BOARD POLICY HANDBOOK. Calgary RCSSD No. 1

Transcription

1 BOARD POLICY HANDBOOK Calgary RCSSD No. 1 April 18, 2018

2 This has been developed to highlight and support the very important governance function of the Board. In addition to clearly defining the role of the Board, the role of the Chief Superintendent and the delegation of authority from the Board to the Chief Superintendent, it includes the following as policies: 1. Foundational statements which provide guidance and direction for all activities within the District; 2. Directions for how the Board itself is to function and how individual Trustees are to conduct themselves; how Board committees and representatives are to function; 3. Statements as to how appeals and hearings will be conducted; 4. Non-delegable matters such as policy-making and school closures; and 5. Specific matters which the Board has chosen not to delegate to the Chief Superintendent. This is intended to be supplemented by an Administrative Procedures Manual; the primary written document by which the Chief Superintendent directs staff. The Administrative Procedures Manual must be entirely consistent with this. The development of two separate and distinct documents is meant to reinforce the distinction in this District between the Board s responsibility to govern and the Chief Superintendent s executive or administrative duties. It is to be noted that the electronic versions of both the and the Administrative Procedures Manual as well as any other handbooks/manuals referenced are always the most current documents available.

3 1 TABLE OF CONTENTS Page Policy 1 Foundation Statements 3 Policy 2 Role of the Board 6 Policy 2 Appendix A Board Annual Work Plan 11 Policy 2 Appendix B Facilitated Board Self Evaluation Process 18 Policy 2 Appendix C Performance Review: Board Assignments of Special Responsibility 22 Policy 3 Role of the Trustee 24 Policy 3 Appendix A Trustee Professional Development Request Form 29 Policy 3 Appendix B Trustee Professional Development Post Activity Report 30 Policy 3 Appendix C Trustee Referral Form 31 Policy 4 Code of Conduct and Sanctions 35 Policy 5 Role of the Board Chair 40 Policy 6 Role of the Vice-Chair 43 Policy 7 Board Operations 44 Policy 7 Appendix A Ward Map 59 Policy 7 Appendix B Bylaw Policy 7 Appendix C Bylaw Policy 7 Appendix D Bylaw Policy 7 Appendix E Requests for Presentations 85 Policy 8 Board Committees 86 Policy 9 Board Representatives 93 Policy 10 Policy Making 96 Policy 11 Delegation of Authority 99 Policy 12 Role of the Chief Superintendent 101 Policy 12 Appendix A Chief Superintendent Evaluation process, criteria and Timeline 104 Policy 12 Appendix B Chief Superintendent Performance Assessment Guide 107 Policy 12 Appendix C- Interview Guide Chief Superintendent Leadership Practices 114 Policy 13 Hearings on Teacher Transfers 115

4 2 Policy 14 School Closures 117 Policy 15 Recruitment and Selection Of Personnel 120 Policy 16 Fundraising 121

5 3 Policy 1 FOUNDATION STATEMENTS These statements speak to who we are and what we stand for as a school district and represent the philosophic foundation that guides Board and administrative decision making. Mission Statement Living and Learning in our Catholic Faith. Value Statement All members of our community are sacred and must be treated with dignity and respect. We value excellence in Catholic education, guided by shared responsibility and the moral authority of the Church. Vision Statements Faith Our Catholic schools demonstrate their constitutional right to provide and support the development, permeation and modeling of our faith. Relationships Our Catholic schools promote shared responsibility for stewardship of resources, transparency and the success of the students in our care. Excellence in Teaching and Learning Our Catholic schools develop students who reflect the image of God and are successful contributors to a global society. Visionary Outcomes Students are empowered to reach their full potential and to reflect the image and likeness of God. 1. Living the Catholic Faith All students internalize their faith values through integrated knowledge and understanding of, and respect for, the teachings of the Catholic Church, appropriate to their grade and developmental capacity. This includes, but not limited to: All students, through their actions, reflect the teachings of Christ.

6 4 All students, through their interactions, value the sacredness of the individual. All students actively engage in the life of the Church through its sacraments, liturgical celebrations and social justice ministries. All students have knowledge of Church doctrine to support their continuous moral development. 2. Life-long Learners All students have the behaviour, understandings and abilities, appropriate to their grade and developmental capacity, to become life-long learners. This includes, but not limited to: Students develop critical thinking, systematic problem solving, and clear communication skills. Students develop the capacity to use available learning tools. Students demonstrate the behaviour skills and abilities that enable them to be accountable for their personal development and learning. Students demonstrate appropriate interpersonal and social skills. Students demonstrate respect for the rights of all peoples. 3. Contributors to Society All students will be contributors to society and dedicated to the common good, consistent with the teachings of the Catholic Church, and appropriate to their grade and developmental capacity. This includes, but not limited to: Students will develop an understanding of, and commitment to, personal responsibility for social justice. Students will respect the dignity and worth of others, and be sensitive to their needs. Students will participate in service to community. Students are able to articulate the teachings of the Catholic Church about social justice. Students will demonstrate an integrated world view. Students will demonstrate an understanding of the interconnectedness of humanity. Students will demonstrate a respect for the environment. Students will demonstrate an understanding of the interdependency of people and nations.

7 5 The Logo Design The logo is comprised of three components; the logo, the colour and the typestyle. The logo shall be used in its entirety (logo, colour and typestyle together) for all applications. The cross in the logo depicts the Catholicity of the District The two interlocking C's that form an 'S' in the centre of the logo represent the initials of the words Calgary Catholic Schools. The interlocking pattern suggests that it is within the school system that one's sense of Catholic community will be realized. The double block shapes represent a stylized open book, a universal symbol of learning, projecting the message that the Calgary Catholic School District is primarily an educational community. The lines forming the top and bottom edges of the book are not parallel; instead, the lines begin at the centre of the logo and project beyond the logo, suggesting transcendence. The District's logo symbolizes unity (through the interlinking of the two C s ), diversity (through an open book symbol) and the student striving to realize his or her potential (through transcending lines) within the community of Calgary Catholic schools. The District's colours are black and gold. Black is the mix of all colours suggesting the infinite potential of a complex community; gold is the colour of aspiration. Legal Name The legal name of the school district is the Calgary Roman Catholic Separate School District No. 1. It is further recognized the practicality of being recognized by a less cumbersome title and therefore authorizes the vernacular use of the name Calgary Catholic School District in lieu of the full legal name of the District. Adopted: April 13, 2016 Legal Reference: School Act reference sec. 8, 13, 39, 45, 47, 60, 61, 78, 113 School Authority Accountability Policy Government Accountability Act Guide to Education ECS to Grade 12 Policy and Requirements for School Board Planning and Reporting School Authority Planning and Reporting Reference Guide

8 6 Policy 2 ROLE OF THE BOARD As the corporate entity established by provincial legislation and given authority by the School Act and attendant Regulations and the corporate body elected by the electors that support Calgary Roman Catholic Separate School District No. 1 the Board of Trustees shall provide overall direction and leadership to the District. It is accountable for the provision of appropriate educational programs and services to resident students of the District to enable their success, in keeping with the requirements of government legislation and the values of the electorate. Therefore, the Board will focus on strategies that recognize the importance of seeing the face of Christ in everyone, continual improvement, respecting and encouraging diversity, identifying and removing obstacles that may impact on the District s success. The Board accepts the responsibility of providing an education system that is organized and operated in the best interests of the students it serves. It exercises this responsibility through setting of clear strategic direction and the wise use of resources. Specific Areas of Responsibility 1. Faith Leadership 1.1 Govern in a manner that exhibits Shepherd Leadership, including, but not limited to, a commitment to gospel values, responsiveness, collaboration, good judgment, foresight, problem solving, social justice, caring, mutual respect and our Foundation Statements. 1.2 Govern with justice and fairness recognizing that some individuals, groups and communities have different or extraordinary needs that may only be addressed by the allocation of additional or more appropriate resources required to meet their potential. 1.3 Be accountable to the District s Catholic ratepayers by being an advocate for the preservation of Catholic Education constitutional rights in Alberta. 1.4 Participate in, and make decisions regarding Alberta Catholic School Trustees Association (ACSTA) issues. 1.5 Ensure regular communication with the Bishop regarding Catholic Education issues in the District. 1.6 Act in accordance with Canon Law in regards to Catholic Education. 1.7 Ensure that a strong Faith Development component is provided for all students and staff including an annual Faith Day for staff.

9 7 2. Accountability for Student Learning 2.1 Provide overall direction for the District by establishing and reviewing vision, mission and values. 2.2 Annually approve the process and timelines for the refinement of the Three- Year Education Plan. 2.3 Approve the Board s strategic priorities and key results early in the annual Three-Year Education planning process, review the draft three year plan and provide final approval of the plan and AERR prior to submission to Alberta Education. 2.4 Assess the effectiveness of the District in achieving established priorities, and key results. 2.5 Annually approve the rolling Three-Year Education Plan/Annual Education Results Report for submission to Alberta Education and for distribution to the public. 3. Catholic Community Assurance 3.1 Make informed decisions that consider Catholic community values and represent the interests of the entire District. 3.2 Engage and inform the community concerning District programs, needs and desires. 3.3 Establish processes and provide opportunities for community engagement. 3.4 Report District outcomes to the community at least annually. 3.5 Develop procedures and hold hearings as required by statute and/or Board policy. 3.6 Model a culture of respect and integrity. 3.7 Maintain transparency in all fiduciary aspects. 3.8 Approve the School Council Handbook and any changes thereto. 4. Accountability to Provincial Government 4.1 Act in accordance with all statutory requirements to implement provincial standards and policies. 4.2 Perform Board functions required by governing legislation and existing Board policy. 5. Fiscal Accountability 5.1 Approve budget assumptions and Board priorities at the outset of the budget process. 5.2 Review draft budget and approve the annual budget to achieve desired results. 5.3 Approve Trustee expense reimbursement rates. 5.4 Approve substantive budget adjustments when necessary.

