Purpose Statement:
Governing policies play a vital role in an organization. They are the foundation of the organization'’ structure and they establish how the organization will be governed.
2.1 Bylaws
2.2 Policy Development
2.3 Management Style
2.4 Structure
2.5 Committees
2.6 Partnerships
2.7 Membership
2.8 Representation
2.9 Advocacy
2.10 Media and Spokesperson
2.11 Volunteer Involvement
2.1 Bylaws 2003-01-27
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DATE APPROVED:
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Bylaws – May 25, 2010
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2003-01-27
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ADOPTED BY:
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General Membership
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Bylaws are the Provincial authority or license to operate. They establish a basic governance framework for an organization. If Bylaws are mute on a particular issue, then the Societies Act will address it. Bylaws may not contravene any provision in the Societies Act.
The purpose and or rationale of this policy:
Bylaws constitute a statutory document and the provisions must be adhered to. Annual Returns must be filed in order to maintain status as a not for profit organization.
The Board will review the bylaws annually at the Board Orientation Session following elections.
Appendix: Bylaws - May 25, 2010
2.1.1 Bylaw Amendments Draft
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Policy Implementation
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Authority:
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Membership
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1. DEFINITIONS
Special Resolution: A notice of motion is provided in writing to the membership 21 days before a general meeting and it requires 75% support of those in attendance and eligible to vote.
2. RESPONSIBILITIES
Membership: Has the responsibility to recommend Bylaw amendments that are supported by a motion of a league. They are responsible for voting on the amendment at a general meeting.
Board: The Board may make recommendations to amend the Bylaws. The Board must forward member notices of motion to the general meeting. They may or may not provide a recommendation and/or implications statement.
Staff: The Executive Director will ensure that three months prior to the Annual General Meeting the members are asked for notices of motion for the Bylaws. These will then be directed to the Board and included in the General Meeting package. The staff under the signature of the President is responsible for ensuring approved amendments are filed with Corporate Registry and a consolidated version of the Bylaws is prepared.
3. PROCEDURES
§ Sep-Nov: Call for Bylaw Amendments - sent with the appropriate newsletter
§ One month before AGM: Filing deadline for Notices of Motion
§ Date received until AGM: Board receives and discusses Notices of Motion
§ 21 days before AGM: Notice of Meeting mailed with Notices of Motion
§ AGM: Debate Motions
§ April/May: File the amendments with Corporate Registry
Format for Notice of Motion:
Part 1: Whereas: (describe general principles)
Part 2: Be it resolved: (state the motion)
Part 3: Justification: (state reasons this motion should be adopted)
Part 4: Implications: (state financial, human resource or other challenges which may present a challenge or that should be considered in making an informed decision)
Part 5: Signatures of the President and Secretary. Attach copy of the minutes.
Corporate Registry
Verify filing requirements with Corporate Registry in the event there have been changes. Changes to the Objects require a fee be paid with the registration. Using an appropriate form or based on a previous letter in the file prepare the submission. They do not usually require a copy of the minutes.
4. APPENDIX
Articles of Amendment
2.2 Policy Development Draft
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DATE APPROVED:
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Draft
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ADOPTED BY:
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Recognizing one of the main functions of the Board is to be a policy making body, the Board will keep policies current by regular policy review. This function will fall to the Governance Committee, upon notification by the Executive Director that a policy is needed or is scheduled for review.
The purpose and or rationale of this policy:
Well-defined and articulated policies provide for clarity of roles, responsibilities and authority. They also provide for better communication and enhance risk management and reduce liability. A policy is a formal expression of judgement of the Board providing guidance for administrative action. Legislation of new policies and the periodical review of existing policies are primary functions of the Board.
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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 Members are responsible for the development and approval of Policy.
The Executive Director is responsible for the implementation of the policy and the development of the relevant procedures.
All Board Members, Members, Staff and Volunteers are responsible to ensure that policy and procedures are adhered to.
3. PROCEDURES
Policy Adoption: The only policies recognised are those adopted by Board action. All policies will become effective on the date of the meeting that they are approved unless otherwise directed at the time of adoption. All policies will remain in effect until rescinded or suspended by subsequent Board action.
Note: Policy affecting the general membership will be approved by the membership by special resolution.
Policy Review: Proposed new policies and proposed changes in existing policies will be presented in writing for reading and discussion. The proposed policy will be circulated in advance of the meeting and the final vote for adoption will take place. The Board may determine that more research or consideration is required and postpone the vote to the next meeting.
Suspension of Policy: A policy of the Board will be subject to suspension by a 2/3 majority vote of the members present, provided all Board Members had received notice of the meeting and provided notice included a proposal to suspend a policy. A policy may be suspended only by a unanimous vote of all Board Members present.
Policy Format: The EFCL will use a format for policy similar to that of the City of Edmonton. The Form is appended to this Implementation Section and detailed instructions on policy formatting appear at the beginning of this manual.
Policy Manual: The Executive Director will develop and maintain a current policy manual, which contains the policies of the EFCL. All policy manuals distributed to anyone remain the property of the EFCL and are subject to recall at any time.
Policy Dissemination: The Executive Director will hold The Master Policy Manual with a full copy for the President. Selected Policy may be circulated on an as needed basis to member leagues, board members, staff, volunteers and affiliated agencies.
4. APPENDIX
Policy and Implementation Format
2.3 Management Style 2001-01-09
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DATE APPROVED:
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2001-01-09
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ADOPTED BY:
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Board of Directors
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The Board of Directors of the EFCL is the ultimate governing body of the EFCL, on behalf of its Member Community Leagues.
The Board is responsible for the effective governance of the EFCL, through its Board members and committees, and staff. The Board has the sole authority to address matters of strategy, policy, or budget implications. By comparison, the Executive Director has complete authority over the day-to-day conduct of the EFCL office, including the supervision of Staff, implementation of Board Policies or direction, and financial activities within the budget approved by the Membership.
The purpose and or rationale of this policy:
The policies in Section 2.3 are, therefore, to be followed in all interactions between EFCL Board members, Staff of the EFCL, Members of the various committees, or volunteers.
2.3 Management Style 2003-05-13
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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 Members are expected to:
§ Report regularly at board meetings on activities of interest in their districts.
§ Identify or discuss their District concerns or issues.
§ Take on a broad EFCL-wide view in their deliberation.
