in and required by the Education Act and other provincial or federal legislation and accompanying regulations.

10. Communications and Community Relations

10.1 Takes appropriate actions to ensure open, transparent, positive internal and external communications are developed and maintained.

10.2 Ensures parents have a high level of satisfaction with the services provided and the responsiveness of the District.

10.3 Maintains effective relationships within the District and the community served.

10.4 Acts as or assigns the head of the organization for the purposes of the Freedom of Information and Protection of Privacy Act (FOIP).

10.5 Keeps the Board informed through the provision of appropriate accountability reports.

10.6 Ensures that the District maintains a positive and credible reputation. 11. Leadership Practices

11.1 Practices Catholic leadership in a manner that is viewed positively and has the support of those with whom the Chief Superintendent works most directly in carrying out the directives of the Board and the Minister.

Revised: October 9, 2019 Legal Reference: Education Act, ss 8, 33, 51, 52, 53, 222, 223, 224

Freedom of Information and Protection of Privacy Act Teaching Profession Act Certification of Teachers and Teacher Leaders Regulation Practice Review of Teachers and Teacher Leaders Regulation Superintendent of Schools Regulation

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Revised: Sept. 26, 2018

CHIEF SUPERINTENDENT EVALUATION PROCESS CRITERIA AND

TIMELINES

Evaluation Process Provides for both accountability and growth, and the strengthening of the relationship between the Board and the Chief Superintendent. The written report will affirm specific accomplishments and identify growth areas. Some growth goals may address areas of weakness while others will identify areas where greater emphasis is required due to changes in the environment. 1. Provides for an annual written evaluation of the Chief Superintendent’s performance. 2. Highlights the key role of the Chief Superintendent as the Chief Education Officer for the

District to enhance student achievement and success for all children. 3. Recognizes that the Chief Superintendent is the Chief Executive Officer. The Chief

Superintendent is held accountable for work performed primarily by other senior administrators, e.g., fiscal management.

4. Emphasizes the need for and requires the use of evidence for evaluation purposes.

Evaluations are most helpful when the evaluator provides concrete evidence of strengths and/or weaknesses. The Performance Assessment Guide identifies quality indicators, which describe expectations in regard to each assigned role.

5. Is aligned with and based upon the Chief Superintendent’s roles and responsibilities. The

Board policy is consistent with this evaluation document. 6. Is linked to the District’s goals and the Ministry’s Three Year Education Plan requirements.

7. Sets out standards of performance. The quality indicators in the Performance Assessment

Guide set out initial standards. When growth goals are identified, additional standards will need to be set to provide clarity of expectations and a means of assessing performance.

8. Is also a performance-based assessment system. Such an evaluation focuses on

improvement over time. Evaluations include an assessment of the Chief Superintendent’s success in addressing growth areas identified in the previous evaluation(s).

9. Uses multiple data sources. Objective data such as audit reports, accountability reports, and

student achievement data are augmented with subjective data provided in surveys.

10. Elicits evidence to support subjective assessments. This must be the case when the Board provides feedback regarding Board agendas, committee and Board meetings, etc.

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11. Ensures Board feedback is provided regularly. Such feedback will be timely, provided annually, supported by specific examples and will focus on areas over which the Chief Superintendent has authority.

The Chief Superintendent will maintain an electronic evidence binder which will be provided to the Board at a time mutually agreed to prior to the evaluation session(s). The purpose of the evidence binder is to provide proof that the quality indicators identified in Appendix B have been achieved. Therefore, evidence will be organized in regard to the quality indicators. The Board and the Chief Superintendent will be present during the facilitated evaluation session(s). The Chief Superintendent will be invited to ensure the Board has full information and may choose to enter into discussion to ensure the evidence provided has been understood. The Chief Superintendent will only be absent from the room just prior to the evaluation and for the period when the Board constructs the conclusion section or as needed by the Board. The evidence examined will be in the form of internal reports or external reports. An external report is one from an external source which may include, but not be limited to, an auditor or a consultant who may be engaged by the Board of Trustees to facilitate the evaluative session(s). An internal report is one that comes through the Chief Superintendent. A prime example would be a Faith Leadership accountability report. The Board will review evaluative processes and determine whether or not, to what extent, the quality indicators have been achieved. In addition, the corporate Board will supplement the evidence contained in the evidence portfolio with agreed-upon direct Board observations. For example, this would be most evident in the section Chief Superintendent/Board Relations. During the evaluation session(s), a written evaluation report will be completed, which will document:

• The evaluation process; • Evaluation context; • Assessments relative to the criteria (quality indicators) noted in Appendix B; • An examination of progress made relative to any growth goals or redirections identified

in the previous year’s evaluation(s); • Identification of any growth goals if deemed appropriate; and • A “conclusion” section, followed by appropriate signatures and dates.

