Purpose Statement:
General administrative and operational policies help shape the day-to-day affairs of the organization. They outline the organization’s operation capabilities from a logistical and financial standpoint.
3.1 Board Meetings
3.2 Finance
3.3 Office Administration
3.1 Board and Committee Attendance 2009-04-12
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REFERENCE:
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DATE APPROVED:
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2009-04-12
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ADOPTED BY:
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Board of Directors
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If there is a meeting attendance problem with a member of the EFCL Board or an EFCL Committee, the actions outlined in the Implementation section will be undertaken to rectify the situation.
The purpose and or rationale of this policy:
To promptly deal with attendance issues in a delineated and transparent fashion in order to ensure that the Board of Directors and the various committees remain as functional and efficient as possible in order to fulfill its mandate.
3.1 Board and Committee Attendance 2009-04-12
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
Board/Committee Attendance Problem: An attendance problem occurs if any of the following conditions exist in regard to a Board/Committee member’s attendance to meetings:
§ The member has two un-notified absences in a row (“un-notified” means the member did not call ahead to a reasonable contact in the organization before the upcoming meeting to indicate they would be gone from the upcoming meeting).
§ The member has three notified absences in a row.
§ The member misses one third of the total number of Board meetings in a twelve-month period.
2. RESPONSIBILITIES
Board Chair: Must promptly contact the member in question to discuss the Board/Committee Attendance Problem
Member in Question: To respond to the Board Chair
Board of Directors: To decide the appropriate course of action based on the Member in Question’s response and other related details
3. PROCEDURES
If an attendance problem exists regarding a member, the Board Chair will promptly contact the member to discuss the problem. The member’s response will promptly be shared by the Chair with the entire Board at the next Board meeting. In that meeting, the Board will decide what actions to take regarding the Board/Committee member’s future membership on the Board/Committee. If the Board decides to terminate the member’s membership, termination will be conducted as follows:
§ The Chair will request a letter of resignation from the member to be received within the next two weeks. The Chair will also request the member to return all EFCL materials back to the EFCL office within the next two weeks. The Board will vote regarding acceptance of the member’s resignation letter at the next Board meeting.
§ Should the Board/Committee member refuse to tender their resignation, the Board will proceed as per the EFCL bylaws.
§ The Board will promptly initiate a process to begin recruiting a new Board member.
3.2 Finance
3.2.1 Budget Planning Schedule 2007-10-11
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DATE APPROVED:
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2007-10-11
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ADOPTED BY:
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Board of Directors
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That the EFCL Budget Planning Schedule be moved to begin earlier in the year to align the EFCL budget approval process more favorably with the City of Edmonton budget presentation timeline. The Budget Planning Schedule would follow the timeline in the Implementation section.
The purpose and or rationale of this policy:
City of Edmonton budget timelines require the EFCL to present its budget, in draft form, to the civic administration by Aug. 31 of each year. Given the importance of this exercise (the City is a primary funder), it is essential that information from the Membership and the Board be collected and that the Board approve the key elements of the submission well in advance of this deadline. This is to ensure that the details of the submission, along with the supporting documents, can be prepared and properly presented to the City.
3.2.1 Budget Planning Schedule 2007-10-11
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
Budget Planning Schedule: The timeline used by the EFCL Board of Directors to create and approve their budget and related documents
2. RESPONSIBILITIES
Board of Directors: To ensure that the Budget Planning Schedule is followed
Executive Director and President: To finalize the budget submission and promotional plan and submit the budget to the city administration by the Aug. 31 deadline
3. PROCEDURES
i. Input on EFCL priorities and funding requirements is collected from community league representatives at the EFCL’s annual general meeting in the spring of each year.
ii. EFCL priorities and funding requirements are reviewed at the annual board planning session in the spring of each year.
iii. The Board provides direction for preparation of the fall budget submission at its May monthly meeting.
iv. The Board approves a draft budget submission and budget promotional plan at its June monthly meeting.
v. The Board authorizes the president and executive director to finalize the budget submission and promotional plan and submit the budget to the city administration by the Aug. 31 deadline.
vi. The Board reviews the budget submission, determines how it will be presented to city council and the membership and organizes any other promotional efforts at its fall monthly meetings.
3.2.2 Reserve Fund 2008-02-14
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DATE APPROVED:
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2008-02-14
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ADOPTED BY:
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Board of Directors
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That the EFCL establish in 2008 a reserve fund equal to two months of operating expenses and that the EFCL set aside approximately $6,000 in each of the next ten years until the target amount is reached.