§ Seek solutions or decisions that would benefit the EFCL as a whole.
§ Be aware of the EFCL current Policies, Procedures and Budget.
§ Define, review, or modify Policy statements as appropriate.
§ Monitor the implementation of existing policies or directives .
§ Monitor the EFCL Budget.
§ Take steps to correct omissions or errors in the implementation of existing policies, directives or Budget .
§ Monitor the EFCL operational environment with a view to risk management.
Board Members must communicate through the Executive Director on all matters relating to Staff or office operations.
Executive Director is expected to keep the President or designate advised of related matters including:
§ Difficulties or challenges regarding meeting expected goals or Policies.
§ Actions taken or arising issues that have or may have a bearing on Policy, Budget, or public image.
§ Required resources or support to meet stated goals.
§ Maintain or establish relationship with related external agencies .
§ Monitor current agreements, committees, or issues.
Matters deemed to be of significant importance by the Executive Director and the EFCL President along with actions taken are to be brought to the attention of the EFCL Board.
Committee Chairs are expected to keep the Executive Director, or the Board apprised of potential issues including:
§ Difficulties or challenges regarding meeting expected mandate, goals or directives.
§ Actions taken or arising issues that have or may have a bearing on Policy, Budget, or public image.
3. PROCEDURES
EFCL activities are to be monitored by both Staff (i.e., Executive Director) and the Board. Communication between and among them is crucial. It is best achieved by keeping the Executive Director and President as current as possible.
The Board and the Executive Director are to ensure that neither breaches the distinct mandate or role of the other.
Board Members are to raise concerns about Staff or office operations to the Executive Director, as soon as possible.
Concerns about the Executive Director are to be raised at Board level or separately to the President.
2.3.1 Board Positions Descriptions Draft
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DATE APPROVED:
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Draft
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ADOPTED BY:
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Board of Directors
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The EFCL will provide position descriptions for the Board of Directors and Officer Positions which will outline roles, responsibilities, authority and supervisory relationship.
The purpose and or rationale of this policy:
All Board members should be familiar with their job description and feel comfortable in offering suggestions for change. Job descriptions will be in place for every position, and they will be comprehensive, honest and current. Job descriptions will specify standards of performance and the measures to be used in evaluating successful performance, and they will be reviewed annually and updated as necessary.
Appendix: Board and Officers’ Job Descriptions
2.3.2 Code of Conduct Draft
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DATE APPROVED:
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Code of Conduct
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Draft
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ADOPTED BY:
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All persons who have an interest in and benefit from the continuing good works of the EFCL have a right to an organization which is conducted with efficiency, impartiality, and integrity. It is this special obligation which demands that there not be, nor appear to be, any conflict between the private interests of EFCL volunteers and employees and their responsibilities as active participants in the affairs of the EFCL.
The purpose and or rationale of this policy:
The EFCL Code of Conduct is intended to guide EFCL volunteer and employee activities to enhance value and to minimize situations where a conflict of interest could arise. Every volunteer and employee has a personal responsibility to comply with the letter and spirit of this Code.
Ethical Standards: Shall observe the highest ethical standards in the performance of their duties. Their conduct must be above reproach at all times.
Loyalty to the Interests of the EFCL: Shall be loyal to the interests of the EFCL as a whole over and above any personal interest as an individual consumer or beneficiary of the EFCL's services.
Public Statements: Shall not exercise individual authority over the EFCL. For greater specificity no person to whom this Code applies has any authority as an individual or group to speak for the EFCL when they interact with the public, the media, and other entities except as provided for in the EFCL bylaws and policies.
Dealings with Others: Shall deal with outside entities or individuals with member community leagues and with each other using fair play, mutual respect, ethics and straight forward communication, avoiding personal criticism and disparaging remarks and always operating in compliance with applicable laws.
Use of EFCL Property: Shall not permit the use of EFCL owned equipment, supplies, material or property for their own personal convenience or profit.
Office, Travel and Other Expenses: Shall ensure that office, travel and other expenses incurred by them on behalf of the EFCL are consistent with the needs of the EFCL and are only incurred when budgeted for and when approved, in advance, by the person or persons responsible for the budget area from which the expense is to be paid. It is the policy of the EFCL that persons to whom this Code applies neither lose nor gain financially as a result of office, travel and other expenditures on behalf of the EFCL. All claims for reimbursement of expenses must be supported by receipts and explanations and must be submitted within a reasonable time and, in any event, no later than 15 days after the fiscal year end in which they occurred.
Personal Transactions with the EFCL: Shall not engage in any self-dealing, private business or personal transactions with the EFCL. Exceptions can occur only when there is openness, competitive opportunity and equal access to information.
Confidential Information: Shall not disclose confidential information concerning the business or affairs of the EFCL without proper authorization from the Board of Directors or their designate(s), nor shall any such information be used to benefit themselves or others.
Acceptance of Gifts: Shall not accept any gift, commission, reward, advantage, favour, service or benefit of any value from any person, firm or corporation which is interested directly or indirectly in any manner in business dealing with the EFCL, other than the normal exchange of gifts between friends; the normal exchange of hospitality between persons doing business together, tokens exchanged as part of protocol; or the normal presentation of gifts to persons participating in public functions.
Reporting of Potential Conflict of Interest: Shall disclose to the Board of Directors any actual, potential or perceived business, commercial or financial interest which may give rise to a reasonable apprehension of conflict or bias in connection with the exercise of their duties and/or which may hamper their ability to act in the best interests of the organization.
2.3.2 Code of Conduct 2002-05-13
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Policy Implementation
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Authority:
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Board of Directors
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Executive Director
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1. DEFINITIONS
2. RESPONSIBILITIES
Members of the EFCL Board of Directors
Employees
Persons acting in any other volunteer capacity for or on behalf of the EFCL.
3. PROCEDURES
Board Members will review the Code and sign the following Code of Conduct at the commencement of each term of office.
Staff will review the Code and sign the following document at the commencement of their employment.
Committee members will review the code and likewise sign the attached Code of Conduct.
Failure to comply with the Code of Conduct will result in disciplinary action or dismissal.