The assessments contained in the evaluation report will reflect only the corporate Board position. This report will be approved by Board motion. The actual report is a confidential document. A signed copy will be provided to the Chief Superintendent and a second signed copy will be placed in his personnel file held by the District. Evaluation Criteria The criteria for the evaluation will be those set out in Appendix B: Chief Superintendent Performance Assessment Guide. The criteria will be those defined by the Performance Assessment Guide as listed or revised after each evaluation, plus any growth goals provided by the Board in previous written evaluation report(s). Such growth goals may be areas requiring remediation or actions which must be taken to address trends, issues, or external realities. The Board may wish to engage the services of an external consultant to assist the Board in establishing the evaluative process. The Board must ensure that the process is mutually agreeable between the Board and the Chief Superintendent. Where there is disagreement, the

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decision will rest with the Board and all decisions will be communicated to the Chief Superintendent by June 30th of each year. Appendix B is the Performance Assessment Guide, which is intended to clarify for the Chief Superintendent the performance expectations held by the corporate Board. This guide is also intended to be used by the Board to evaluate the performance of the Chief Superintendent regarding each job expectation. The Board will review the indicated evidence and will determine whether, or to what extent, the quality indicators and identified growth goals from previous performance evaluation(s) have been achieved. Timelines for Evaluations Evaluations will be conducted annually.

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Revised: June 17, 2020

CHIEF SUPERINTENDENT PERFORMANCE ASSESSMENT GUIDE

1. Faith Leadership

Role Expectations:

RE 1.1 Models involvement in the Catholic faith community.

RE 1.2 Ensures students and staff are provided opportunities for spiritual development within the District.

RE 1.3 Follows a lifestyle and deportment in harmony with Catholic teachings and principles.

RE 1.4 Develops and maintains a positive relationship with the Bishop(s).

Quality Indicators relative to Faith Leadership:

QI 1.1 Ensures liturgical calendar and a comprehensive set of related classroom activities as well as support for corresponding liturgical celebrations are provided to each school that ensures that regular liturgical celebrations are held in each school throughout the school year.

QI 1.2 Ensure students and staff are provided with, and engaged in, opportunities for spiritual development, including, but not limited to, knowledge of the sacraments.

QI 1.3 Ensure appropriate and meaningful social justice initiatives are occurring in each school.

QI 1.4 Participates actively in the parish and maintains a personal lifestyle in keeping with Church doctrine.

QI 1.5 Provides evidence that a positive relationship is built and maintained between the Bishop and his Office, the Chief Superintendent, and the District.

2. Student Learning

Role Expectations:

RE 2.1 Provides leadership in all matters relating to education in the District.

RE 2.2 Ensures students in the District have the opportunity to meet or exceed the standards of education set by Alberta Education.

RE 2.3 Ensures that learning environments contribute to the development of skills and habits necessary for employment, post-secondary studies, life-long learning, citizenship and a rich faith life.

RE 2.4 Provides leadership in fostering conditions which promote the improvement of educational opportunities for success for all students.

RE 2.5 Provides leadership in implementing education policies established by the Ministry and the Board.

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Quality Indicators relative to Student Learning:

QI 2.1 Conducts an analysis of student success and ensures school principals develop school-based action plans to address concerns.

QI 2.2 Identifies trends and issues related to student achievement to inform the Three-Year Planning process, including recommendations for innovative means to improve measurable student achievement.

QI 2.3 Supports learning environments that demonstrate strong levels of parent and student satisfaction.

QI 2.4 Demonstrates measurable improved student achievement including areas identified as administrative issues and Board priorities.

3. Student Welfare

Role Expectations:

RE 3.1 Ensures that each student is provided with a welcoming, caring, respectful and safe learning environment that respects diversity and fosters a sense of belonging.

RE 3.2 Ensures that the social, physical, intellectual, cultural, spiritual, mental and emotional growth and wellness needs of students are met in the overall school environment.