10 8 5.5 Monitor the fiscal management of the District through receipt of at minimum quarterly fiscal accountability reports including variance analyses and yearend projections. 5.6 Review the Audit Report and management letter and ensure any deficiencies are remediated. 5.7 Approve annually the Three-Year Capital Plan for submission to Alberta Education. 5.8 Approve borrowing for capital expenditures within provincial restrictions. 5.9 Approve the parameters for negotiations after soliciting advice from the Chief Superintendent and others At its discretion, ratify Memoranda of Agreement with bargaining units Review and approve all changes in compensation and benefits for exempt staff Approve the Chief Superintendent s contract and any amendments thereto Approve annually signing authorities for the District Approve transfer of funds to/from reserves Approve investment parameters Approve any supplementary pension plan for staff 6. Board/Chief Superintendent Relations ( First Team ) 6.1 Select the Chief Superintendent and anyone who is expected to act in the place of the Chief Superintendent for a period longer than one year (365 days) duration. 6.2 Provide the Chief Superintendent with clear corporate direction. 6.3 Delegate, in writing, administrative authority and identify responsibility subject to provisions and restrictions in the School Act. 6.4 Respect the authority of the Chief Superintendent to carry out executive action and support the Chief Superintendent s actions which are exercised within the delegated discretionary powers of the position. 6.5 Annually evaluate the Chief Superintendent, in accordance with a preestablished performance appraisal mechanism. 6.6 Approve the Chief Superintendent s contract and any amendments thereto. 6.7 Annually review compensation of the Chief Superintendent. 6.8 Approve, by motion, Chief Superintendent out of province professional development. 7. Board Development 7.1 Develop a plan for governance excellence in fiduciary, strategic and generative engagement modes. 7.2 Annually evaluate Board effectiveness in meeting performance indicators and determine a positive path forward.

11 9 7.3 Maintain membership and active involvement in ACSTA and ASBA. 7.4 Provide for effective Board orientation for new Trustees. 7.5 Provide for twice yearly externally facilitated corporate evaluative feedback to the chair, vice chair, and appointees to external organizations. One of these evaluations shall be integrated into the externally facilitated Annual Facilitated Board Self Evaluation. 8. Policy 8.1 Identify how the Board is to function. 8.2 Ensure Board policies are reviewed in a timely manner to ensure currency and relevancy. 9. Political Advocacy 9.1 Act as an advocate for public education and the District. 9.2 Identify issues for advocacy on an ongoing basis. 9.3 Develop a plan for advocacy including focus, key messages, relationships and mechanisms. 9.4 Annually approve an advocacy/influence plan and review the efficacy of the plan annually. A vital component of this plan shall be advocacy for Catholic education. 9.5 Promote regular meetings and maintain timely, frank and constructive communication with locally elected officials. 9.6 Arrange meetings with elected municipal, provincial and federal government officials to communicate and garner support for education in general and Catholic Education in particular. 9.7 Regularly review events and strategic partnerships and make decisions on Board representation. Selected Responsibilities The Board shall: 1. Acquire and dispose of land and buildings; ensure titles to or enforceable long-term interests in land are in place prior to capital project construction. 2. Name schools and other District-owned facilities. 3. Make a recommendation to the Minister for dissolution of a School Council. 4. Approve joint-use agreements. 5. Approve locally developed courses. 6. Hear unresolved student or staff complaints of discrimination or harassment.

12 10 7. Recognition and Celebration 7.1 Provide Board approved recognition to students, staff and community members 7.2 Consider submission of nominations for ASBA and ACSTA awards 7.3 Play a role in celebration events 8. Attend meetings with Municipal, Provincial, and Federal officials and community partners. 9. Approve borrowing for capital expenditures within provincial restrictions 10. Approve parameters for negotiations after soliciting advice from the Chief Superintendent and ratify Memoranda of Agreement with Bargaining units. 11. Review and approve Board compensation and expenses. 12. Review all policies at least once in a term. Adopted: October 4, 2017 Legal Reference: Local Authorities Elections Act Results-Based Budgeting Act Sections 21, 39, 43, 45, 56, 60, 61, 62, 63, 78, 147, 187, 188 School Act Section 16 Government Accountability Act

13 11 Policy 2 Appendix A Revised: December 11, 2017 BOARD ANNUAL WORK PLAN September Regular Board Meeting Agenda Items Review Board Annual Work Plan Nominate individuals/groups for ASBA and ACSTA awards as appropriate Annually approve the Board advocacy plan Annually approve the Board development plan Determine resolutions to be brought forward for ACSTA FGM Submit recommendations for ACSTA bylaw changes Review and respond to call for directives for action from ASBA Zone 5 Summer School Fiscal and Student Achievement Review Summer School Student Enrolment Review Events Welcome Back BBQ ASBA Zone 5 Meeting ACSTA and ASBA Board of Directors meetings School Council Chair Orientation October Regular Board Meeting Agenda Items Receive as information New Modular Placements and Relocation Review September 30 Enrolment Report Review Staffing Report Receive and review ASBA and ACSTA Resolutions/Policies for Fall AGMs Upon the recommendation of the Audit Committee, review the appointment of auditor and approve the auditor s terms of engagement Approve annually signing authorities for the District (in an election year) Approve agenda for November Parent and Trustee Forum Submit as required any emergent policy position to ASBA for FGM. Review and take actions as required re: Quarterly financial variance Reports from audit committee At Organizational Meeting (election year) approve schedule of meeting for October June Expression of interest in Key Roles (election year) At Organization Meeting in election years select chair, vice chair, ASBA director, ASBA Zone 5 representative, ACSTA director, St. Mary s University Advisory

14 12 Group representative, Teacher Employer s Bargaining Association (TEBA) representative, and appoint Audit Committee Chair Events Trustee Orientation (election year) School Council Chair and Trustee General Meeting ASBA Zone 5 Meeting ASBA Board of Directors meetings Bishop s Dinner (Diocesan event) Special Meeting Scheduled Board Governance November Regular Board Meeting Agenda Items Approve the Three Year Education Plan/Annual Education Results Report Accountability Report re Student Learning Motion as to whether or to what extent evidence in the Accountability Report meets the identified Quality Indicators). (Proposed motion: That based on the evidence provided in the Student Learning Accountability Report, the Board determines that the following Quality Indicators have been met relative to the current evaluation period.) Approve Transfers from Reserves Approve Audited Financial Statements Approve Revised District Budget Review audit committee reports and consider recommendations from the audit committee re approval of the audited financial statements and any changes to the scope and cost of the audit, performance of the auditors, assessment of any financial QI s assessed by the auditor, the quarterly financial variance reports. Approved AERR for submission to Alberta Education. Review and assess the success of the District in achieving the key results in the three year education plan Approve attendance and bursary for School Council attendance at ASCA Conference Events Host Long-Service Recognition Event ASBA Zone 5 Meeting ACSTA Fall General Meeting ASBA Fall General Meeting ASBA Board of Directors meetings Fall Board/Executive Team Planning Session Faith Day Mayor s Food Drive November Parent & Trustee Forum FNMI Community Dinner

15 13 December Regular Board Meeting Agenda Items Review and take actions as required re: Quarterly financial variance Reports from audit committee Approve three year education plan development process and timelines Establish and approve strategic priorities and key results early in the process; Acknowledge receipt for information purposes only the annual calendar for students and staff Approve agenda for Jan. Parent & Trustee Forum Approve Borrowing Resolution As appropriate, approve the Separate School Opting Out resolution Events Christmas activities CALSEP Luncheon ASBA Board of Directors meetings January Regular Board Meeting Agenda Items Approve Budget process and timelines document Accountability report re: Faith Leadership Motion as to whether or to what extent evidence in the Accountability Report meets the identified Quality Indicators). (Proposed motion: That based on the evidence provided in the Faith Leadership Accountability Report, the Board determines that the following Quality Indicators have been met relative to the current evaluation period.) Review and approve investment plan to ensure investments continue to be appropriate to the circumstances of the Board. Respond to call for proposed ASBA bylaw amendments for Spring General Meeting Review Class Size Report Review annual Faith Day report Events ASBA New Trustee Orientation (following election) ASBA Zone 5 Meeting ASBA Board of Directors meetings Jan. Parent & Trustee Forum February Regular Board Meeting Agenda Items Approve Budget Assumptions and Board Budget Priorities

16 14 Personnel Management accountability report (in private and public), Motion as to whether or to what extent evidence in the Accountability Report meets the identified Quality Indicators). (Proposed motion: That based on the evidence provided in the Personnel Management Accountability Report, the Board determines that the following Quality Indicators have been met relative to the current evaluation period.) Approve agenda for March Parent & Trustee Forum Provide strategic direction for Parent and Trustee forums Events ASBA Zone 5 Meeting ACSTA and ASBA Board of Directors meetings Special Meeting - Board Strategic Planning March Regular Board Meeting Agenda Items Determine ASBA Edwin Parr Nomination (end of March) Accountability report re Student Welfare Motion as to whether or to what extent evidence in the Accountability Report meets the identified Quality Indicators). (Proposed motion: That based on the evidence provided in the Student Welfare Accountability Report, the Board determines that the following Quality Indicators have been met relative to the current evaluation period.) Approve annually the Three-Year Capital Plan for submission to Alberta Education. Review and take actions as required re: Quarterly financial variance Reports from audit committee Events ASBA Zone 5 Meeting ASBA Board of Directors meetings March Parent & Trustee Forum Host District Celebration (Staff and Student Recognition) Special Meeting Scheduled Board Governance April Regular Board Meeting Agenda Items Review Budget Assumptions and Preliminary Budget and make adjustments if required Review draft budget and provide redirection if required Review ASBA and ACSTA Bylaws and Resolutions for Spring AGM Review and provide feedback re draft Three Year Education plan Annually review confidential report of salary and wage increases for exempt staff Events ASBA Zone 5 Meeting

17 15 FNMI Community Dinner May Regular Board Meeting Agenda Items Approve Budget Approve Capital Plan Approve transfer of funds to/from reserves Approve Operational Budget for submission to Alberta Education Approve Three Year Education plan Review presentation from Student Advisory Council (SAC) Accountability report re: Communications and Community Relations Motion as to whether or to what extent evidence in the Accountability Report meets the identified Quality Indicators). (Proposed motion: That based on the evidence provided in the Communications and Community Relations Accountability Report, the Board determines that the following Quality Indicators have been met relative to the current evaluation period.) Update on re-organization if necessary Events ASBA Zone 5 Meeting ACSTA and ASBA Board of Directors meetings Special Meeting Scheduled Board Governance Attend Arbour Day Celebrations June Regular Board Meeting Agenda Items Nominate for ASBA and ACSTA Awards as appropriate Review and Revise if necessary the Board Annual Work Plan Review and take actions as required re: Quarterly financial variance Reports from audit committee Select the facilitator and set the time for the CEO and Board Evaluation for the next year Approve the CEO evaluation as an accurate assessment of the Chief Superintendent s Performance during the evaluation period Approve the Board Positive Path Forward document developed during the Facilitated Board Self Evaluation workshop. Select the facilitator and set time for twice yearly facilitated corporate feedback to the chair, vice chair, ASTA and ASBA and St Mary s representatives. One of these shall be integrated into the Annual Facilitated Board Self Evaluation At Organizational Meeting in non election years select chair, vice chair, ASBA director, ASBA Zone 5 representative, ACSTA director, St. Mary s University Advisory Group representative, Teacher Employer s Bargaining Association (TEBA) representative, and appoint Audit Committee Chair