For matters not specifically mentioned in this Code, the EFCL will rely upon applicable legislation, jurisprudence and on its parliamentary authority, Roberts Rules of Order. The responsibility for administering this Code rests with the Executive Committee of the EFCL and the Executive Director. When in doubt about the interpretation or application of any aspect of this Code, persons to whom this Code applies have the responsibility to seek clarification or advice from the Executive Committee. It is important that documentation be created at the time of disclosure and resolution of any query of this Code.
4. APPENDIX
Code of Conduct
2.3.3 Members Code of Ethics 2003-05-13
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DATE APPROVED:
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Code of Ethics
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2000-03-28
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ADOPTED BY:
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General Meeting
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The Code of Ethics consists of moral obligations aimed at upholding the dignity and integrity of community leagues within the Edmonton Federation of Community Leagues, ("the Society").
The purpose and or rationale of this policy:
It attempts to define those obligations that benefit all leagues and also areas that should be avoided. In general, the code is designed to assist the operating efficiency of all individual leagues and of the practical interpretation of the aims and objectives of the community league philosophy.
Adherence to the Code of Ethics is a condition of membership under the Bylaws.
Discipline of the Code of Ethics is the responsibility of the Membership as the only recourse under the bylaws is suspension and/or removal from membership. The following Procedure is the process of filing and disposing of a complaint or allegation of violations of the Code of Ethics.
2.3.3 Members Code of Ethics Violation Draft
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Policy Implementation
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Authority:
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Membership
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1. DEFINITIONS
2. RESPONSIBILITIES
Membership has the responsibility to honour this Code of Ethics as an integral part of their membership eligibility. They also will determine if a violation of the Code of Ethics that can not be resolved constitute grounds for removing a leagues membership.
President and Vice President Internal have the responsibility to review compliance and determine the course of discipline or referral to the membership.
Staff has the responsibility to explain and promote adherence to the Code of Ethics.
3. PROCEDURES
Step 1: A member may file a written complaint of a Code of Ethics violation under the signature of the Community League’s President or designate to the EFCL President.
Step 2: The President and Vice President Internal will conduct a preliminary review of the complaint and determine appropriate course of action, which could include immediate request for compliance, mediation or referral to the general membership.
Step 3: Request for immediate compliance, restitution or correction. If this fails;
Step 4: The President or Vice President Internal will recommend to the Board of Directors to initiate a mediation process between the affected leagues or to refer the dispute to the general meeting for disposition.
Step 5: The appropriate protocol for notice of motion to the General Membership will be followed.
4. APPENDIX
Code of Ethics
2.3.4 Conflict of Interest 2002-11
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DATE APPROVED:
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2002-11
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ADOPTED BY:
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Board of Directors
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Effective governance depends on deliberate, thoughtful, and fair decision making by Board Members. The ability to make good decisions is sometimes affected by other interests – personal or professional – of individual board or committee members. One cannot eliminate conflicts of interest. They are a part of organizational and personal life.
The purpose and or rationale of this policy:
The objective of the following guidelines in the procedure section is to permit EFCL to manage potential conflicts of interest successfully, when they do occur.
2.3.4 Conflict of Interest 2009-04-09
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
Conflict of interest is a situation in which a person has a private or personal interest sufficient to appear to influence the objective exercise of his or her official duties. This influence may be through an official vote or intellectual persuasion. It includes when as a board committee members’ outside duties, interests or obligations may or do differ fundamentally from his/her obligations as a board or committee member of EFCL.
Personal advantage is when a gain is achieved to the individual, family member, household or company as a result of the outcome of the decision.
Private advantage is when a gain is achieved by or for another organization with which the individual is directly involved.
Real conflict of interest occurs when a member has a private interest that is sufficient to influence the exercise of his/her duties and responsibilities.
Potential conflict of interest occurs when there exists a private interest that could influence the exercise of a member’s duty or responsibility.
Apparent conflict of interest exists when there is a reasonable apprehension, which a reasonable-well informed person could properly have that a conflict of interest exists on the part of that member.
Examples
Self-dealing: Use of your position to secure a contract for yourself or a company you own or to garner employment for a member of your family
Accepting benefits: Bribery is one example; substantial [non-token] gifts are another.
Influence peddling: The individual solicits benefits in exchange for using his or her influence to unfairly advance the interests of a particular party.
Using the organization property for private advantage: This could be as blatant as stealing office supplies for home use. It might be subtler like using software, which is licensed to the organization for private work.
Using confidential information: Having knowledge which one then turns around to create a personal advantage or affecting an inappropriate disclosure.
Outside employment or moonlighting: Setting up a business on the side which would cause harm to the organization. It could also mean taking on so many outside responsibilities that one does not have the time and energy to effectively perform the duties of the position.
2. RESPONSIBILITIES
Members of the Board or committee must not participate, or be perceived as participating, in any decision or any matter, which may directly or indirectly benefit that director, or anyone with whom the director has a close personal relationship.
Members of the Board or committee should not use, or be perceived as using, their status as directors to gain privileged access to the members, board or staff of EFCL for the presentation of programming or service proposals.
Member of the board have a responsibility to conduct themselves in a manner that does not compromise the ability of the Board to accomplish its mandate or undermine the public’s confidence in the members’ ability to discharge their responsibilities properly. It is expected that members will:
Act in a manner that enhances the integrity of the board. When functioning as an EFCL board member, each person had a duty to place the interest of EFCL foremost in any dealings and has a continuing responsibility to comply with the requirements of these guidelines.
Not gain an improper advantage through information derived from their association with EFCL. No board or committee member will use his or her position, or the knowledge gained there from, in such a manner that a conflict between the interest of EFCL and his or her interest arises, but is not disclosed.
Only represent the Board in their activities outside the meetings when specifically authorized to do so.
Respect the confidentiality of the organization and not provide information received through their role as members, which is not available to the general public, unless prior written authorization is given for its release. Specifically, information obtained through in-camera discussions of the board relating to board cases is confidential and is not to be disclosed outside the board.
Board and committee members are not eligible for employment or service contracts with EFCL during their tenure. If a member wishes to apply for a paid position, he/she must immediately withdraw from active participation on the board or committee. If he/she is the successful candidate, he/she must immediately resign their board or committee position upon accepting the job.
3. PROCEDURES
i. Before any meeting of the Board, an agenda will be circulated to each Director, to allow members of the Board to identify possible conflicts of interest.
ii. A member of the board with an actual, perceived or potential conflict of interest will declare the same to the Chair of the meeting prior to the introduction of the agenda item in question. Disclosure will consist of:
§ The fact a conflict may exist.