RE 3.3 Ensures the safety and well-being of students while participating in school programs and while being transported on transportation provided by the District.

RE 3.4 Ensures the current facilities adequately accommodate District students.

RE 3.5 Acts as, or designates, the attendance officer for the District.

Quality Indicators relative to Student Welfare:

QI 3.1 Develops measurements and monitors progress relative to providing a welcoming, caring, respectful and safe learning environment that respects diversity and fosters a sense of belonging specifically by providing a report including, but not limited to, suspensions, expulsions and voluntary student organizations under the Education Act.

QI 3.2 Provides an analysis of incident reports.

QI 3.3 Provides a report on facilities where new supports have been provided and where there are challenges in meeting student needs.

4. Fiscal Responsibility

Role Expectations:

RE 4.1 Ensures the fiscal management of the District by the Secretary-Treasurer is in accordance with the terms or conditions of any funding received by the Board under the Education Act or any other Act.

RE 4.2 Ensures the District operates in a fiscally responsible manner, including adherence to recognized accounting procedures.

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RE 4.3 Directs the preparation and the presentation of the budget.

RE 4.4 Ensures the Board has current and relevant financial information.

RE 4.5 Directs the preparation and presentation of the Three-Year Capital Plan.

Quality Indicators relative to Fiscal Responsibility:

QI 4.1 Ensures accepted accounting principles are being followed.

QI 4.2 Ensures all deficiencies identified in the previous audit report and management letter have been remediated to the satisfaction of the auditor and the Board.

QI 4.3 Ensures adequate internal financial controls exist and are being followed.

QI 4.4 Ensures school-based funds are monitored to ensure appropriate expenditures, reserves and accounting processes.

QI 4.5 Ensures the Board is informed annually about accumulated surplus, operating and capital reserve balances and investment parameters.

QI 4.6 Ensures the Board is informed of litigation matters.

QI 4.7 Monitors and reviews expenditures to ensure continuous improvement in terms of value for money.

QI 4.8 Ensures that district assets including intellectual property are protected, properly maintained and not put at risk of loss.

5. Personnel Management

Role Expectations:

RE 5.1 Has overall authority and responsibility for all personnel-related matters, except the mandates for collective bargaining and those personnel matters precluded by legislation, collective agreements or Board policy.

RE 5.2 Ensures appropriate supervision of all staff and ensures appropriate evaluation processes are in place.

RE 5.3 Facilitates professional development and training sessions for staff.

RE 5.4 Ensures the coordination and integration of human resources within the District.

RE 5.5 Ensures that each staff member is provided with a welcoming, caring, respectful and safe working environment.

Quality Indicators relative to Personnel Management:

QI 5.1 Develops and effectively implements quality recruitment, orientation and staff development.

QI 5.2 Models commitment to personal and professional growth.

QI 5.3 Fosters high standards of instruction and professional improvement (Teaching Quality Standard).

QI 5.4 Provides for training of administrators and the development of leadership capacity within the District.

QI 5.5 Models high ethical standards of conduct.

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QI 5.6 Ensures compensation criteria are in place to ensure qualified staff are attracted and retained and reflect market factors.

QI 5.7 Develops and implements quality processes relating to labour matters with respect to employees, including, but not limited to, disciplinary, supervision/evaluation/growth and absence management.

QI 5.8 Develops measurements and monitors progress relative to providing a welcoming, caring, respectful and safe working environment, including employee wellness and Employee and Family Assistance Programs.

QI 5.9 Implements the requirements of Occupational Health and Safety legislation that support staff welfare and maintains Certificate of Recognition (COR) compliance.

QI 5.10 Ensures all collective agreements and contracts are being administered and interpreted so staff and contracted personnel are being paid appropriately and appropriate deductions are being made.

6. Policy/Administrative Procedures

Role Expectations:

RE 6.1 Provides leadership in the planning, development, implementation and evaluation of Board policies.

RE 6.2 Develops and keeps current Administrative Procedures that are consistent with Board policy and provincial policies, Regulations and procedures.

Quality Indicators relative to Policy/Administrative Procedures:

QI 6.1 Keeps administrative procedures current and appropriately involves individuals and groups in the development of and revisions to AP’s.

QI 6.2 Assists the Board in reviewing Board policies.

QI 6.3 Ensures system adherence to policies and administrative procedures.

QI 6.4 Demonstrates a knowledge of and respect for the role of the Board in policy processes.