The purpose and or rationale of this policy:
Development of a reserve fund is a highly recommended approach to dealing with emergent, unforeseen expenses, such as law suits, delays in grant funding, computer system breakdowns or forced office relocation. It also allows the organization to pay its bills while waiting for revenues to materialize.
Most organizations base the size of their reserve fund on the size of their operating budget. In discussions with our auditor, Tom Gee of Peterson Walker Chartered Accountants, a reserve fund equal to three months of operating revenue is fairly typical, resources permitting. He felt this was the generally accepted amount an organization would need to pay out its staff and wind up its affairs, should it be forced to fold.
However, one key factor sets the EFCL apart from most other organizations in this area. This factor is the support of the City of Edmonton, which is an extremely stable partner and has been funding the EFCL for many years. Given the integral relationship the leagues, the EFCL and the city have with each other, it is highly unlikely that this funding would be removed, which gives the EFCL a level of stability enjoyed by few other non-profit societies.
Another consideration in reserve funding is the organization’s cash flow. In the case of the EFCL, there are generally two periods each year in which cash flow difficulties arise.
The first appears at the start of the year and generally lasts for one-to-two-months, until the city’s grant money for the year arrives. The federation normally gets by on league membership dues during this period, as the leagues pay their annual dues each fall and hence we still have a good portion of their money in the bank in January.
The second period generally occurs in June when the EFCL provides leagues with upwards of $20,000 in membership supplies. It normally takes a month or two to be reimbursed by the leagues.
Taking all of these factors into consideration, it is felt that a reserve fund equal to two months of operating revenue should be adequate coverage for the EFCL.
3.2.3 Purchasing 2001-03-05
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DATE APPROVED:
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2001-03-05
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ADOPTED BY:
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Board of Directors
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The EFCL supports local Edmonton business and where ever possible will purchase from retailers in the City of Edmonton. In the event that there is no local supplier for goods then a search may be made outside the Greater Edmonton area.
All major purchases (those exceeding $2,000.00) are to be based on obtaining three quotes, however the lowest bid will not necessarily be chosen. The decision is to factor in quality and ability to deliver. A vendor who has in the past provided extra ordinary service may be given preference.
Where possible a community league member will be contracted to provide services to the organization where the individual meets the requirements for the task and the bid is competitive.
The purpose and or rationale of this policy:
To ensure that the EFCL supports local business, community league members, and that appropriate purchase decisions are made especially for larger items.
3.2.4 Direct Deposit by EFCL 2010-10-14
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DATE APPROVED:
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2010-10-14
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ADOPTED BY:
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Board of Directors
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The EFCL supports reducing administrative costs to the EFCL and Community Leagues by encouraging Community Leagues to make arrangements with their bank which would allow direct deposits from the EFCL to member accounts.
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The purpose and or rationale of this policy:
To ensure that monies to be paid to Community Leagues are deposited in a timely manner, in a way that reduces administrative costs, and ensures money reaches the Community Leagues as quickly as possible.
3.2.4 Direct Deposit by EFCL 2010-10-14
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
2. RESPONSIBILITIES
Executive Director and President: To determine how Community Leagues can go about setting up direct deposit with their banks, as well as receive an itemized notification of deposits, including determining if there is anything in general league Bylaws that would need to be addressed.
3. PROCEDURES
3.2.5 Infrastructure Assessment Program 2010-09-09
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DATE APPROVED:
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2010-09-09
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ADOPTED BY:
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Board of Directors
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That the terms of reference for the EFCL Infrastructure Assessment program be amended to allow Community Leagues to use the funds for detailed examinations of hall deficiencies. Leagues will be asked to provide 20% of the cost on assessment costs, to a maximum of $20,000.00, with the fund paying the rest.
The purpose and or rationale of this policy:
The EFCL Executive Director suggested that surplus funds in the Infrastructure Assessment program be used to do an in-depth assessment of certain leagues’ halls infrastructure problems. Community Leagues will have some financial commitment to the program at 20% of the total cost, and the funds in place would cover the rest. No more than about ten leagues would need to be assessed in this way, but some leagues really need the assistance with their halls. It was recommended that there should be a cap on the 20% cost to leagues, to a maximum cost of up to $20,000.00, although typically the cost of such assessments does not exceed $10,000.00.
3.2.5 Infrastructure Assessment Program 2010-09-09
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
??
2. RESPONSIBILITIES
Board of Directors: ??
Executive Director and President: ??