§ The nature and extent of the interest.
§ The nature and amount of potential direct or indirect benefit to the member.
iii. The particulars of any such disclosure are noted in the minutes of the meeting along with the decision of the board with respect to the disposition of the options as outlined in Clause 4.
iv. A member of the board or committee with an actual, perceived, or potential conflict of interest will be required to abide by one of the following courses of action brought forward by the board:
§ He or she may be present and/or participate in initial discussion, and then be asked to leave for further discussions and the vote.
§ He or she will not be involved in any aspect of the decision making process.
§ If the member is acting as the agent bringing a request forward from another organization to which they belong they will be allowed to introduce the request and provide a summary of benefits and then be excused from the proceedings.
§ Where other members of the board or committee perceive a member may have a conflict of interest in a matter they have a duty to disclose the matter to the assembly for discussion and disposition.
Common Sense Provision
The application of any part of these guidelines will rely heavily on the common sense of the group as a whole. Conflict of interest situations vary and the judgment and flexibility of the board, committee or working group must be preserved.
Failure to Meet the Guidelines
Failure to disclose a conflict of interest constitutes a breach of trustee responsibility and is subject to the provisions of the Bylaws respecting discipline and removal of an officer, director or committee member.
2.4 EFCL Communications Draft
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DATE APPROVED:
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Draft
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ADOPTED BY:
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All public correspondence between the EFCL and other organizations must go out over the signature of the President or designate.
The purpose and or rationale of this policy:
The EFCL President represents the organisation in all facets of its operations. As such, the President must approve all EFCL correspondence sent to external organizations.
2.5 Structure 2000-03-27
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DATE APPROVED:
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Organization Chart
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2000-03-27
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SUPERSEDES:
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New
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PREPARED BY:
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ADOPTED BY:
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RIT
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Membership
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The Board of Directors acts in trusteeship on behalf of the membership (as defined in the mission statement), and serves as the legitimizing connection between the total community and the organization. Therefore it will govern with one voice and through written policies with an emphasis on ends rather than means.
The purpose and or rationale of this policy:
As approved in the Bylaws, the EFCL’s membership will consist of Edmonton Community Leagues. The EFCL will be governed by a Board of Directors, elected by their districts, or at any General Meeting. The organization will employ an Executive Director and such other staff as is necessary to undertake the administration of the EFCL.
2.5.1 District Organization 2000-03-27
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DATE APPROVED:
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History of District Structure
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2000-03-27
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Maps of Districts and Leagues
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ADOPTED BY:
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Membership
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The development of district boundaries will follow the criteria found in the Procedure section. This will involve consultation with the affected leagues to identify districts, which will then send representation to the Board of Directors.
The purpose and or rationale of this policy:
The district structure was enacted to form a line of communication and to ensure even representation at the Board level.
2.5.1 District Organization 2000-03-27
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Policy Implementation
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Authority:
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Membership
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1. DEFINITIONS
District: A defined geographic area, which sends representation to the EFCL Board.
2. RESPONSIBILITIES
Vice President Internal will conduct a review of the District boundaries based on the following criteria.
3. PROCEDURES
The following factors are taken into account when developing district boundaries:
§ Respect natural or manmade barriers to participation. (Ravines, major arterial roads).
§ Respect community league boundaries as they exist.
§ Ability to consider room for future growth in the area.
§ Respect for common interests as identified by the leagues.
§ Ability to consider age of neighbourhood, demographics and socio-economic similarities.
§ Will not necessarily adhere to existing ward or other political boundaries (No intention here to mirror City Council in its boundary definitions).
§ Will consider number of league and/or population.
4. APPENDIX
History of District Structure
Maps of Districts and Leagues
2.6 Committee 2003-05-13
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DATE APPROVED:
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Terms of Reference Form for EFCL Committees
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2000-03-20
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ADOPTED BY:
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Membership
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As stated in Article 14 of the EFCL Bylaws, the Members or the Board of Directors may, from time to time, create such committees, as they may be deemed necessary, to conduct the EFCL’s business. All committees will be evaluated under the following criteria and that all committees must have an approved ‘Terms of Reference”.
The purpose and or rationale of this policy:
Ensure all committees are to be evaluated under the following criteria:
§ Does the committee purpose meet one of the objectives of the EFCL?
§ Will enough community leagues participate or benefit directly from the proposed activity provided by the committee?
A ‘yes’ answer means that the criterion is met. If the committee meets all the criteria as identified above, then it will remain as a part of the EFCL structure. If not, then a recommendation to the membership from the Board of Directors may be made to enter into a Partnership Agreement.
2.6 Committees 2000-03-20
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
Statutory Committees: Those committees where provided for in the bylaws.
Standing Committees: Those committees created and dissolved by the Board where the mandate is continual.
Ad Hoc Committees: Those committees where the mandate is shorter term and very specific. The committee is created and terminated when deemed necessary by the Board. The terms of reference is created and modified by the Board.
Inter-Agency Committees: Those committees where the EFCL is a partner organization
2. RESPONSIBILITIES
Committees will carry out their assigned functions and otherwise comply with the resolutions passed by the Board of Directors and/or the Membership. Committees must also follow all policies found in Section 2.6 of the Policy Manual.
All committees are accountable to the Board of Directors and the Members at a General Meeting and terminate according to their respective terms of reference.
3. PROCEDURES
All committees in preparation of their Terms of Reference will use the attached form as a guideline.
Committees will ratify the Terms of Reference before forwarding to the Board.
The Executive Director will keep a current list of active committees with their respective ‘Terms of Reference’.
4. APPENDIX
Terms of Reference Form for EFCL Committee
2.6.1 Committee Reporting 2003-05-13
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DATE APPROVED:
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2003-05-13
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ADOPTED BY:
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Board of Directors
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This policy establishes the desired reporting structure for each of the committees that are established. Each committee will have a chairperson who will in turn report to the Executive Director and the Board, not withstanding any obligation outlined in the Terms of Reference for reporting to the membership.
The purpose and or rationale of this policy:
The EFCL values clear and concise communication. This policy is to ensure effective communication is in place and to ensure clear lines of communication between the Committees, the Board and the Membership. All Terms of Reference for committees will be consistent with this policy.