7. Chief Superintendent/Board Relations (“The First Team”)

Role Expectations:

RE 7.1 Develops and maintains positive, professional working relations with the Board.

RE 7.2 Respects and honours the Board’s role and responsibilities and facilitates the implementation of that role as defined in Board policy.

RE 7.3 Attends all Board meetings and makes recommendations on matters requiring Board action by providing accurate information and reports as are needed to ensure the making of informed decisions.

RE 7.4 Provides the information and counsel which the Board requires to perform its role.

RE 7.5 Keeps the Board informed on sensitive issues in a timely manner.

RE 7.6 Attends, and/or designates administrative attendance at, all committee meetings.

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RE 7.7 Demonstrates respect, integrity and support to the Board, which is conveyed to the staff and community.

Quality Indicators relative to Chief Superintendent/Board Relations (“The First Team”):

QI 7.1 Implements Board policies relevant to the Chief Superintendent’s role and carries out Board directions with integrity and in a timely fashion.

QI 7.2 Provides support as requested by the Board in its advocacy efforts.

QI 7.3 Ensures Board agendas, meeting portfolios and/or other materials deemed necessary are prepared and distributed to Trustees in sufficient time to allow for appropriate Trustee preparation for the meeting.

QI 7.4 Keeps the Board informed about District operations and significant risks to District reputation.

QI 7.5 Provides the Board with balanced, sufficient, concise information and clear recommendations in agendas.

QI 7.6 Demonstrates an open, honest, proactive and professional manner when interacting with the Board.

QI 7.7 Ensures high-quality management services are provided to the Board.

QI 7.8 Provides the Board with correspondence directed to the Board or Trustees.

QI 7.9 Makes timely recommendations to the Board when there is the potential for the Board to have value added involvement which is discrete yet complementary to the role of the Chief Superintendent.

QI 7.10 Ensures that there is no interruption in the provision of CEO services in the event of a short-term absence of less than 91 days and a long-term absence which shall not exceed beyond one year.

8. Strategic Planning and Reporting

Role Expectations:

RE 8.1 Directs the generative strategic planning process, including but not limited to the development of the Three Year Education Plan, District budget, facilities and transportation plans.

RE 8.2 Directs the preparation and presentation of the Board Priorities.

RE 8.3 Directs the preparation and presentation of the Annual Education Results Report.

Quality Indicators relative to Strategic Planning and Reporting:

QI 8.1 Ensures the three-year planning process involves appropriate stakeholder input and results in high stakeholder satisfaction.

QI 8.2 Ensures facility project budgets and construction schedules are followed or timely variance reports are provided to the Board.

QI 8.3 Ensures that all possible actions are undertaken to achieve key results identified by the Board.

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QI 8.4 Ensures the budget and three-year plan are developed according to a timeline which ensures the Board’s ability to provide direction and revise priorities, and is approved within Alberta Education deadlines.

9. Organizational Management

Role Expectations:

RE 9.1 Ensures the District is compliant with all legal, Ministerial and Board mandates and timelines.

RE 9.2 Reports to the Minister or registrar appointed by the Minister with respect to matters identified in and required by the Education Act and other provincial and federal legislation and accompanying regulations.

Quality Indicators relative to Organizational Management:

QI 9.1 Ensures District compliance with all applicable legislation and regulations, including, but not limited to, the Alberta Education Superintendent Leadership Quality Standards, all Board Policies and accompanying Administrative Procedures.

10. Communications and Community Relations

Role Expectations:

RE 10.1 Takes appropriate actions to ensure open, transparent, positive internal and external communications are developed and maintained.

RE 10.2 Ensures parents have a high level of satisfaction with the services provided and the responsiveness of the District.

RE 10.3 Maintains effective relationships within the District and the community served.

RE 10.4 Acts as or assigns the head of the organization for the purposes of the Freedom of Information and Protection of Privacy Act (FOIP).

RE 10.5 Keeps the Board informed through the provision of appropriate accountability reports.

RE 10.6 Ensures that the District maintains a positive and credible reputation.

Quality Indicators relative to Communications and Community Relations:

QI 10.1 Facilitates effective relationships between home and school.

QI 10.2 Implements and supervises processes to manage issues, concerns and conflicts effectively.

QI 10.3 Ensures information is disseminated to inform appropriate publics.

QI 10.4 Works cooperatively with the media to represent the Board’s views/positions.