18 16 At Organizational Meeting approve schedule of meetings. In year preceding election schedule dates June October of next year. Approve annually signing authorities for the District (in non-election year) Review and determine Chief Superintendent compensation and contract extensions Annually review and edit as required the annual board work plan to ensure Board work is included on Board agendas. Review Board Chair s report Expression of interest in Key Roles (non election year) Review and provide input into the Annual Report Events Host Farewell Banquet ASBA Zone 5 Meeting ASBA Spring General Meeting ASBA Board of Directors meetings CEO and Board Evaluation workshop August Regular Board Meeting Agenda Items (if scheduled) Events ASBA Directors Meeting District Opening Mass Selected Attend School Celebrations, upon request Attend School Councils, upon request Meetings with Municipal, Provincial and Federal officials and community partners Meetings with Bishop / Diocesan representatives Approve borrowing for capital expenditures within provincial restrictions. Approve the parameters for negotiations after soliciting advice from the Chief Superintendent Ratify Memoranda of Agreement with bargaining units. Approve changes in compensation and benefits (including, but not limited to, holidays, vacations, leaves of absence and extended workdays) for exempt staff as defined within the Exempt Employee Handbook. Approve the Superintendent s contract and any amendments thereto Consider recommendations from the communications committee task force as required Review Board compensation and expenses

19 17 Schedule appropriate board actions so that all policies are reviewed at least once per term. Meetings with MLA s Meetings with other boards Meetings with ACSTA Executive Approve investment parameters Make decisions about District involvement in Sheldon Kennedy Child Advocacy Centre in regards to finances and district reputation Legal Reference: Section 45, 56, 60, 61, 62, 63, 78, 147 School Act Section 16 Government Accountability Act Local Authorities Election Act

20 18 Policy 2 Appendix B Adopted: April 13, 2016 FACILITATED BOARD SELF-EVALUATION PROCESS Calgary Roman Catholic Separate School District No. 1

21 19 PROCESS The annual externally facilitated Board self-evaluation process shall be completed subsequent to the Chief Superintendent evaluation process described in the appendix to Policy 12 and entitled, Chief Superintendent/CEO Evaluation Process, Criteria and Timelines. The two evaluation processes are complementary in nature. PURPOSE The purpose of the facilitated Board self-evaluation is to answer the following questions: 1. How well have we fulfilled each of our defined roles as a Board during the evaluation period? 2. How do we perceive our interpersonal working relationships? 3. How well do we receive input and how well do we communicate with those we represent? 4. How well do we perceive we are performing as a corporate entity in terms of fiduciary, strategic, generative and ethical governance? 5. How would we rate our Board-Chief Superintendent relations? 6. How well have we adhered to our governance policies? 7. What have we accomplished this past year? How do we know? 8. Determine Board goal(s) for the coming year The answers to these questions provide the data for the development of a positive path forward. EVALUATION PRINCIPLES The following principles form the basis for the Board self-evaluation process. 1. A learning organization is focused on the improvement of practice. 2. A commitment to continuous improvement is a sign of organizational health. 3. An effective evaluation process provides for growth and accountability. 4. The annual Board evaluation process shall model the Board s commitment to principles A pre-determined process for evaluation strengthens the governance function, builds credibility for the Board and fosters an excellent Board-Chief Superintendent relationship. 6. An evidence-based approach provides objectivity to supplement the subjectivity involved in evaluation processes.

22 20 CONTEXT The Board is a corporate entity created by provincial legislation and given authority by the School Act and the attendant Regulations. It is comprised of Trustees elected in accordance with the Local Authorities Election Act. The Board exercises its authority through a democratic process. As governors of a Catholic school district, the Board has a dual role; the Board is accountable to the Minister of Education through the School Act and to the local bishop through Canon Law. In keeping with the teachings of the Catholic church, and the authorities and responsibilities set out in the School Act, Board policies, and all other legislation that may be applicable from time to time, the duty of the Board is to represent Catholic electors and advocate for publicly funded Catholic education in a broader context. The Board is charged with the responsibility of providing, for its students and their parents, an education system organized and operated in their best interests. It exercises this responsibility through setting of clear strategic direction and the wise use of resources. The Board must fulfill its key role of ensuring education in the District is Christ-centered and models Catholic values. FACILITATED SELF-EVALUATION OF PERFORMANCE Part 1: The Act provides the Board with significant authority including the authority to delegate. The Board must decide the authority it wishes to delegate and the authority to be retained. The Board is the only body in the District which can hold the Board accountable for performing its legally defined role. With reference to Policy 2 Role of the Board, Policy 2 Appendix A Annual Board Work Plan and the minutes from Regular and Special meetings held during the evaluation period Trustees will assess the corporate Board s effectiveness relative to each role area. The objective is to identify areas of strength on which to build and specific changes the corporate Board is committed to make during the next evaluation period. Evaluation Tool: Collect, collate and analyze responses to a Role of the Board questionnaire. Part 2: The Board functions as a corporate entity. Individual Trustees have only the authority granted them by the corporate Board. Therefore the interpersonal working relationships between and among Trustees is vital to the effective functioning of the Board. Evaluation Tool: Collect, collate and analyze responses to a Board Interpersonal Working Relationships questionnaire. Part 3: The Board is elected for a four year term. One key role is to represent the rate payers of Catholic education within the boundaries of the District and effectively communicate to the electorate between elections in a manner which creates assurance and builds confidence. Evaluation Tool: Collect, collate and analyze responses to a Communications/Representation questionnaire.

23 21 Part 4: Boards have fiduciary, strategic and generative governance roles. All must be performed in an ethical manner. Evaluation Tool: Collect, collate and analyze responses to a Readiness for Governance questionnaire. Part 5: With reference to the functioning of the First Team during the evaluation period Trustees will assess Board/Chief Superintendent Relationships. In other words is the Board effectively performing its role to make the First Team effective? Evaluation Tool: Collect, collate and analyze responses to a Board/Chief Superintendent questionnaire. Part 6: The Board s Policy role is critical to provide direction for the District, to delegate to and hold staff accountable through the office of the Chief Superintendent, and to promote and protect publicly funded Catholic education. Regular review of Board policies is required to ensure the currency and effectiveness of such policies. Evaluation Tool: Review the schedule of policy review to ensure the entire Handbook is subjected to review and revision once per term, identify any lack of alignment of practice with policy (e.g. from review of minutes) and make revisions as required in policy or practice as deemed appropriate. Part 7: Reviewing Board actions at least annually to determine perceived corporate Strengths, Weaknesses, Opportunities and Threats (SWOT) can assist in defining a positive path forward and avoid repetition of less effective functioning. Evaluation Tool: Conduct a SWOT analysis in light of Board minutes and direct Board observations. Part 8: Board approves of the directions to be taken during the next evaluation period to strengthen Board functioning including setting of Board goal(s). Part 9: Board assesses success or lack thereof addressing the positive path forward approved as a result of the last evaluation and includes any required actions in the current PPF. Part 10: Board reviews the process tools and process structure and identifies any changes desired for the next evaluation period. Part 11: Board approves the Positive Path Forward (PPF) in a Public Board Meeting. Note in subsequent years the evaluation process will commence with an accountability review of the previous year s PPF to ensure actions were taken as required and desired results achieved.

24 22 Policy 2 Appendix C Adopted: April 13, 2016 PERFORMANCE REVIEW: BOARD ASSIGNMENTS OF SPECIAL RESPONSIBILITY The Board believes that continuous improvement is facilitated through the provision of: clearly stated roles and expectations, and timely constructive feedback. To that end the following processes will be utilized to provide ongoing clarification and accountability in regard to the following positions: 1. Chair 2. Vice-chair 3. ACSTA Director 4. ASBA Director 5. Zone 5 Representative 6. Board representative to St. Mary s University 7. Chair of the Audit Committee 8. Teacher Employer s Bargaining Association (TEBA) representative The purpose of the above assessments is to answer the following questions: 1. How well has the Trustee fulfilled the Board assignment of special responsibility? 2. How effective does the Board perceive the Trustee has been in terms of interpersonal working relationships? 3. How well has the Trustee received input from the Board and how well has the Trustee communicated to the Board? 4. How well has the Trustee worked with the Chief Superintendent in this role? 5. How well has the Trustee adhered to Board policies? 6. What has been accomplished by the Trustee in the assigned role of special responsibility The following principles form the basis for the assessment of Board assignments of special responsibility. 1. The assessment is to improve performance of the Trustee in the assigned role.

25 23 2. The Board corporate perspective is paramount and supersedes the perception of individual Trustees. 3. A commitment to continuous improvement means a lack of defensiveness on the part of the Trustee serving in a special assignment. 4. An effective assessment process provides for growth and accountability. 5. A facilitated process is desired. Possible Outcomes of the Assessments From time to time expectations of individual Trustees or the Board corporate can shift without changes being made in policy to reflect those revised expectations. In such instances a review of performance may most appropriately lead to a change in the defined role as stated in policy. In other instances, the style or manner in which the defined role is carried out is more the issue as technically the role is being performed as directed in policy but the Board may desire a different style. In such instances the Trustee fulfilling the role can frequently adjust if feedback is provided in a timely and constructive manner. In other instances a Trustee may lack skill or will to perform the defined role as desired by the corporate Board. In such instances Trustee development in some form would be most appropriate if more skill is required and a change in the person occupying the assignment of special responsibility if there is a lack of will to change. From time to time the Board may change assignments to afford opportunity for other Trustees to contribute and is not a reflection on the person previously serving in the position. The Assessment Process: The first assessment will occur in January while the second will occur as part of the Facilitated Board Self Evaluation in June. In each instance, the facilitator will survey via telephone interview all Trustees using interview guide(s) approved by the Board. From these interviews the facilitator will develop draft recommendations and discuss these with the person serving in the special assignment. The facilitator will finalize the recommendations including areas worthy of particular commendation and any agreed upon direction for change including any recommended policy revisions. The Facilitator will meet with the Board in closed session and share the report and the Trustee will have opportunity to respond.