2.6.1 Committee Reporting Draft
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
Committee: A group of volunteers working under an approved Terms of Reference to investigate, research or recommend a course of action to the Board or Membership of the EFCL.
Terms of Reference: Explains the purpose, duties, membership, reporting structure and duration of the committee.
Media: All print and electronic news agencies.
2. RESPONSIBILITIES
Chairperson: All committees will be assigned a Chairperson who will preside over the meeting, monitor the proceedings, and report committee activities to the Executive Director and the Board.
3. PROCEDURES
Terms of Reference: This document must be completed before the creation of a committee, and the committee must follow the terms of reference at all times.
Minutes: All committees are required to take minutes of their meetings and to file those minutes with the EFCL Administration.
Notice of Meetings: All committees must provide meeting notification.
Reporting: The committee will report regularly to the Executive Director when matters deemed to be of importance arise. The committee will also report their actions at Board Meetings when appropriate.
General Meetings: Each committee will prepare a report on the committees’ activities to the Executive Director for circulation to the general membership meetings. When needed, each committee will submit their Terms of Reference to the membership for amendments or ratification. Any changes required to the Terms of Reference will be dealt with at this time.
Media: No chairperson can initiate or respond to a media contact without first having contacted the President for authorization or notification. Any desired media campaigns and promotions must be cleared through the Executive Director and President. See the Media Policy 6.1.1
Newsletter: Committees are encouraged to write articles for the EFCL Newsletter.
2.6.2 External Agency & Comm. Reporting 2007-10-11
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REFERENCE:
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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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It is recommended that the representative both appear before the board and supply a written report at least once a year and immediately contact the executive director if any issues arise that could significantly impact the EFCL or require direction from the EFCL board of directors.
The purpose and or rationale of this policy:
Given that board appointees are acting on behalf of the EFCL it is essential that the board know what their representatives are doing and any positions they are taking.
2.6.2 External Agency & Comm. Reporting 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
2. RESPONSIBILITIES
That board appointees to external boards or agencies adopt the following directives:
3. PROCEDURES
§ That the representative be required to appear, at a minimum, once per year before the EFCL board to report on activities and obtain input from the board.
§ That the representative be required to submit, at a minimum, an annual summary of the board or agency’s activities and the role undertaken by the EFCL’s representative. The report should be as brief and succinct as possible.
§ That the representative immediately alerts the EFCL executive director about any issues that in the opinion of the representative could significantly impact the EFCL and/or require direction from the EFCL board of directors.
§ Board appointees to external bodies must report back to the EFCL Board a minimum of once per year, or at the Board’s request.”
2.6.3 Statutory Committees Draft
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REFERENCE:
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DATE APPROVED:
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Draft
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ADOPTED BY:
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Membership
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The membership has determined through the bylaw process that two key committees are required to ensure the sustainability of the organization and its effective governance. These are the Executive Committee and the Nominating Committee, and their responsibilities are stated in Article 14 of the EFCL bylaws.
The purpose and or rationale of this policy:
To ensure the Statutory Committees understand their roles and responsibilities.
The Executive Committee will consist of the President, the Vice President Internal, the Vice President External and the Treasurer. The Executive Committee's authority is limited to
§ Acting only in situations which cannot wait until the next Board meeting and such decisions must be communicated and reviewed at the next Board of Directors meeting.
§ Recruiting, supervising, monitoring or releasing the Executive Director.
§ Recommending administration policy to the Board of Directors.
§ Reviewing and recommending revisions to the By-laws.
The Nominating Committee will assist in the recruitment, election, orientation and training of the District Directors.
2.6.4 Planning and Development Committee Draft
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REFERENCE:
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DATE APPROVED:
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Planning & Development Committee Principles
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Draft
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Planning &Development Committee Terms of Reference 2009
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ADOPTED BY:
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The EFCL recognizes the need of the Planning and Development Committee to ensure that the EFCL has a voice to influence city-wide planning and development policies and bylaws. The purpose of the Planning Committee is to provide input and recommendations to the Board and Membership with respect to planning and transportation issues
The purpose and or rationale of this policy:
The Planning and Development Committee principles are:
§ Consultation: Community leagues and citizens have a right to be involved and a partner in the planning and development process in Edmonton.
§ Environment and Quality of Life: We encourage development that maintains and enhances, but does not detract from, citizens’ quality of life.
§ Efficient Growth: We encourage efficient use of land within Edmonton and surrounding areas and increased regional planning in the Alberta Capital Region.
§ Preservation of Neighbourhood Character: Development should occur in a manner that is compatible with its surroundings.
The chairperson is appointed by the Board. Committee District Representatives are elected at a General Meeting. Vacant positions are then filled through District or Community League referrals to the Board.
Attached is the P&D Terms of Reference 2009 which will define the mandate of the Planning and Development Committee.
Appendix: Planning & Development Committee Principles
Planning & Development Committee Terms of Reference 2009
2.7 Partnerships 2003-05-13
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REFERENCE:
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DATE APPROVED:
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Terms of Reference Form
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2003-05-13
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ADOPTED BY:
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The EFCL values and nurtures its partnerships. Its primary partner is the City of Edmonton. This is followed by partnerships with other organizations such as sports groups and crime prevention groups. Finally the EFCL maintains a relationship with other umbrella organizations like the Federation of Calgary Communities, and other recreation and not-for-profit organizations.
The purpose and or rationale of this policy:
This policy will determine the values and criteria under which the EFCL will enter into or sustain a partnership.
A partnership exists when two or more agencies share resources towards a common goal.
Criteria for establishing the relationship includes
§ Shared values on recreation, consultation, governance or volunteerism.
§ Identified need or shared goal.
§ Written partnership statement outlining roles and responsibilities, approved by the Board of Directors.
§ Evaluation protocol .
§ Dispute resolution model.
2.7 Partnerships Draft
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
Partnership types: Partnerships with Government Departments or Agencies
Partnerships with other Not-for-profits
Partnerships with the Corporate Sectors
2. RESPONSIBILITIES
The Board will review and approve the Agreement
The Executive Director will monitor and evaluate the agreement with the partners providing resources as indicated in the agreement.
3. PROCEDURES
i. Review the organization vision, mission, goals, mandate and business plan.
ii. Begin discussion and drafting of the agreement with an organization
iii. Examine compatibility, liability, roles and responsibilities, dispute mechanisms, leadership and limits of the organization
iv. Obtain Board approval
v. Monitor and Evaluate
All organizations that wish to partner with the EFCL must be incorporated.