3. PROCEDURES
3.3 Office Administration
3.3.1 Board Room Bookings 2003-01-14
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DATE APPROVED:
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Rental Rate Structure for EFCL Office Building
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2003-11-10
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ADOPTED BY:
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Board of Directors
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All EFCL building users must be non-profit organizations, government bodies or EFCL related. The EFCL has adopted the attached rental rate structure for EFCL meeting room use. The fees are to be implemented January 1, 2006 for casual users or new users making multiple bookings.
Current multiple booking users will begin paying the new fees September 1, 2006.
The purpose and or rationale of this policy:
The only meeting room fee or rate currently in place is $20 per month which is applied to groups who book more than two meetings/events. The proposed fee schedule is structured to accommodate all types of groups booking one or multiple events. The volume of room rentals is modest therefore the proposed fee structure will not have any appreciable budget implications.
Appendix: Rental Rate Structure for EFCL Office Building
3.4 Blanket Insurance 2000-04-13
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REVIEW DATE:
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ADOPTED BY:
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That the Edmonton Federation of Community Leagues revises those eligible to obtain coverage under our policy to be "The Edmonton Federation of Community Leagues, a/o their Committees as lawfully created, and the community/associations who have been granted membership."
The purpose and/or rationale of this policy:
This policy was created to clarify those groups eligible to access the Blanket Insurance Policy. Those eligible must meet the following criteria.
§Be an incorporated community league under the Societies Act.
§Be a duly authorized committee of the EFCL as defined on March 28, 2000.
§Carry an associate membership of the EFCL.
§Have a partnership agreement, which permits access to the policy.
§Be a group of member leagues who fit the following criteria:
§Submission of bylaws for review.
§Only leagues are eligible to vote.
§No exclusion of leagues, in the geographic area is practised for membership.
3.5 Board Resources Draft
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REVIEW DATE:
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Board Orientation Kit
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ADOPTED BY:
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The EFCL recognizes that it is in its best interest to have Board Directors that are prepared for the challenges in the upcoming year. Therefore, the EFCL will strive to provide the Directors with all resources required to be successful.
The purpose and/or rationale of this policy:
The purpose is to state the importance of supporting our board members and to outline in the Implementation section the resources that will be given to them.
It is not the goal to inundate the EFCL Board members with information and work as they are all busy volunteers from community leagues. Therefore a Board Orientation kit was prepared to give these volunteers a brief synopsis of information relevant to their position as well as a guide to find more resources. However, if the Board member requests to be provided with more resources, the EFCL staff shall not hesitate to provide them with whatever he or she needs.
3.5 Board Resources Draft
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Policy Implementation
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Authority:
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Executive Director
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1. DEFINITIONS
Community League Resource Guide: Binder created jointly by the City of Edmonton and the EFCL containing valuable information for community leagues.
Board Orientation Kit: A set of documents deemed essential for new Board members to understand their role and the operations of the EFCL
2. RESPONSIBILITIES
Executive director: To ensure that the procedures are followed
Board members: To uses the resources provided to the best of their efforts
3. PROCEDURES
§Executive Director gives a tour of the EFCL office.
§Executive Director has an informal chat with the Board member where the general operations of the EFCL are explained.
§Executive Director informs Board member of Community League Resource Guide.
§Executive Director informs Board member of Policies and Implementation Manual.
§Executive Director explains and gives Board Member the Board Orientation Kit.
§Board member gives back forms provided in the Board Orientation Kit to staff.
4. APPENDIX
Board Orientation Kit
3.6 Committee Resources Draft
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REVIEW DATE:
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ADOPTED BY:
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The EFCL recognizes that it is in its best interest to have committees that are prepared for the challenges in the upcoming year. Therefore, the EFCL will strive to provide the committees and its members with all resources required to be successful.
The purpose and/or rationale of this policy:
The purpose is to state the importance of supporting our committees and its members and to outline in the Implementation section the resources that will be given to them.
3.6.1 Planning Committee Resources Draft
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REVIEW DATE:
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ADOPTED BY:
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The planning committee is an important branch of the EFCL made up of community league volunteers. They will be provided a Planning Committee Orientation kit to help them succeed in their positions
The purpose and/or rationale of this policy:
It is not the goal to inundate the Planning Committee members with information and work as they are all busy volunteers from community leagues. Therefore a Planning Committee Orientation Kit was prepared to give these volunteers a brief synopsis of information relevant to their position as well as a guide to find more resources. However, if the volunteer requests to be provided with more resources, the EFCL staff shall not hesitate to provide them with whatever he or she needs.