26 24 Policy 3 ROLE OF THE TRUSTEE The role of the Trustee is to contribute to the Board as it carries out its mandate in order to achieve its core purpose. The oath of office taken or affirmation made by each Trustee when s/he assumes office binds that person to work diligently and faithfully in the cause of Catholic education. The Board of Trustees is a corporation. The decisions of the Board in a properly constituted meeting are those of the corporation. Individual Trustees exercise an effective decision making role in the context of corporate action. A Trustee who is given authority by Board motion to act on behalf of the Board may carry out duties individually but only as an agent of the Board. In such cases, the actions of the Trustee are those of the Board, which is then responsible for them. A Trustee acting individually has only the authority and status of any other citizen of the District. Individual Trustees do not have the authority to direct the District s administration and staff. Specific Responsibilities of Individual Trustees 1. Actively promotes and protects publicly funded Catholic education. 2. Models Catholic values and has a clear understanding of the role and responsibilities of a Catholic Trustee. 3. Has an understanding of, and values the important role of the Bishop on moral issues. 4. Consistently models the characteristics of a Shepherd leader. 5. Is committed to one s own journey in faith. 6. Become familiar with District policies, meeting agendas and reports in order to participate in Board business. 7. Anticipates and plans for the provision of supports needed to support a welcoming, caring, safe and respectful learning environment for a diverse student and staff population. 8. Recognize his/her fiduciary responsibility to the District and act in the best interests of the District understanding that District needs are paramount. 8.1 Vote on every Board motion, unless there is a conflict of interest. 8.2 Support a majority vote of the Board to advance the work of the Board. 9. Provide for the engagement of parents, students and the community in matters related to education. 10. Respectfully bring forward and advocate for local issues and concerns.

27 Refer matters not covered by Board policy, but requiring a corporate decision to the Board for discussion. 12. Refer administrative matters to the Chief Superintendent through the Chair. 13. The Trustee, upon receiving a complaint or an inquiry from a parent, staff member or community member about operations, will refer the parent, staff member or community member back to the teacher, Principal or department. Where the Trustee deems the matter to require further administrative action, the Trustee Referral Form (see Appendix) will be completed and submitted to the Chair and Chief Superintendent. 14. Keep the Chief Superintendent and the Board informed in a timely manner, through the Chair, of all matters coming to his/her attention that might affect the District. Personnel matters are to be brought to the attention of the Chief Superintendent only. 15. Attend Board meetings, and committee meetings as assigned, prepared to participate in, and contribute to, the decisions of the Board in order to provide the best solutions possible for education within the District. 16. When delegated responsibility, will exercise such authority within the defined terms of reference in a responsible and effective way. 17. Strive to develop a positive and respectful learning and working culture both within the Board and the District. 18. Attend School Council meetings as a Board representative upon invitation, when possible. 19. Attend, when possible, District functions/events. 20. Attend extra-curricular school activities, including graduations, when designated or formally invited as Board representative. 21. Become familiar with, and adhere to, the Trustee Code of Conduct. 22. Report any violation of the Trustee Code of Conduct to the Board Chair, or where applicable, to the Vice-Chair. Trustee Development The Board will invest time and resources in continuous improvement of its governance capacity to enhance the quality of leadership and service in the District. Trustee development opportunities undertaken by Trustees must be relevant to the role of Trustee, and must benefit the Board. Trustees must share the materials and ideas gained with fellow Trustees at a Board meeting following a Trustee development activity. The Board recognizes that continual updating of skills and awareness of new issues are vital to a Trustee s contribution to the Board. Therefore, Trustees shall have ongoing opportunity and take personal responsibility for continued training and education to enhance their governance capabilities. 1. Professional development for Trustees may be categorized as one of three types:

28 Individual Professional development activities designed to target a specific learning goal of an individual Trustee; 1.2 Targeted Professional development designed to meet the needs of one or more Trustees to build capacity specific to a skill or knowledge set; and 1.3 Board Professional development activities designed to build capacity of the Board as a whole. 2. The Board will establish and be accountable for an annual budget for its own governance functions. These shall include, but not be limited to: Trustee attendance at general meetings for provincial associations, Improvement of its governance functions, Finances required to enhance communications, Costs of outside consulting support, Course Fees, Books, Speakers, Subscriptions, Conferences, Electronic opportunities (on-line conferences, webcasting, etc.), 3. Professional development opportunities must take into account: Transparency, Accountability, Equity of opportunity, Cost versus benefit to Trustee and the Board, Specific professional development goals of a Trustee, and Specific professional development needs of the Board. 4. Conference attendance 4.1 While not limiting the number of Trustees who can attend, the Board will ensure that a minimum of four Trustees attend the ACSTA and ASBA general meetings. 4.2 Prior to registering for conferences other than ACSTA and ASBA general meetings, the Trustee will submit a written request to the Board Chair, using the Trustee Professional Development Request Form, specifying rationale for attendance, professional development goals targeted, and cost estimate. 4.3 Approval or denial of the application shall be made in a timely manner by the Board at a meeting of the Board. 4.4 Full participation of the Trustee is expected in order to maximize the value of the activity. 4.5 The number and type of professional development opportunities attended by each Trustee will be determined by the Board, and will take into consideration the learning goals identified by the Trustee, the needs of the Board, and the District, and will be evaluated through the lenses of equity, transparency, and fiscal responsibility. 4.6 Within two weeks following the completion of the professional development activity, the Trustee shall prepare, and have included as information, a completed Trustee Professional Development Post Activity Report, and will be prepared to speak to it during the Regular Board Meeting.

29 27 Orientation As a result of elections, the Board may experience changes in membership. To ensure continuity and facilitate smooth transition from one Board to the next following an election, Trustees must be adequately briefed concerning existing Board policy and practice, statutory requirements, initiatives and long-range plans. The Board believes an orientation program is necessary for effective trusteeship. All Trustees are expected to attend all aspects of the orientation program. 1. In the year of an election, the District will host a preliminary orientation session for all elected candidates prior to the Organizational Meeting which will include a review of and an expression of interest in Board assignments and committees. 2. The District will offer an orientation program for all Trustees that provides information on: 2.1 The principles and qualities of shepherd leadership. 2.2 An overview of the Board Annual Work Plan 2.3 The Board s relationship with other groups such as ASBA, ACSTA and other school Districts. 2.4 The Board s relationship with the Bishop and diocese. 2.5 The Governance model adopted by the Board 2.6 Role of the Trustee and the Board; 2.7 Board policy, agendas and minutes; 2.8 Organizational structure, roles, relationships and communication protocols within the school District including the use of social media. 2.9 Existing District initiatives, annual reports, budgets, financial statements and longrange plans; 2.10 Statutory and regulatory requirements, including responsibilities with regard to conflict of interest; 2.11 Primary legislation affecting the school District as well as relevant Regulations, and Ministerial guidelines and directives Required annual documentation and it s role within the District, including, but not limited to: Annual Education Results Report (AERR), 3 Year Plan, Budget, Audited Financial Statements, 3 Year and 10 Year Capital Plans Trustee remuneration and expenses. 3. The orientation program may also include: 3.1 A tour of the offices and the opportunity to meet District Office staff. 3.2 A tour of the schools and the opportunity to meet principals and staff.

30 28 4. The Board and Chief Superintendent are responsible for ensuring the development and implementation of the District s orientation program for Trustees. The Chief Superintendent shall provide each Trustee with access to the references listed in Policy 3 Appendix at the Organizational Meeting following a general election or at the first regular meeting of the Board following a by-election. 5. The District will provide support within the Board governance budget for Trustees attending provincial association sponsored orientation seminars. 6. Incumbent Trustees are encouraged to help newly elected Trustees become informed about history, functions, policies, procedures and issues. Adopted: April 13, 2016 Legal Reference: Section 60, 61, 68, 72, 80, 81, 82, 83, 84, 85, 86, 87, 88, 89, 90, 91, 246 School Act Section 6 Commissioner of Oaths Act

31 29 Policy 3 Appendix A Adopted: April 13, 2016 TRUSTEE PROFESSIONAL DEVELOPMENT REQUEST FORM Trustee Date Professional development activity that you wish to engage in (please attach the brochure if available, course information, subscription information, etc.) Reason to engage in this professional development activity (Trustee standard(s) which relate to the proposed activity, specific professional development outcome expected, benefit to Board and District). Anticipated costs (conference fees, travel, tuition, meals, subscription costs, books, etc.) Have you attended this professional development before? yes no If yes, how many times/when? Please list professional development activities engaged in/scheduled to be engaged in the current term Approved Not Approved Board Meeting Date If not approved, Board provided rationale is below: Signature of the Chair Date

32 30 Policy 3 Appendix B Adopted: April 13, 2016 TRUSTEE PROFESSIONAL DEVELOPMENT POST ACTIVITY REPORT Trustee Date Professional Development Activity Summary of the Activity: Projected Cost of the PD Activity Actual Cost of the PD Activity If significantly different, provide rationale Evaluation of anticipated outcomes: (Did this activity meet your learning goals? Why or why not? Did the activity align with the Standard (s) identified by you? Why or why not? Evaluation of unanticipated outcomes. (Were you able to identify and take advantage of unanticipated/collateral learning opportunities? If so, what were the opportunities noted, and how did you take advantage of them?) Can you recommend any speakers from this activity that would be relevant to Calgary Catholic School District professional development activities?

33 31 Policy 3 Appendix C Adopted: April 13, 2016

34 32

35 33

36 34

37 35 Policy 4 CODE OF CONDUCT AND SANCTIONS Trustees shall conduct themselves in an ethical and prudent manner. This includes proper use of authority and appropriate decorum in group and individual behaviour. Trustees shall behave in a manner that reflects respect for the dignity and worth of all individuals. 1. Trustees shall be loyal to the interests of the ratepayers in the context of Catholic education. This loyalty supersedes loyalty to: 1.1 Any advocacy or special interest groups and membership on other boards or staff positions. 1.2 The personal interest of any Trustee whether acting as an individual consumer of the school District s services or not. 2. Trustees shall not be involved in school organizations and committees within CCSD. 3. Trustees are accountable to exercise the powers and discharge the duties of their office honestly and in good faith. Trustees shall exercise the degree of care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances. 4. Trustees shall avoid any conflict of interest with respect to their fiduciary responsibility such that, without limiting the generality of what follows: 4.1 There must be no self-dealing or any conduct relating to private business or personal services between any Trustee and the school District, except as provided for in this section and allowed by the School Act. Trustees with a pecuniary interest in any contract with the District must inform the Board Chair, as soon as practical, if the contract is for the provision of goods or services in an emergency, and prior to the signing of the contract in all other circumstances; and must also provide information to the Board Chair about safeguards to ensure openness, competitive opportunity, and equal access to otherwise inside information by all bidders for the contract. 4.2 Trustees will file within 30 days of being sworn in, with the Chair and the Secretary- Treasurer, a statement disclosing: The Trustee s involvement with any other organizations, committees, vendors, or associations which might be, or might reasonably be seen to constitute, a conflict of interest with the Trustee s role as a member of the Board of Trustees As stated in the School Act The names and employment of the trustee and the trustee s spouse or adult interdependent partner and children, The names of the corporations, partnerships, firms, governments or persons in which the trustee has a pecuniary interest,