4. APPENDIX
Terms of Reference Form
2.7.1 City of Edmonton 2003-05-13
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REFERENCE:
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DATE APPROVED:
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City of Edmonton Partnership Agreement with the EFCL
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2003-05-13
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ADOPTED BY:
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The EFCL will abide by and follow the Partnership Agreement between the City of Edmonton and the EFCL. The EFCL and Community Leagues will work with the City to achieve a city where the residents feel safe on their streets, participate in quality social, recreational, sports and educational activities; close to their homes, in quality neighbourhood facilities and have an effective voice on issues that matter.
The purpose and or rationale of this policy:
Community leagues have existed in Edmonton since 1917 and exist within virtually every Edmonton neighbourhood and they formed EFCL in 1921 to coordinate the community league activities. For over 80 years the City has worked in partnership with the EFCL as the representative and coordinating body of Edmonton’s community leagues, and the City has provided an annual operating grant to the EFCL since 1967 to maintain a permanent and full time office.
On October 18, 2008, at the EFCL Regular General Meeting the membership passed a motion regarding the EFCL Policy on Government Affairs which outlines the roles of EFCL and community leagues when interacting with elected governing authorities. On February 12, 1980, City Council passed Policy C110 which directs City Administration to give consideration and support to the unique and desirable community league structure so that the resources of the citizens and the Administration can work most productively for the benefit of the City as a whole.
The City and EFCL are both committed to strengthening neighborhoods and improving the quality of life for residents. It is in the interests of both the City and the EFCL to ensure that community leagues are as inclusive as possible and partner with other organizations to strengthen neighbourhood networks, projects and programs throughout the city.
The EFCL wishes to recognize the contributions and needs of community leagues while respecting its own partnering, coordinating and facilitating responsibilities to the community league movement in Edmonton and to the City. The incorporating documents of EFCL provide for the involvement of a representative of the City with the EFCL board elections and EFCL board meetings.
The EFCL and the City wish to set out the terms and conditions that will apply to the City’s continued provision to EFCL of annual operating grants.
2.7.1 City of Edmonton Draft
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Policy Implementation
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Authority:
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1. DEFINITIONS
City: The Municipal Corporation of the City of Edmonton
Community Outreach Initiative: A comprehensive effort to reach out to people not currently involved in a community league and to develop partnerships between leagues and other organizations on neighbourhood projects and programs.
Fiscal Year: The period of time from January 1 to December 31 of each year
Agreement: The City of Edmonton’s Partnership Agreement with the EFCL.
Term: The term of the Agreement shall commence on July 1, 2009 and continue until June 30, 2014 unless earlier terminated or extended pursuant to the terms of this Agreement. The parties may extend the term for a further period of five years by written agreement.
2. RESPONSIBILITIES
The EFCL mandate is to foster healthy neighbourhoods and sustainable community leagues in Edmonton by providing advice, support and coordination of the community league movement in Edmonton.
City: On the first day of each January during the Term, or soon thereafter as may be reasonable, and provided always that the EFCL has fulfilled its obligations under the Agreement, the City shall pay to the EFCL such sums as may be determined annually by City Council to be the budget allocation for the EFCL operating grant funding.
A representative from the Community Services Department will continue to be the primary contact for EFCL. For issues that are cross-Department and involve more than one Community League, the Office of Great Neighbourhoods will assist and will work in consultation with other Departments to coordinate an effective and timely response that will address the concerns of the EFCL.
3. PROCEDURES
The City agrees to provide the following to EFCL and its members in a form and manner as determined by the City:
§ Advice: The City will provide advice and guidance to the community league movement in relation to community programs, neighbourhood infrastructure and civic planning issues including transportation.
§ Consultation: The City will consult with the EFCL on matters relating to the community league movement which affect the majority of community leagues and in areas where there is not a community league in place in accordance with the EFCL’s policy on Government Affairs.
§ Promotion: The City will support and promote community league activities, programs and events working in partnership where appropriate. The City will also make every effort to disseminate information of direct interest to community leagues including information reports provided by the EFCL.
§ Community Outreach Initiative: The City will work with the EFCL on the implementation of the neighbourhood engagement initiative.
§ Resources: The City will share appropriate resources and information with the EFCL in a timely manner. Where possible, the City of Edmonton, with the permission of the community league executives, will provide the EFCL with updated lists and contact information for community league executive members. The City of Edmonton and the EFCL will work towards a common data base.
§ Volunteer Recognition: The City will support the Efforts of the EFCL to ensure the volunteers in the community league movement are recognized for their work.
§ Accountability: In accordance to its policies, EFCL will provide input or prepare separate responses to City Council inquiries on the community league movement and matters of interests to community leagues. EFCL will jointly with City representatives or alone present the report to Council and respond to questions. EFCL agrees to provide the City with updated lists of EFCL officers and directors as necessary.
EFCL agrees to provide the following to the City:
§ Advice and consultation: Provide timely and informed advice and input into City consultation and stakeholder processes relevant to the interests of community leagues. The EFCL will consult the City on the development of their strategic and business plans.
§ Negotiation: The EFCL will assist in the negotiations on behalf of community leagues for all agreements between the City and community leagues such as the Tripartite License Agreement as well as the setting of boundaries between community leagues.
§ Promotion: Promote, support and disseminate information on community based City events, programs, services and activities relevant to volunteerism and community leagues.
§ Community Outreach Initiative: The EFCL will work with the City on the implementation of the neighbourhood engagement initiative.
§ Resources: The EFCL will maintain an up-to-date community league data base and share relevant information, research and reports as required subject to applicable privacy legislation.
§ Volunteer Recognition and Promotion: The EFCL will provide recognition opportunities for the volunteers in the community league movement and promote the value of volunteerism for the municipality.
This is only a summary of the Partnership Agreement with the EFCL. A complete copy of the agreement as well as a detailed report is in the appendix.
4. APPENDIX
City of Edmonton Partnership Agreement with the EFCL
2.7.1.a City Council Draft
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Policy Implementation
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Authority:
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Board of Directors
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1. DEFINITIONS
City Council: The Mayor and Councillors elected by the Citizens of Edmonton
Council Meeting: City Council meets regularly every two weeks. Once a month, a special council meeting will be held to conduct public hearings on land use matters. On occasion City Council will convene special meetings to deal with larger city wide issues.