QI 10.5 Promotes positive public engagement in the District.

QI 10.6 Represents the District in a positive, professional manner.

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11. Leadership Practices Role Expectations:

RE 11.1 Practices Catholic leadership in a manner that is viewed positively and has the support of those with whom the Chief Superintendent works most directly in carrying out the directives of the Board and the Minister.

Quality Indicators relative to Leadership Practices:

QI 11.1 Builds effective relationships with staff.

QI 11.2 Models commitment to professional learning.

QI 11.3 Displays Visionary Leadership.

QI 11.4 Fosters Leading Learning

QI 11.5 Ensures First Nations, Métis and Inuit Education for all Students.

QI 11.6 Directs school authority operations and strategically allocates resources in the interests of all students.

QI 11.7 Supports Effective Governance.

QI 11.8 Demonstrates the qualities of a Shepherd Leader. Revised: June 17, 2020 Legal Reference: Education Act, ss 8, 33, 51, 52, 53, 222, 223, 224

Freedom of Information and Protection of Privacy Act Teaching Profession Act Certification of Teachers and Teacher Leaders Regulation Practice Review of Teachers and Teacher Leaders Regulation Superintendent of Schools Regulation

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Policy 13

HEARINGS ON TEACHER TRANSFERS

The Chief Superintendent may transfer a teacher in accordance with the relevant section of the Education Act. The teacher may make a written request to the Board to have a hearing before the Board for the purpose of objecting to the transfer. Prior to the commencement of the hearing, Trustees shall declare any conflict of interest and excuse themselves from the proceedings. Specifically 1. A teacher who has received a notice of transfer may, within seven (7) days from the day on

which the teacher receives the notice of transfer, make a written request to the Board to have a hearing before the Board for the purpose of objecting to the transfer.

2. The request for a hearing before the Board shall be submitted by the teacher to the Board Secretary with a copy being provided to the Chief Superintendent.

3. The Board may set a date and time for the hearing requested not earlier than fourteen (14) days after the teacher receives the notice of transfer, unless the teacher agrees in writing to an earlier date.

4. The Board Secretary shall advise the teacher in writing of the date, time and location of the hearing.

5. Any written materials the teacher or the Chief Superintendent wishes Trustees to consider

must be submitted to the Board Secretary not less than four (4) days prior to the scheduled date of the hearing. The Board Secretary will provide copies of all such documentation to the Trustees and the parties prior to the hearing, where possible, or during the hearing.

6. The teacher or the Chief Superintendent may be accompanied by legal counsel or other representative, and may bring witnesses if, not less than four (4) days prior to the scheduled date of the meeting, the following is provided by the teacher or the Chief Superintendent in writing, the names of counsel, other representatives, and any witnesses.

7. Notwithstanding, the deadlines described above, the Board Chair shall reserve the right to receive further documentation as deemed relevant.

8. Procedure at Hearings

8.1 The Chair shall inform those present of any declared conflict of interest on the part of any absent Trustee and will ensure that Trustees present have an opportunity to declare a conflict of interest.

8.2 The hearing shall be conducted at an in-private session of the Board, and chaired by the Board Chair, or in the Board Chair’s absence, the Vice-Chair or designate.

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8.3 The Board Chair will introduce all parties, and the parties or their representatives shall introduce all witnesses at the hearing.

8.4 The sequence of the hearing shall be as follows:

8.4.1 An opening statement to be made by each of the parties;

8.4.2 Written and oral presentation by the Chief Superintendent or designate, including any evidence by witnesses where appropriate;

8.4.3 Written and oral presentation by the teacher, including any evidence by witnesses where appropriate;

8.4.4 Chief Superintendent’s or designate’s opportunity for a response to the teacher’s presentation;

8.4.5 Teacher’s opportunity for a response to the administration’s presentation;

8.4.6 An opportunity for the Board to ask questions of both parties and any questions of clarification of both parties and any of the other witnesses;

8.4.7 An opportunity for the Chief Superintendent or designate to make final comments;

8.4.8 An opportunity for the teacher to make final comments; and

8.4.9 No cross-examination of witnesses shall be allowed unless the Board Chair deems it advisable.

8.5 The Board will meet without the respective parties to the appeal in attendance to arrive at a decision regarding the appeal. The Board may have the Board Secretary or legal counsel for the Board in attendance (as distinct from legal counsel for the Chief Superintendent in attendance at the hearing, if any).