38 The names of the corporations, partnerships, firms, governments or persons in which the trustee s spouse or adult interdependent partner or children under 18 years of age have a pecuniary interest Trustees are responsible for advising the Chair and Secretary Treasurer of any changes to the above noted obligations forthwith. 4.3 Trustees will treat all communications and information received as confidential as strictly confidential and shall not disclose the contents of any such communication, including verbal, except to pertinent members of administration, so as to avoid the development of a potential conflict of interest arising at any future hearing. 4.4 Trustees will not engage in conversations with individuals regarding District operations where the potential exists for a conflict of interest, but will refer such individuals to administration. 4.5 Trustees must not use their positions to obtain for themselves, or for their family members, employment within the school District. Should a Trustee apply for employment, he or she must take a leave of absence from the Board. If offered a contract of employment, he or she must first resign from the Board. 4.6 Should Trustees be in a conflict position, or a position of pecuniary interest, with respect to any matter, Trustees must declare their conflict, absent themselves without comment from not only the vote, but also from the deliberation of the matter, and leave the room. The minutes must record all declarations of conflict of interest. 5. Trustees shall not attempt to exercise individual authority over the Chief Superintendent or any member of the staff. In particular: 5.1 Individual Trustees shall make no judgments of the Chief Superintendent or staff performance. 5.2 Trustees shall not encourage direct communication with employees who attempt to bypass administration but shall encourage employees to utilize reporting lines within the administration to bring their concerns to the Board. 6. Trustees shall not use Board information for their own benefit or advantage. This requires that Board information be kept confidential whenever required in the best interests of the school District. Without limiting the generality of these statements, the following Board information must be kept confidential: 6.1 Financial information, negotiation strategies, legal or personnel matters presented or discussed in an in private meeting of the Board, or a committee of the Board, or any record of such meetings, maintained by any participant of such meetings. 7. Trustees must not attempt to exercise individual authority over the organization. Trustee interaction with the public, the media, or other entities, must recognize this limitation and not speak for the Chief Superintendent or speak for the board except to repeat explicitly stated board decisions. 7.1 Without limiting the right of Trustees to express their own personal views, when interacting with the public, media or other entities, Trustees shall support the decision of the board on any matter, regardless of the Trustee s personal position on the issue.

39 37 8. Trustees shall be familiar with the School Act, Regulations, and Board policies of the school District, as well as, the rules of procedure and proper conduct of a meeting, so that any decision of the Board may be made in an efficient, knowledgeable and expeditious fashion. 9. Trustees shall be properly prepared for Board deliberations. 10. Trustees shall attend and take part in all meetings of the Board and committee meetings as assigned on a regular and punctual basis. Repeated unexcused absences, partial attendance or late attendance by Trustees may be cause for disciplinary action, as determined by the Board. 11. Trustees will be deemed present at a Regular or Special Board meeting when participating by electronic means or other communication facilities provided that the communication allows all participants including the public to hear each other. 12. The unexcused absence of a Trustee from three consecutive regular meetings of the Board shall disqualify that person from remaining as a Trustee, as stated in the School Act. 13. Trustees shall ensure that unethical activities not covered or specifically prohibited by the foregoing or any other legislation are neither encouraged nor condoned. 14. Trustees will be held responsible and accountable for the ethical and legal use of District resources including but not limited to District purchase cards and electronic devices. 15. A Trustee who believes that a fellow Trustee has violated the Code of Conduct may seek resolution of the matter through appropriate conciliatory measures prior to commencing an official complaint under the Code of Conduct. 16. A Trustee who wishes to commence an official complaint, under the Code of Conduct, shall file a letter of complaint with the Chair, and indicate the nature of the complaint and the section or sections of the Code of Conduct that are alleged to have been violated by the Trustee. The Trustee who is alleged to have violated the Code of Conduct, and all other Trustees, shall be forwarded a copy of the letter of complaint by the Chair, or where otherwise applicable, in what follows, by the Vice Chair, within five (5) days of receipt by the Chair of the letter of complaint. 17. When a Trustee files a letter of complaint, and a copy of that letter of complaint is forwarded to all Trustees, the filing, notification, content, and nature of the complaint shall be deemed to be strictly confidential, the public disclosure of which shall be deemed to be a violation of section five (5) above. Public disclosure of the complaint and any resulting decision taken by the Board may be disclosed by the Chair only at the direction of the Board, following the disposition of the complaint by the Board at a Code of Conduct hearing. 18. To ensure that the complaint has merit to be considered and reviewed, at least one other Trustee of the Board must provide to the Chair within three days of the notice in writing of the complaint being forwarded to all Trustees, a letter indicating support for having the complaint be heard at a Code of Conduct hearing. Any Trustee who forwards such a letter of support shall not be disqualified, from attending at and deliberating upon, the complaint at a Code of Conduct hearing convened to hear the matter, solely for having issued such a letter.

40 Where no letter supporting a hearing is forthcoming, the complaint shall not be heard. The Chair shall notify all other Trustees in writing that no further action of the Board shall occur. 20. Where a letter supporting a hearing is forthcoming, the Chair shall convene as soon as is reasonable, a Special Meeting of the Board to allow the complaining Trustee to present his or her views of the alleged violation of the Code of Conduct. 21. At the Special Meeting of the Board, the Chair shall indicate at the commencement of the meeting, the nature of the business to be transacted and that the complaint shall be heard in an in-camera session of the Special Meeting. Without limiting what appears below, the Chair shall ensure fairness in dealing with the complaint by adhering to the following procedures: CODE OF CONDUCT HEARING PROCEDURES 1. The Code of Conduct complaint shall be conducted at an in private session, Code of Conduct Hearing, of a Special Board Meeting convened for that purpose. The Board, in its sole discretion, may record the in private session of the Special Board Meeting by electronic means. Where recording will take place, the complaining Trustee and the respondent Trustee shall be advised by the presiding Chair at the commencement of the Code of Conduct Hearing. All preliminary matters, including whether one or more Trustees may have a conflict of interest in hearing the presentations regarding the complaint, shall be dealt with prior to the presentation of the complaint on behalf of the complaining Trustee. 2. The sequence of the Code of Conduct Hearing shall be: 2.1 The complaining Trustee shall provide a presentation which may be written or oral or both; 2.2 The respondent Trustee shall provide a presentation which may be written or oral or both; 2.3 The complaining Trustee shall then be given an opportunity to reply to the respondent Trustee s presentation; 2.4 The respondent Trustee shall then be provided a further opportunity to respond to the complaining Trustee s presentation and subsequent remarks; 2.5 The remaining Trustees of the Board shall be given the opportunity to ask questions of both parties; 2.6 The complaining Trustee shall be given the opportunity to make final comments; and 2.7 The respondent Trustee shall be given the opportunity to make final comments. 3. Following the presentation of the respective positions of the parties, the parties, and all persons, other than the remaining Trustees who do not have a conflict of interest, shall be required to leave the room, and the remaining Trustees shall deliberate in private, without assistance from Administration. The Board may however, in its discretion, call

41 39 upon legal advisors to assist them on points of law, or the drafting of a possible resolution. 4. If the remaining Trustees in deliberation require further information or clarification, the parties shall be reconvened and the requests made in the presence of both parties. If the information is not readily available, the presiding Chair may request a recess, or if necessary, an adjournment of the Code of Conduct Hearing to a later date. 5. In the case of an adjournment, no discussion by Trustees whatsoever of the matters heard at the Code of Conduct Hearing may take place until the meeting is reconvened. 6. The remaining Trustees in deliberation may draft a resolution indicating what action, if any, may be taken regarding the respondent Trustee. 7. The presiding Chair shall reconvene the parties to the Code of Conduct Hearing and request a motion to revert to the open meeting, in order to pass the resolution. 8. All documentation, including any recording by electronic means, that is related to the Code of Conduct Hearing shall be returned to the Chief Superintendent immediately upon conclusion of the Code of Conduct Hearing and shall be retained in accordance with legal requirements. 9. The presiding Chair shall declare the Special Board Meeting adjourned. 22. Violation of the Code of Conduct may result in the Board instituting, without limiting what follows, any or all of the following sanctions: 22.1 Having the Board Chair write a letter of censure marked personal and confidential to the offending Trustee, on the approval of a majority of those Trustees present at the Special Meeting of the Board; 22.2 Having a motion of censure passed by a majority of those Trustees present at the Special Meeting of the Board; 22.3 Having a motion to remove the offending Trustee from one, some, or all committees of the Board or other appointments of the Board, passed by a majority of those Trustees present and allowed to vote at the Special Meeting of the Board, may vote. 23. The Board may, in its discretion, make public its findings at the Special Meeting, or at a Regular Meeting of the Board, where the Board has not upheld the complaint alleging a violation of the Board s Code of Conduct or, where there has been a withdrawal of the complaint or, under any other circumstances that the Board deems reasonable and appropriate to indicate publicly its disposition of the complaint. Adopted: April 13, 2016 Legal Reference: Sections 60,61,68,72, 80, 81, 82, 83, 84, 85, 86, 246 School Act

42 40 Policy 5 ROLE OF THE BOARD CHAIR The Board, at the Organizational Meeting and thereafter at any time as determined by the Board, shall elect one (1) of its members to serve as Board Chair as per policy 7, to hold office at the pleasure of the Board. The Board entrusts to its Board Chair responsibility for providing leadership to the Board in their dedication to govern with excellence. The Chair will model the characteristics of Shepherd Leadership and ensure that the Board collectively acts as a Shepherd Leader. The Board delegates to the Board Chair the following powers and duties: 1. Act as the official spokesperson for the Board, except for those instances where the Board has delegated this role to another individual or group and for the District when there are potential political implications. 2. Preside over all Board meetings and ensure that such meetings are conducted in accordance with the School Act and the policies as established by the Board. 3. Prior to each Board meeting, confer with the Vice-Chair and the Chief Superintendent on the items to be included on the agenda, the order of these items and become thoroughly familiar with them. 4. Be familiar with basic meeting procedures. 5. Perform the following duties during Board meetings: 5.1 Maintain the order and proper conduct and decorum of the meeting so that motions may be formally debated. 5.2 Ensure that all issues before the Board are well-stated and clearly expressed. 5.3 Display firmness, courtesy, tact, impartiality and willingness to give everyone an opportunity to speak on the subject under consideration. 5.4 Ensure that debate is relevant. The Board Chair, in keeping with his/her responsibility to ensure that debate must be relevant to the question, shall, when s/he is of the opinion that the discussion is not relevant to the question, remind members that they must speak to the question. 5.5 Decide questions of order and procedure, subject to an appeal to the rest of the Board. The Board Chair may speak to points of order in preference to other members, and shall decide questions of order, subject to an appeal to the Board by any member duly moved. The Chair shall conduct all meetings of the Board according to the following rules of order firstly, ensuring compliance with the School Act; secondly, compliance with the Board s own policies and lastly where the School Act or the Board s own policies do not address the matter, Robert s Rules of Order Newly Revised 11 th Edition shall govern the conduct of meetings, where applicable.