Committee Meetings: City Council has three primary committees, consisting of four members of council each. These are Community Services, Executive, and Transportation and Public Works.
2. RESPONSIBILITIES
Based on the criteria outlined in Policy 6.0 Advocacy, the Board or Staff Designate will make representation to Council on matters affecting the leagues.
The President, members of the Board and/or the Executive Director will work to establish a comfortable working relationship with all council members.
3. PROCEDURES
The President, members of the Board and/or the Executive Director will strive to keep City Council informed of major EFCL events and operations through the use of newsletters and reports.
The President, members of the Board and/or the Executive Director will meet informally with City Council members prior to the budget submission and all other major issues. This is to ensure that City Council members understand and are aware of the importance of the EFCL to the City of Edmonton.
The EFCL will strive to maintain cordial relations with City Council by sending letters of approval when appropriate and inviting City Council members to EFCL celebrations and events.
4. APPENDIX
City of Edmonton Policy C110
2.7.2 Immigrant Services Association 2009-06-11
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REFERENCE:
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DATE APPROVED:
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Immigrant Services Association Memorandum of Understanding
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2009-06-11
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ADOPTED BY:
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Board of Directors
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The Board approved a Memorandum Understanding between EFCL & Edmonton Immigrant Services Association (EISA) that is based on the following:
§ EISA will translate EFCL broachers and pamphlets into most common, easily accessed languages, to make this basic information more accessible to newcomers.
§ EFCL will publish EISA’s volunteer positions in its periodical publication.
§ EISA will follow up with volunteers it receives through Community Leagues to involve them in welcoming activities at their community leagues.
§ EFCL will organize presentations for settlement workers regarding the task, objectives and structure of Community Leagues.
The purpose and or rationale of this policy:
EFCL Reaching Out to Newcomers initiative will ensure immigrant greater participation in the Community League activities. To access newcomers, EFCL needs cooperation and help from immigrant service agencies, associations, and other community based organizations. Immigrant serving agencies, as one of the first links between new comers and society, can provide information, tools and mechanisms for immigrants to understand the society they are immersing themselves in. Orientation and information of various resources and services available to newcomers in their new community including the Community Leagues are vital for their quicker integration. EFCL’s Reaching Out to Newcomers program is a 3 fold strategy. First, EFCL is to approach immigrant serving agencies and offer presentations on the EFCL and the community league system. Second EFCL’s brochures and pamphlets are to be translated in various languages and third, to hold cultural awareness and sensitivity programs for community league volunteers.
Appendix: Edmonton Immigrant Services Association Memorandum of Understanding
2.7.3 Mediation and Restorative Justice Centre 2008-10-18
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REFERENCE:
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DATE APPROVED:
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Mediation and Restorative Justice Centre Memorandum of Understanding
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2008-10-18
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ADOPTED BY:
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Membership
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That the membership approved a partnership with the Mediation and Restorative Justice Centre (MJRC) to facilitate a working relationship between the two organizations that will benefit the federations’ community league members and provide an opportunity for the MJRC to promote its services in Edmonton.
The purpose and or rationale of this policy:
The partnership will help leagues work through some of the problems they are experiencing with disputes between board members or board members and the regular membership. In some cases, leagues have become heavily embroiled in disputed with area residents. Irrespective of the players involved, many of these situations have diverted a significant portion of the leagues attention and energy from its programs and services to the dispute at hand, sometimes to the point where the league is virtually stymied.
It is important that the EFCL strike a partnership with an agency that is able to help its members work through these problems and the MRJC appears to be a good fit.
Appendix: Mediation and Restorative Justice Centre Memorandum of Understanding
2.8 Relationship with Area Council Draft
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REFERENCE:
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DATE APPROVED:
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Area Councils’ Memorandum of Understanding
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Draft
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ADOPTED BY:
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It is in the best interest of the EFCL and the Area Councils to share resources and collaborate on projects that are of mutual benefit to both organizations and their member community leagues. The EFCL will use their best efforts to aid and promote Area Councils as the EFCL recognizes that Area Councils can focus on area or district level issues, whereas the EFCL only focuses on city-wide issues affecting community leagues.
The purpose and or rationale of this policy:
To recognize the positive and strategic role that Area Councils can play when dealing with area or district level issues. This policy reaffirms the Memorandum of Understanding between the EFCL and Area Councils.
Appendix: Area Councils’ Memorandum of Understanding
2.9 Membership
2.9.1 Merging of Community Leagues 2002-02-14
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REFERENCE:
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DATE APPROVED:
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Working in Partnership; recipes for success. Wild Rose Foundation. August 2001.
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2002-02-14
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Bylaws – May 25, 2010
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ADOPTED BY:
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Membership
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The EFCL supports the leagues who wish to merge in order to foster a healthier community league and to prevent leagues from going defunct and being absorbed by a neighbour.
The purpose and or rationale of this policy:
This policy determines the criteria under which the EFCL will support the merging of community leagues. The procedure outlines the recommended process for the merging of two or more Leagues.
2.9.1 Merging of Community Leagues Draft
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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
The CRC and/or the EFCL can provide assistance with negotiating problems and developing agendas and bylaws.
3. PROCEDURES
The EFCL supports a merger as an alternative to having a league go defunct and having to assign its territory to other league(s).
Generally the need to merge or go defunct arises when one league can no longer recruit sufficient volunteers to meet its bylaws (i.e., fill its board of directors) or when its remaining volunteers are tired of sustaining the league any longer.
Step 1: Discussion with Neighbouring Leagues
The League should view its neighbours to find a likely merger candidate. Things like significant geographic barriers, relative health of the neighbour and shared interests or demographics should be considered.
The Board of the affected League should then approach the Board of the neighbouring League to examine potential issues and opportunities. The most common hindrance to a merger is the loss of identity by either or both Leagues. Each League perceives itself to be unique. Commonalities need to be identified and differences discussed. In addition there needs to be a candid discussion of finances and the impact of the merger on grants, facilities and programs.
Step 2: Motion of intent
Notification should be provided to the EFCL, CSD and any other partner groups.
If general consensus is reached, each board should conduct a separate meeting to pass a motion of intent to proceed with the merger. This will give both of them the authority to undertake the necessary consultation processes with their respective members.