8.6 If the Board requires additional information or clarification in order to make its decision, both parties will be recalled to appear before the Board and the request for information will be made in the presence of both parties. If the information is not readily available, the Board Chair may request a recess, or if necessary an adjournment of the hearing to a later date. In the case of an adjournment, Trustees are prohibited from disclosing the evidence presented or matters raised at the hearing, either amongst themselves or with the parties and their representatives or witnesses until the hearing is reconvened.

8.7 When the Board is ready to make its decision on the matter, both parties, if still present, will be advised that the Board will be reconvening and will consider a motion to move into a regular or special Board meeting in order to consider the resolution.

8.8 The Board decision will be communicated to the teacher, in writing, following the hearing.

Adopted: October 21, 2020 Legal Reference: Part 4 and section 212 of the Education Act

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Policy 14

SCHOOL AND PROGRAM CLOSURE

The District’s facility planning processes are designed to ensure the provision of well maintained and highly utilized school facilities that effectively accommodate student learning needs. A variety of facility planning considerations may necessitate the closure of a school. The Board believes that schools perform a vital role in the lives of the communities in which they are located, and supports their retention. However, it may be necessary to close all or part of a school program for operational and/or financial reasons. When considering the possible closure of a school or school program, the Board will consult and communicate with the parents and the broader community, in compliance with the procedures outlined in provincial legislation and Regulations. Specifically 1. Definitions

1.1 “Closure” means to:

1.1.1 Close a school permanently or for a specified period of time;

1.1.2 Close entirely three (3) or more consecutive grades in a school; or

1.1.3 Transfer all students from one (1) school building to one (1) or more other school buildings on a permanent basis.

2. Facility Planning Principles

Three principles guide the District’s facility planning processes:

2.1 All District students are to have reasonable access to quality educational programs and services.

2.2 School facilities are to be well maintained and highly utilized.

2.3 Bus ride times are to be as reasonable as possible. 3. School Closure Factors

One (1) or more of the following consideration factors may lead the Chief Superintendent to submit a School Closure Proposal to the Board:

3.1 Increasing enrolments;

3.2 Decreasing enrolments;

3.3 Continuing low enrolments in a school or within grades in a school;

3.4 Enhancing the effectiveness of program delivery;

3.5 Improving school facility utilization;

3.6 Improving cost effectiveness;

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3.7 Threats to health and/or safety.

A proposal for school closure may also be initiated at the request of the Board. 4. School Closure Proposal

A School Closure Proposal prepared by the Chief Superintendent shall include the following:

4.1 The consideration factors precipitating the proposed school closure;

4.2 How the closure would affect the attendance area defined for that school;

4.3 How the closure would affect the attendance at other schools;

4.4 Information on the Board’s long-range capital plan;

4.5 The number of students who would need to be relocated as a result of the closure;

4.6 The need for, and extent of, busing;

4.7 Program implications for other schools and for the students when they are attending other schools;

4.8 The educational and financial impact of closing the school, including the effect on operational costs and capital implications;

4.9 The educational and financial impact if the school were to remain open;

4.10 The capital needs of the schools that may have increased enrolment as a result of the closure;

4.11 Possible uses of the school building or space if the entire school is being closed, or three (3) or more consecutive grades in the school are being closed entirely.

5. Notice of Motion – Proposed School Closure

In the event that the Board decides to proceed with the proposed school process following its review of the Chief Superintendent’s School Closure Proposal, the matter shall be raised by way of a Notice of Motion made at a regular meeting of the Board.

The Notice of Motion signals the beginning of the District’s public consultation process. No decision with respect to the school closure will be made until the completion of the procedures outlined in sections 5, 6 and 7 of this policy and at least three (3) weeks have passed since the date of this Notice of Motion.

The Notice of Motion shall include:

5.1 The school and grades affected by the proposed school closure;

5.2 The date upon which the Board plans to vote on the motion to close the school. 6. Notification of Proposed School Closure

Where a Notice of Motion is tabled to consider the closure of a school, the Board shall, in writing, notify the parents of every student enrolled in the school who, in the opinion of the Board, will be significantly affected by the closure.