43 Ensure that deliberations at meetings are timely, fair, orderly and thorough, but also efficient, limited to time, and kept to the point. 5.7 Submit motions or other proposals to the final decision of the meeting by a formal show of hands. 5.8 Ensure that each Trustee present votes on all issues before the Board. When appropriate advise Trustees of a possibility of a conflict of interest. 5.9 Extend hospitality to Trustees, officials of the Board, the press and members of the public. 6. Assist with the Board s orientation program for Trustees as per policy Be in regular contact with the Chief Superintendent to maintain a working knowledge of current issues and events and provide counsel to the Chief Superintendent. The Chair s authority shall not extend to implementing or making decisions that belong to the Board as a whole. Further the Chair has no individual authority to supervise or direct the Chief Superintendent. 8. Keep Trustees informed about significant issues and information relevant to the role of the Board. 9. Be responsible to ensure that the Board of Trustees is fully aware of the contents of the Chief Superintendent s contract and for ensuring that the Board meets all the requirements of the contract. 10. Convey directly to the Chief Superintendent such concerns as are related to him/her by trustees, parents or students that may affect the administration of the District. 11. Unresolved concerns conveyed by Senior Administration regarding the Chief Superintendent to any Trustee shall be referred to the Board Chair who shall convey the concern to the Chief Superintendent and subsequently to the Board for resolution. 12. Review and approve the Chief Superintendent s vacation and sick leave entitlements using District Absence Management Software and review and approve expenditure claims on a monthly basis. 13. Review and approve Trustee expenditure claims with the exception of the Vice-Chair. 14. Bring to the Board all matters requiring a corporate decision of the Board. 15. Act as ex-officio non-voting member of all Board committees. 16. Act as a signing authority for Board minutes. 17. Act as a signing authority for the District as follows: 17.1 As required by the Government of Alberta As required by financial institutions.

44 Represent the Board, or arrange alternative representation, at official meetings or other public functions. 19. Address inappropriate behaviour on the part of a Trustee. 20. Provide opportunity to the Vice-Chair to act in the capacity of Chair at select meetings of the Board. 21. Ensure the Board engages in regular assessments of its effectiveness as a Board as per policy 7. Adopted: June 28, 2017 Legal Reference: Section 6 Local Authorities Election Act Board Procedures Regulation Section 60, 61, 62, 64, 65, 67 School Act

45 43 Policy 6 ROLE OF THE VICE-CHAIR The Vice-Chair shall be elected by the Board at its Organizational Meeting as per policy 7, and thereafter at any time determined by the Board, to hold office at the pleasure of the Board. Specific Responsibilities 1. The Vice-Chair shall act on behalf of the Board Chair, in the latter s inability to act or absence and shall have all the duties and responsibilities of the Board Chair. 2. The Vice-Chair shall assist the Board Chair in ensuring that the Board operates in accordance with its own policies and in providing leadership and guidance to the Board. 3. Prior to each Board meeting, the Vice-Chair shall confer with the Board Chair and the Chief Superintendent on items to be included on the agenda, the order of these items and become thoroughly familiar with them. 4. The Vice-Chair shall review and sign off on the Chair s expense claims. The Vice-Chair s expense claims shall be reviewed and signed off by the Chair of the Audit Committee. 5. Assist the Chair with the Board s orientation program for Trustees as per policy The Vice-Chair shall serve as Chair of Special meetings called for the purpose of dealing with governance issues and other meetings as directed by the Chair. 7. At the request of the Chair assist the Chair in addressing inappropriate behaviour on the part of a Trustee. 8. The Vice-Chair may be assigned other duties and responsibilities by the Board Chair. Adopted: April 13, 2016 Legal Reference: Section 60, 61, 65 School Act

46 44 Policy 7 BOARD OPERATIONS The Board s ability to discharge its obligations in an efficient and effective manner is dependent upon the development and implementation of a sound organization design. In order to discharge its responsibilities to the electorate of the District, the Board shall hold meetings as often as necessary. A quorum, which is a simple majority of the number of Trustees, must be present for every duly constituted meeting. The Board has adopted policies so the business of the Board can be conducted in an orderly and efficient manner. The Board s fundamental obligation is to preserve, if not enhance, the public trust in publicly funded Catholic education, generally, and in the affairs of its operations in particular. Consistent with its objective to encourage Catholic school rate payers to contribute to the educational process, Board meetings will be open to the public. Towards this end, the Board believes its affairs must be conducted in public to the greatest extent possible. There are times when public interest is best served by private discussion of specific issues in "in-private" sessions. The Board believes it is necessary to protect individual privacy and the Board's own position in negotiating either collective agreements or contracts and therefore expects to go in-private for issues dealing with individual students, individual employees, land, labour, litigation or negotiation. Presentations at Board meetings by members of the public, students and staff can enhance public interest. 1. Elections 1.1 Wards Within the stipulations of the Ministerial Order which resulted in the establishment of Calgary Catholic Regional District No. 1, and subsequent Ministerial Orders, the most recent being Ministerial Order #035/2013 dated June 5, 2013, the Board has decided to provide for the nomination and election of Trustees within the District by wards. As noted below each of four school District wards include two complete city wards and the remaining three school District wards also includes an area outside the city limits in addition to two city wards. Copies of the Ministerial Orders are available from the District Office. A map of the School District depicting its seven wards is included in Appendix A and described in full detail in Bylaw attached as Appendix B. One school Trustee is elected to represent each School District Ward Each of the following is established as a ward of the District: School District Ward 1 City Ward 1, City Ward 2 and Cochrane School District Ward 2 City Ward 3, City Ward 5, and Airdrie School District Ward 3 City Ward 4, City Ward 7

47 School District Ward 4 City Ward 6, City Ward School District Ward 5 City Ward 9 City Ward 10, and Chestermere School District Ward 6 City Ward 11, City Ward School District Ward 7 City Ward 13, City Ward The provisions of the Local Authorities Election Act respecting the election of Trustees shall apply to every election in each ward. 1.3 If a vacancy occurs in the membership of the Board during the four (4) years following an election, a by-election may be held, unless this vacancy occurs in the last six (6) months before the next election. If two (2) vacancies occur prior to the fourth year of the term of office, a by-election must be held. 1.4 As stipulated in Bylaw attached as Appendix C, the minimum number of electors required to sign the nomination of a candidate for the election to the Board of Trustees of the Calgary Roman Catholic Separate School District No. 1 is 25 electors. The nomination form stipulates that these electors must reside within the ward for which the nomination is being sought. 1.5 The Trustees Campaign Disclosure Bylaw ( ) attached as Appendix D requires the public disclosure of campaign contributions and campaign expenses of candidates for Trustee of the Calgary Roman Catholic Separate School District No Organizational Meeting 2.1 Organizational meetings - The Board shall hold an annual Organizational meeting. In a non-election year, the Organizational meeting shall occur at the last Regular meeting of the Board in June. In any year in which a general election takes place, the Organizational meeting shall be held within four (4) weeks following the date of that election, and will be held at a time and place to be fixed by the Secretary for the Board. 2.2 Each Trustee will take the oath of office immediately following the call to order of the Organizational Meeting after a general election. Special provisions will be made for a Trustee taking office following a by-election. 2.3 The Secretary of the Board shall give notice of the Organizational meeting to each Trustee as if it were a Special meeting, and will serve as pro tem Chair until such time as a Chair and Vice-Chair for the Board have been elected. 2.4 At the Organizational meeting, and afterwards at any time as determined by the Board, the Board shall elect one of its members as Chair and another as Vice-Chair to hold office during pleasure of the Board. 2.5 The Secretary of the Board shall conduct the annual election for the office of Chair and Vice-Chair of the Board of Trustees. 2.6 A Chair shall be elected by a majority vote of Board members present at the Organizational meeting. 2.7 The Board member who receives a majority of votes cast by the Trustees present shall be declared elected. Where more than two (2) nominees elect to stand, if upon the first vote no nominee receives a majority required for election, the name of the

48 46 nominee receiving the least number of votes shall be dropped and the Trustees shall vote anew and so continue until a nominee receives the majority required for election, at which time such nominee shall be declared elected. 2.8 In the case of a vote where no nominee receives the majority required for election, and where two (2) or more nominees are tied with the least number of votes, another vote shall be taken to decide which of such tied nominee s name shall be dropped from the list of names to be voted on in the next vote. 2.9 In the case of a two-way tie vote which is not resolved through following the above described voting process, the tie shall be broken by the Secretary-Treasurer of the Board writing the names of the two nominees on equal sized paper, placing them in a receptacle and directing some person to withdraw one of the papers. The Secretary-Treasurer shall declare the nominee whose name is withdrawn elected After selection of the Chair, a Vice-Chair shall be elected by a majority vote of the Board members present at the meeting, following the above described procedure Elections shall be held by open vote unless one or more Trustees request a secret ballot The Chair and the Vice-Chair shall hold office during the pleasure of the Board, until the next Organizational meeting of the Board, unless a successor is appointed sooner Upon election as Chair, the Board Chair shall take the oath of office and preside over the remainder of the Organizational Meeting Regular meetings of the Board shall be established through the passing of a resolution of the Board at its Organizational meeting, which will state the date, time and place of the Regular meeting. The dates, times and locations for these meetings are publicly advertised The organizational meeting shall, in addition to electing the chair and vice chair: 3. Regular Meetings Create such standing or ad hoc committees of the Board as deemed appropriate; appoint members and approve powers duties and terms of reference; Appoint Board representation on the various Boards or committees of organizations or agencies where the Board has regular representation, as appropriate; Review Trustee conflict of interest stipulations and determine any disclosure of information requirements; and Address other organizational items as required Where a majority for any of the above positions is not obtained on the first ballot, the procedures outlined in 2.7, 2.8, and 2.9 will be followed. The purpose of Regular meetings is to allow the Board to conduct its business in an orderly fashion, following an agenda format. Regular Board meeting dates and times shall be as established at the Organizational Meeting of each year. 3.1 The Board may hold as many Regular meetings as it considers necessary.