Step 3: Working Committee
Prior to the consultation phase a joint working should be struck to develop an implementation and communication plan. This plan would outline the specifics of the merger/transition including recommendations for a short term facility and operating plan, etc. This committee then follows through on the balance of the process.
Step 4: Consultation phase
It is recommended that both leagues have a special town-hall meeting (not necessarily formal) where a presentation is made on the background leading to this action and the methods of resolving known issues. Also included should be an outline of the future steps in the process. The purpose of the meeting is to collect, without bias, the opinion of the neighbourhood’s residents. They should be reminded that the only change would be to the league that is providing the services to them. (The discussion would be enhanced by the provision of benefit and impact statements.) Collect the input and factor it into any additional discussions that need to take place.
Step 5: Draft new bylaws
The affected Leagues could merge names or create a new one. They must redefine boundaries and set up the new governance structure as required under the Alberta Societies Act.
Step 6: Special General Meeting (separate)
Each of the affected Leagues needs to call its own Special General Meeting with 21 days notice. Such notice should specify the following:
§ Intention to dissolve the league and rescind the bylaws.
§ Intention to merge with the other league.
§ Approval of the new bylaws in principle.
§ Ensure compliance with own bylaws.
§ Both leagues remain in place as separate entities until the new bylaws are approved first by a joint General Meeting (see Step 7 below) and then are filed and approved by Corporate Registry.
Notification should be provided to the EFCL, CSD and any other partner groups.
Step 7: Special General Meeting (joint)
A Special General Meeting is called with residents of both neighbourhoods together and the new bylaws are ratified. An interim Board of Directors can then be elected. The new bylaws are then filed with Alberta Corporate Registry.
Step 8: Elections and Merging Functions
A general meeting is called to elect the new board once the bylaws are registered. Notification is provided to the EFCL and at an EFCL general meeting the new league is accepted into membership and our fees waived for the first year. The new executive should then set out to merge bank accounts and operate the appropriate facilities or programs. The bank will need to see the dissolution documents as well as the new incorporation documents.
The above points identify the recommended process for the merging of two or more Leagues. They also ensure that the requirements under the Societies Act are met and that appropriate community consultation takes place.
2.10 Consultation With Organizations 2005-05-13
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REFERENCE:
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DATE APPROVED:
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2005-05-13
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ADOPTED BY:
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From time to time the EFCL is asked to provide representation on various consultation processes. It is appropriate to participate in these processes if the outcome will support the EFCL goals and objectives or in some way enhance the community league movement. The Board may then appoint a representative to attend the meetings.
The purpose and or rationale of this policy:
To determine a protocol for agreeing to participate in a consultation process and how to appoint a representative. The representative will report in the same manner as a committee as outlined in Policy 2.5.5
The agreement for consultation must meet the following criteria.
§ Advance the community league movement.
§ Matters that affect the Member community leagues.
§ Directly relate to the EFCL goals and objectives.
§ Be of a city wide nature where there is an impact on the neighbourhood’s quality of life (i.e. Master Transportation Plan, Land Use Bylaw or Parkland Bylaw) .
§ Affect recreation opportunities or recreation service delivery in the City (Joint Use Agreement, Arena Strategy, etc.).
§ An issue affecting community consultation protocols.
§ On general issues affecting the health and sustainability of the volunteer sector.
2.10 Consultation With Organizations 2005-05-13
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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
Committees: May advance a recommendation for participation in a consultation to the Board under the criteria.
Executive Director: To review the request for representation and evaluate the opportunity. Prepare a recommendation to the Board for participation.
Board of Directors: To review the request and determine the disposition and/or representative for a consultation.
3. PROCEDURES
The EFCL will use its best efforts to consult with their Member community leagues in developing policy positions.
Matters deemed to be of significant importance by the Executive Director and the EFCL President along with actions taken are to be brought to the attention of the EFCL Board.
2.11 Volunteer Involvement Draft
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REFERENCE:
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DATE APPROVED:
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Canadian Code for Volunteer Involvement
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Draft
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ADOPTED BY:
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The achievement of the goals of the EFCL is best served by the active participation of volunteers in the community. To this end, the EFCL subscribes to the Canadian Code for Volunteer Involvement.
The purpose and or rationale of this policy:
The EFCL accepts and encourages the involvement of volunteers at all levels of the community league movement and within all appropriate programs and activities.
Volunteers are an integral part of our team. Volunteers, and their contributions, significantly enhance the quality of life and community spirit in Edmonton. Volunteers are a valuable human resource requiring and warranting support and encouragement to maintain and develop their skills and to ensure their continued involvement. The EFCL will continue to develop and provide support for volunteers and league to ensure their continued involvement, recognition and development.
Appendix: Canadian Code for Volunteer Involvement
2.11 Volunteer Involvement Draft
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Policy Implementation
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Authority:
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EFCL President
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Executive Director
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1. DEFINITIONS
Volunteer: Volunteers are individuals who reach out beyond the confines of paid employment and normal responsibilities to contribute time and service to the EFCL and community leagues because of their belief that their activity is beneficial to others as well as satisfying to themselves.
2. RESPONSIBILITIES
Volunteers are part of the human resources team, with all of the organizational support and personal responsibilities that this implies. They are expected to offer input regarding their assignments.
Paid employees may not serve in a governing, policy-making or advisory role while employed by the EFCL. Paid employees may, however, serve in direct-service volunteer roles that are outside the scope of their paid work within the EFCL and that take place outside of usual working hours. (i.e. assisting with the Casino)
EFCL paid employees may volunteer for their home leagues in a governance role but may not represent their league at an EFCL meeting.
2.12 Political Involvement Draft
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REFERENCE:
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DATE APPROVED:
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Draft
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ADOPTED BY:
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The EFCL does not endorse or support individual candidates or political parties at any level of government. There is no release of contact lists to candidates or issuance of comments on a candidate's suitability or report cards on an incumbent’s performance. The EFCL will not become involved in election coalitions. The EFCL will remain apolitical.
The purpose and or rationale of this policy:
Regardless of who gets elected the EFCL must work with them. It is in the best interests of the EFCL to maintain strong ties with all candidates, therefore the EFCL will not comment on any of the candidates. This is to ensure that relationships are not severed with a candidate that the EFCL did not endorse.