This written parental Notification shall provide the following information:

6.1 The School Closure Proposal prepared by the Chief Superintendent pursuant to section 4 of this policy;

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6.2 The date, time, format and location of the public meeting organized and convened by the Board for the purpose of discussing the information provided to the parents in the School Closure Proposal;

6.3 The date upon which the Board plans to vote on the motion to close the school. 7. Public Meeting – Proposed School Closure

Where a Notice of Motion is tabled to consider the closure of a school, the Board shall:

7.1 Organize and convene a public meeting for the purpose of discussing the information provided to the parents in the School Closure Proposal;

7.2 Post the time and place of the public meeting in five (5) or more conspicuous places in the area or areas of the school or schools affected by the closure for a period of at least fourteen (14) days prior to the date of the public meeting;

7.3 Advertise the time and place of the public meeting in a newspaper circulating within the area or areas of the school or schools affected by the closure, on at least two (2) occasions as close as is practicable to the date of the meeting;

7.4 Ensure that at least two (2) Trustees shall be in attendance at the meeting;

7.5 Ensure that minutes of the public meeting are prepared;

7.6 Provide an opportunity for the Council of the municipality in which the school is located to provide a statement to the Board of the impact the closure may have on the community; and

7.7 Establish a date by which written submissions relating to the proposed school closure will be received for its consideration following the meeting.

8. Board Decision on Proposed School Closure

8.1 The Board shall not make a final decision on the proposed school closure until at least three (3) weeks have passed since the date of the public meeting and until at least three (3) weeks have passed since the date of the Notice of Motion in section 5.

8.2 The Board shall give due consideration to any written submissions related to the proposed school closure that it receives after the public meeting referred to in section 7 of this policy.

8.3 The Board shall by resolution decide whether or not to close the school.

8.4 If the decision is to close the school, the District shall forthwith notify the Minister in writing of the decision.

8.5 All school closure procedures shall be initiated and completed within the school year in which the decision to close the school is made.

Adopted: January 25, 2017 Legal Reference: Section 45, 58, 60, 113, 200, 201, 270, 271 School Act

Alberta Regulation 257/2003

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Policy 15

RECRUITMENT AND SELECTION OF PERSONNEL

The Board believes strong leadership and administration at the District and school levels are essential to the effective and efficient operation of the school system. Specifically 1. The Board has the sole authority to recruit and select an individual for the position of Chief

Superintendent and anyone who is expected to act in the place of the Chief Superintendent for a period longer than one year (365 days) duration.

2. In order to protect the Board from sudden loss of the Chief Superintendent’s services, the Chief Superintendent shall ensure that staff is designated to perform the services of the Chief Superintendent in the case of a short-term or prolonged absence, and that the Chair is advised of the delegation.

3. The Chief Superintendent is delegated full authority to recruit and select staff for all positions

other than his own.

4. The Chief Superintendent shall maintain a Catholicity clause in all teaching contracts and contracts of designation that is consistent with the wording recommended by ACSTA’s Legal Counsel.

5. For those positions requiring teacher certification, the Chief Superintendent will only hire certificated applicants who are practicing Catholics. Applicants are required to provide a satisfactory pastoral reference letter from their parish priest. Certificated employees wishing to move from probationary contracts to continuous contracts must provide an updated satisfactory pastoral reference letter from their parish priest.

6. The Chief Superintendent may, due to extenuating circumstances, make individual exceptions to this practice when the District is unable to fill the vacancies requiring teacher certification, with qualified practicing Catholics.

7. All offers of employment shall be conditional on the successful applicant providing a criminal record check and an intervention record check that is acceptable to the Chief Superintendent. Additionally, the Chief Superintendent may require documentation certifying that the candidate is medically fit for the position.

8. The Chief Superintendent shall invite all Trustees to sit on the interview panel for the Position of Secretary Treasurer. The authority to select the successful candidate, however is that of the Chief Superintendent alone.

Adopted: April 13, 2016 Legal Reference: Section 60, 61, 113, 114, 115, 116, 117 School Act Freedom of Information and Protection of Privacy Act

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Policy 16

FUNDRAISING

The Chief Superintendent shall not permit the District, any school, or school council, to participate in a bingo or casino for fundraising purposes or to accept money or goods from any organization that relies on bingos and/or casinos except from general revenues. Adopted: April 13, 2016 Legal Reference: Catechism of the Catholic Church (CCCB) sections 2413-2414

Code of Canon Law 803 & 806#1

Calgary RCSSD No. 1...1 Calgary RCSSD No. 1 October 21, 2020 Board Policy Handbook TABLE OF CONTENTS...

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