49 These meetings will normally be held during the period of September to June, and will be held at the Board of Trustees offices, 3 rd Floor, Avenue SW, Calgary AB T2P 4T Notwithstanding the schedule established in September, the Board may, by resolution, alter the schedule in such manner as it deems appropriate. 3.4 All Trustees shall notify the Board Chair if they are unable to attend a Board meeting. 3.5 All Trustees who are absent from three (3) consecutive regular meetings shall: Obtain authorization by resolution of the Board to do so; or Provide to the Board Chair evidence of illness in the form of a medical certificate respecting the period of absence Failure to attend may result in disqualification. 3.6 If both the Board Chair or Vice-Chair through illness or other cause are unable to perform the duties of the office or are absent, the Board shall appoint from among its members an acting Board Chair, who on being so appointed has all the powers and shall perform all the duties of the Board Chair during the Board Chair s and Vice- Chair s inability to act or absence. 3.7 Regular meetings of the Board will not be held without the Chief Superintendent in attendance, unless the Chief Superintendent s contract is being discussed. 4. Special Meetings 4.1 Occasionally, unanticipated or emergent issues require immediate Board attention and/or action. 4.2 A Special meeting of the Board may be called by the Chair of the Board, a majority of the Trustees, or the Minister, after written notice has been given to each Trustee setting out the date, time and place of the Special meeting and the nature of the business to be transacted at the Special meeting. The notice of the Special meeting shall be: sent by registered mail to each Trustee at least seven (7) days before the date of a meeting; or personally served at least two (2) days before the date of the meeting on the Trustee; or a responsible person at the Trustee s residence. Notwithstanding the above, a Special meeting may be held without notice being given if every Trustee agrees to waive the above requirements. Unless all Trustees are present at the Special meeting, no business other than that stated in the notice of the Special meeting shall be transacted at the Special meeting. Special meetings may be called to consider, amongst other matters, the following items: Matters of governance; Agenda planning

50 Major issues of a specific nature that require lengthy consideration; Items of emergent nature that cannot be postponed until a Regular meeting is scheduled to be held; Collective bargaining and contract negotiations with staff and with applicable third parties; Petitions, delegations and presentations from any individual, organization, or group, that have been filed with the Secretary or designate; Conduct of hearings and hearing appeals as required by the School Act, including, without limitation those relating to employee matters; Stakeholder consultations with parents, parent groups, provincial and local politicians, school councils, the Diocese, churches, or such other stakeholder groups as are deemed appropriate; and Educational and professional development for Trustees. 5. In Private Sessions and the Board s Duty of Confidentiality The School Act uses the term private for non-public meetings. Robert s Rules of Order uses the term executive session for the same distinction. The term in-camera is most commonly used and is synonymous with the other two terms. 5.1 While the Board will normally conduct its meetings in public, there are times that it is required to meet in private at law, whether to protect the privacy interests of the Board s own employees, students, parents, or third parties, or for the reasons specified below. In addition, when a majority of the Trustees present at a meeting of the Board, regardless of the nature and type of the meeting, are of the opinion that it is in the public interest to hold the meeting or part of the meeting in private, for the purpose of considering the matter, the Board may by resolution exclude any person from the meeting. When the Board meets in private, the Board does not have the power to pass a by-law or resolution during the private portion of the meeting, apart from the resolution necessary to revert to an open meeting. 5.2 All information, including comments, discussions and documentation, or other supporting materials relating to the items discussed while the Board meets in private, are to remain strictly confidential except in cases where the Board has preauthorized, by motion, the release of any such information to the public or when legally required to release such information. 5.3 Trustees, as elected members of the Board, owe a fiduciary duty to the Board and are bound by a strict duty of confidentiality with respect to matters discussed in private. The fiduciary duty is broad and applies to every matter of a confidential nature which comes before the Board or an individual Trustee, including the private discussions and deliberations of Trustees carried out in the fulfilment of Board work, regardless of the mechanism through which such confidential or privileged information is learned, and regardless of whether that information comes to the member through participation in a Board meeting or a committee of the Board, and/or through related documentation and communications. All such information shall remain confidential until such time as the matters are lawfully and properly disclosed to the public through a properly sanctioned process by the Board.

51 Any breach of confidentiality may be subject to such sanctions as are determined through the Board s governance process, as well as possible legal claims. 5.5 Without restricting the right of the Board to meet in private, in accordance with the School Act provisions: Items which shall be discussed in private are items of a confidential nature, disclosure of which could reasonably be expected to be harmful to: Personal privacy of individuals, including employees of the District and students Individual and/or public safety Labour negotiations or employee negotiations Business interests of a third party, including local public body confidences Financial or economic interest of the District The security of the property of the District Advice from Officials as provided in the Freedom of Information and Protection of Privacy Act Litigation matters and solicitors legal advice. 5.6 Items that may be considered in private include: The contents of in private agendas and minutes of the in private portion of meetings or in private meetings of the Board and Committee meetings of the Board Internal governance matters of the Board A proposed or pending acquisition or disposition of property Drafts of resolutions, bylaws or other legal instruments such as rules, regulations or procedures Exploratory discussions of sensitive matters regarding external relationships. 5.7 The Board shall, during the in-private session, adopt only such resolution as is required to re-convene the Board in an open, public meeting. 6. Agenda for Regular Meetings The Chair is responsible for preparing an agenda for Board meetings in consultation with the Chief. 6.1 The order of business at a regular meeting shall generally be as follows: Call to Order Opening Prayer and Territorial Acknowledgement Approval of Agenda Approval of Minutes Advice from Officials/Confidential Reports Prayer and Territorial Acknowledgement

52 Appointments/Delegations Presentation and review of Accountability Report Board Action: Motion as to whether or to what extent evidence in the Accountability Report meets the identified Quality Indicators. (Proposed motion: That based on the evidence provided in the NAME Accountability Report, the Board determines that the following Quality Indicators have been met relative to the current evaluation period.) Board Decision Items Chair Report Trustee Engagement and Representation Reports Chief Superintendent Report Information Closing Prayer Adjournment Items scheduled for a specific time shall be clearly identified on the agenda. 6.2 The agenda will be supported by copies of letters, reports, contracts and other materials as are pertinent to the business that will come before the Board and will be of value to the Board in the performance of its duties. A recommendation on action items shall ordinarily be included. 6.3 Items may be placed on the agenda in one (1) of the following ways: By virtue of being in the Board Annual Work Plan By notifying the Board Chair at least six (6) calendar days prior to the Board meeting By notice of motion at the previous meeting of the Board As a request from a committee of the Board Issues that require Board action may arise after the agenda has been prepared. The Board Chair, at the beginning of the meeting, shall ask for additions to and/or deletions from the agenda prior to agenda approval. Changes to the agenda to accommodate truly emergent items may be made by a majority of those present. 6.4 The agenda package, containing the agenda and supporting information, will be provided to each Trustee five (5) calendar days prior to the Board meeting. Subsequently, information may be provided at the meeting; and further, the Chief Superintendent shall advise the Board Chair regarding the emergent nature of such information. 6.5 The Board will follow the order of business set by the agenda unless the order is altered or new items are added by agreement of the Board. 6.6 During the course of the Board meeting, the Trustees present with unanimous consent may amend the agenda and place items before the Board for discussion. The Board may take action on such items.

53 The list of agenda items shall be posted on the District website and be available in the District Office. Any elector may inspect the agenda and request a copy. 7. Minutes for Regular or Special Meetings The Board shall maintain and preserve by means of minutes a record of its proceedings and resolutions. 7.1 The minutes shall record: Date, time and place of meeting; Type of meeting; Name of presiding officer; Names of those Trustees and senior administration in attendance and attendance of those Trustees attending via electronic means; Names of Trustees absent or excused; Approval of preceding minutes; All resolutions, including the Board s disposition of the same, placed before the Board, are to be entered in full; Names of persons making the motions; Points of order and appeals; Appointments; Receipt of reports of committees; Recording of the vote on all motions; Trustee declaration of conflict of interest pursuant to the School Act; Departure and re-entry times of Trustees and administration; and The time of adjournment. 7.2 The minutes shall: Be prepared as directed by the Chief Superintendent; Be reviewed by the Chief Superintendent prior to submission to the Board; Be considered an unofficial record of proceedings until such time as adopted by a resolution of the Board; and Upon adoption by the Board, be deemed to be the official and sole record of the Board s business. 7.3 The Chief Superintendent shall ensure, upon acceptance by the Board, that appropriate initials are affixed to each page of the minutes, and that appropriate signatures are affixed to the last page of the minutes. 7.4 The Chief Superintendent will establish and maintain a file of all Board minutes. 7.5 As part of its ongoing effort to keep staff and the public fully informed concerning its affairs and actions, the Board directs the Chief Superintendent to institute and

54 52 maintain effective and appropriate procedures for the prompt dissemination of information about decisions made at all Board meetings. 7.6 The approved minutes of a regular or special meeting shall be posted to the website as soon as possible following approval. The Chief Superintendent is responsible to distribute and post the approved minutes. 8. Motions Motions do not require a seconder. 8.1 Notice of Motion The notice of motion serves the purpose of officially putting an item on the agenda of the next or future regular meeting and gives notice to all Trustees of the item to be discussed. A notice of motion is not debatable and may not be voted on. 8.2 Discussion on Motions The custom of addressing comments to the Board Chair is to be followed by all persons in attendance. A Board motion or a recommendation from administration must generally be placed before the Board prior to any discussion taking place on an issue. Once a motion is before the Board and until it is passed or defeated, all speakers shall confine their remarks to the motion or to the information pertinent to the motion. Motions may be submitted by any Trustee, including the Board Chair. 8.3 Speaking to the Motion The mover of a motion first and every Trustee shall have an opportunity to speak to the motion. The Board Chair will normally speak just prior to the last speaker who will be the mover of the motion. The mover of the motion is permitted to close debate on the motion. As a general guide, a Trustee is not to speak longer than two (2) minutes on any motion. The Board Chair has the responsibility to limit the discussion by a Trustee when such a discussion is repetitive or digresses from the topic at hand, or where discussion takes place prior to the acceptance of a motion. No one shall interrupt a speaker, unless it is to ask for important clarification of the speaker s remarks, and any such interruption shall not be permitted without permission of the Board Chair. When a Trustee arrives at the meeting after a motion has been made and prior to taking a vote, the Trustee may request further discussion prior to the vote. The Board Chair shall rule on further discussion. 8.4 Reading of the Motion A Trustee may require the motion under discussion to be read at any time during the debate, except when a Trustee is speaking. 8.5 Required Votes