3.6.1 Planning Committee Resources Draft
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Policy Implementation
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Authority:
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Planning Advisor
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1. DEFINITIONS
Planning Committee Orientation Kit: A set of documents deemed essential for new Planning Committee members to understand their role and the mandate of the Planning Committee
2. RESPONSIBILITIES
Planning Advisor: To ensure that the procedures are followed
Planning Committee members: To uses the resources provided to the best of their efforts
3. PROCEDURES
§Planning Advisor has an informal chat with the Planning Committee member where the mandate of the Planning Committee is explained and any questions.
§Planning Advisor explains and gives Board Member the Planning Committee Orientation Kit.
4. APPENDIX
3.7 Board Recognition Draft
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REVIEW DATE:
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ADOPTED BY:
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While no board director will ever receive remuneration, directors should be recognized for all the hard work they put into the EFCL and the community league movement. Therefore, the EFCL will strive to recognize their board of directors using cost-effective initiatives.
The purpose and/or rationale of this policy:
The purpose of this policy is to ensure that directors will be recognized for their volunteer work in the EFCL. The following Implementation section will outline specific ways to achieve this.
3.7 Board Recognition Draft
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Policy Implementation
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Authority:
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Executive Director
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1. DEFINITIONS
2. RESPONSIBILITIES
Executive Director: To make sure this happens
3. PROCEDURES
4. APPENDIX
3.8 Requests for Contact Information Draft
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REVIEW DATE:
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ADOPTED BY:
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In the interests of maintaining a clear and consistent representation to the public and partners, this policy restricts individuals who may have contact with the public and partners, and it provides a context for that communication of league contact information.
The purpose and/or rationale of this policy:
EFCL is constantly requested to provide contact information. Staff has been given varying limitations on to what they are allowed to give out and these limitations are sometimes followed. A policy will clearly define what information can be given in what circumstance.
The EFCL, like other not-for-profit organizations, is subject to the Personal Information Protection Act, and will abide by the terms and conditions of that legislation.
EFCL will only provide contact information to partners, public, and input gathering bodies as outlined by the procedures.
3.8 Requests for Contact Information Draft
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Policy Implementation
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Authority:
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President
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Executive Director
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1. DEFINITIONS
2. RESPONSIBILITIES
Applicability: This policy applies to all EFCL Board, Committee members and Staff
3. PROCEDURES
The following guidelines are, therefore, to be followed in ALL instances of contact information dissemination:
§All new contacts for league boards are added to the database and those with emails are subscribed to our email distribution list. They may unsubscribe at anytime.
§Existing contacts may unsubscribe at anytime.
§We reserve the right to contact presidents, treasurers, secretaries, and membership directors who have unsubscribed with information deemed of emergent, including public consultation, important City and EFCL notices, and news that effects the operations of leagues.
§For public inquiries: we first provide the hall telephone or designated public contact for leagues without halls and/or email for all public inquiries. We ask the person to be sure to leave a voice mail. If they do not hear back from the league within a few days, we ask them to call the EFCL again for another contact. We then will provide them with a first name and phone number.
§For partner inquiries, we provide only the public contact list or we will forward their message if deemed appropriate for the operations of leagues through our news dissemination systems online or in newsletters.
§For input gathering, we will be the intermediary and offer links to surveys or contact information to league representatives and they may voluntarily respond. In some cases we may officially endorse a survey.
§If at any time a board member requests not to be contacted we will remove the contact information from the database.
4. APPENDIX
3.9 Environmental Sustainability Draft
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REVIEW DATE:
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Planning & Development Committee Principles
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ADOPTED BY:
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The EFCL will adopt whenever possible environmentally-friendly practices and promote environmental sustainability programs that relate to community leagues.
The purpose and/or rationale of this policy:
This policy coincides with the recent efforts of the EFCL, the Planning and Development Committee, and the City of Edmonton. The Living Local campaign, the City’s Way We Green initiative, and the City’s Park(ed) program demonstrate the direction that the EFCL will take when faced with an environmental sustainability issue.
As well, the Planning and Development Committee created several principles that it must follow.
§Oppose proposed developments that unduly compromise Edmonton’s air, soil, water, health and quality of life.
§Support urban design which is mass transit and pedestrian friendly.
§Support development which values open space as equally important as built space.
§Believe that park spaces are an integral part of every neighbourhood.
§Recognize Edmonton’s River Valley as a unique and significant natural environment in our urban setting.
§Support the preservation of and public access to all significant natural areas.
Appendix: Planning & Development Committee Principles