55 53 The Board Chair, and all Trustees present, unless excused by resolution of the Board or by the provisions of the School Act, shall vote on each question. Each question shall be decided by a majority of the votes of those Trustees present. A simple majority of a quorum of the Board will decide in favour of the question. In the case of an equality of votes, the question is defeated. A vote on a question shall be taken by open vote, expressed by show of hands, except votes to elect the Board Chair or Vice-Chair, or to appoint committee members or Board representatives, which are by secret ballot. 8.6 Debate In all debate, any matter of procedure in dispute shall be settled, if possible, by reference to Robert s Rules of Order. If this reference is inadequate, procedure may be determined by motion supported by the majority of Trustees in attendance. 9. Delegations and Public Presentations In keeping with the Board s mandate to allow for input from the public it serves, the Board will consider requests from ratepayers and/or organizations to make presentations to the Board on matters falling within the Board s mandate and responsibilities. Presentations may be made at a Regular meeting or a Special meeting as determined by the Board. 9.1 Requests by members of the public or groups representing portions of the supporters of Catholic Education regarding Board policy matters or policy issues relevant to the work of the Board shall be made in accordance with the following process: 9.2 A request to make a presentation shall be made by using a form located at: and appended as Appendix E or in writing to the Senior Administrative Assistant, Board Matters specifying in a clear and concise manner the nature of the concern, its relationship to the Board role, the purpose of the request and the expected outcome. A request for presentation should also include the following information which will be used in considering the request and for contact purposes: the name of the individual or group who will be making the presentation; their authority/title or position within the organization, if applicable; complete mailing address; a daytime telephone number; a number where they can be reached after business hours; an address and facsimile number if available; and one copy of the written brief not to exceed a maximum of five (5) pages, summarizing the areas of concern or interest. 9.3 Requests for presentations shall be made no later than ten (10) business days in advance of a scheduled meeting for which the presentation is sought, following the above noted written procedures. The Board may at its sole discretion set the date at which a presentation is to be heard and will advise the presentor accordingly.

56 The Board retains the right to determine if the subject of the requested presentation is relevant to the role of the Board. If, following review of the request by the Chair of the Board and the Chief Superintendent, the matter does not appear to fall within the Board s responsibilities, but rather relates to those of administration, the matter will be referred to the Chief Superintendent for consideration. 9.5 In the interests of effective and timely decision-making, the Board retains the right to limit the number of presentations made on an issue by the same group and the total number of groups which will be heard on a given issue, or at a given meeting. 9.6 The spokesperson as identified in the written application will introduce themselves to the Board at the beginning of the meeting upon invitation by the Chair. At the appropriate time in the agenda, the Chair will ask the speaker to identify the stakeholder or public group represented, if any, and the topic to be addressed. 9.7 Groups shall be limited to two presenters and presentations should not exceed 15 minutes. A question period may follow at the Board s pleasure. 9.8 The spokesperson for the presentation shall be restricted to the topics outlined in the written application. 9.9 The Board shall always discharge its responsibility to act on behalf of Calgary Catholic School District supporters as a whole. Presentations by groups from within the ownership shall be considered in this context Presenters are asked to present information in a constructive manner, and to ensure that their communications maintain a level of decorum which will allow the meeting to proceed effectively. Any rude, disruptive or inappropriate behaviour will not be tolerated. Presenters who do not adhere to these rules may be excluded from the meeting for improper conduct In keeping with the Board s role and its governance structure, presentations with respect to the following issues will not be permitted: matters for which specific processes have been devised either through board policy or administrative procedures, such as specific dispute resolution processes, appeal mechanisms, or similar procedures. matters for which specific statutory processes exist the security or property of Calgary Roman Catholic Separate School District No. 1 personal information of an individual, including but not limited to a student or an employee of Calgary Roman Catholic Separate School District No. 1 labour relations or employee negotiations a proposed or pending acquisition or disposition of property by or for the Calgary Roman Catholic Separate School District No. 1 a law enforcement matter, litigation or potential litigation, including matters before administrative tribunals affecting the Board, or a consideration of a request for access for information under the Freedom of Information and Protection of Privacy Act individual student matters or personnel matters.

57 The Board will provide a timely response to presentations but shall not commit to responding at the same meeting in which the presentation is made. 10. Audio/Video Recording Devices The Board requires that anyone wanting to use recording devices at a public Board meeting shall obtain prior approval of the Board Chair. This shall be communicated by the Board Chair at the beginning of the Regular Meeting. 11. Trustee Participation in Meetings Through Electronic Means A Trustee may participate in a meeting of the Board by electronic means or other communication facilities if the electronic means or other communication facilities enable the Trustees participating in the meeting and members of the public attending the meeting to hear each other Trustees participating in a meeting of the Board by electronic means or other communication facilities are deemed to be present at the meeting At every meeting of the Board, at least the Chair of the Board, or a designate of the Chair of the Board, and one other Trustee must be physically present in the meeting room The Chair of the Board may refuse to allow a Trustee to participate in a meeting by electronic means or other communication facilities where the requirements of 11.2 cannot be met, or where Special meetings are held in private and or for the purpose of hearing appeals or conducting hearings related to employee matters, or any Board matters which attract the principles of natural justice Notwithstanding the requirements of these procedures, a Trustee cannot attend more than three (3) consecutive Regular meetings of the Board electronically without being authorized by resolution of the Board to do so. 12. Trustee Compensation and Expenses The Board recognizes that Trustees are entitled to some compensation for time and expenses incurred in the performance of their duties. Expense funds are to be used prudently and responsibly, with a focus on accountability and transparency. Board members shall be paid, subject to what follows, an annual honorarium, a per diem honorarium, and be reimbursed for approved expenses incurred in the performance of their Board responsibilities. The annual honorarium and the per diem honorarium shall be comprised of a taxable allowance and a non-taxable allowance. The non-taxable component shall comprise no more than one-third of the honorarium or per diem honorarium received Taxable honoraria provide compensation for: Recorded attendance at Board and committee meetings Ward-related activities Attendance at meetings of External Committees, other boards, etc., where appointed by the Board (excluding appointments to official Trustee organizations)

58 Other meetings as required (i.e., meetings with the Minister, Calgary Caucus, politicians; Board Retreats, District, school, individual and group, school council or Church meetings, social events, etc.) 12.2 Non-taxable honoraria provide compensation for non-receipted expenses incurred on the job (e.g., miscellaneous administrative costs, ward-related and social hospitality costs, gifts, etc.) The annual honoraria level for each Trustee as of October 24, 2017 is $36,389. In addition, the Chair receives an annual allowance of $9,334 and the Vice Chair receives an annual allowance of $4, Each September, with Board approval, the Trustee honoraria may be adjusted by the lowest employee group settlement Trustees may participate in the basic level of benefits for which they are eligible under the District s insurance providers Trustees shall receive an annual car allowance of $2400 per annum, effective October 24, Trustee compensation will be reviewed once every four (4) years taking into consideration budgetary and economic factors, the ability to attract and retain individuals as well as other relevant factors. These findings shall be reviewed in June preceding a general civic election Additional honoraria for chairing committees of the Board are not provided. Per diem honoraria provide compensation for certain meetings and under certain conditions, as outlined below: Attendance at meetings or events when appointed by the board outside of the organizational meeting as representative by board motion Attendance at additional meetings and/or official events as the Board Chair, Board Chair designate when called by government or provincial organizations Attendance at meetings as member of the Executive or Board of Directors of official Trustee organizations (ACSTA, ASBA, Zone 5, TEBA) If available, a per diem is to be claimed from these respective organizations as opposed to claiming a per diem from the Board Association appointments to other Boards, Committees, etc., do not qualify Annual and semi-annual general meetings of provincial associations Attendance at events where Board representation is required and is agreed upon by the Board The per diem honoraria rates shall be: $ per day for attendance at such meetings, general meetings of provincial associations, of more than 3.5 hours duration and $95.00 for meetings of 3.5 hours or less, including the associated travel time for out of town events Expenses incurred in relation to out of town travel requiring Board member attendance shall be reimbursed if a claim cannot be made to a relevant organization (ASBA, ACSTA, Zone 5, TEBA, or if appointed by the Board to represent the Board).

59 Reimbursement of expenses claimed shall be based upon the actual costs incurred, upon the provision of original itemized receipts in accordance to provincial policy In-town claims may be made for parking while on required Board business (not wardrelated business) certain meals/entertainment expenses when on official Board business and other expenses where deemed appropriate. Mileage for out of District travel while on Board business will be paid at the District approved rate Trustees may also be reimbursed for other expenses or purchases directly related to the work of the Board, including fax line charges, long-distance charges, etc All Trustee expense claims shall be reviewed and approved by the Board Chair prior to submission for reimbursement. Board Chair expense claims shall be reviewed and approved by the Vice Chair. Expense claims shall be submitted monthly. Expense claims shall be submitted within a month of the final documentation being received In the event that Trustee expense claims are not submitted within the time frame above, the Trustee may be subject to disciplinary action in accordance with Policy 4 Code of Conduct. 13. Trustee Conflict of Interest The Trustee is directly responsible to the electorate of the District and to the Board. Upon election to office and annually thereafter, the Trustee must complete a disclosure of personal interest statement and accept a position of public trust. The Trustee is expected to act in a manner which will enhance the trust accorded the Trustee, and through the Trustee, the trust accorded to the Board. The Board is of the firm conviction that its ability to discharge its obligations is dependent upon the trust and confidence of the electorate in its Board and in its Trustee members. Therefore, the Board believes in the requirement to declare conflict of interest The Trustee is expected to be conversant with the relevant sections of the School Act The Trustee is responsible for declaring him/herself to be in possible conflict of interest The Trustee shall make such declaration in open meeting prior to Board or committee discussion of the subject matter which may place the Trustee in conflict of interest Following the declaration of conflict of interest by a Trustee, all debate and action shall cease until the Trustee has left the room It shall be the responsibility of the Trustee in conflict to absent him/herself from the meeting in accordance with the requirements of the School Act and ensure that his/her declaration and absence is properly recorded within the minutes The recording secretary will record in the minutes: The Trustee s declaration; The Trustee s abstention from the debate and the vote; and That the Trustee left the room in which the meeting was held. Revised: December 11, 2017

60 58 Legal Reference: Sections 60, 64, 65, 66, 67, 68, 70, 71, 72, 73, 74, 75, 76, 80, 81, 82, 83, 145, 208, 210, 261, 262 School Act Local Authorities Elections Act Income Tax Act (Canada)

61 59 Policy 7 Appendix A Adopted: April 13, 2016 WARD MAP

62 60 Policy 7 Appendix B

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