Ontario Agencies Supporting Individuals with Special Needs
Ontario Agencies Supporting Individuals with Special Needs

OASIS Governance Policies

TABLE OF CONTENTS

SECTION ONE: MISSION AND VALUES

.1 Mission/Vision/Values Statement

SECTION TWO: FUNCTIONS OF THE GOVERNING BODY

.1 Functions of Board of Directors
.2 Planning Function
.3 Policy Development Function
.4 Monitoring Financial Resources
.5 Advocacy Function
.6 Governance Function

SECTION THREE: RESPONSIBILITIES OF INDIVIDUAL BOARD MEMBERS

.1 Code of Conduct
.2 Confidentiality

SECTION FOUR: GOVERNANCE PROCESS

Governing Documents
Governance Structure
Governing Style
Board Operations
Communication Protocols
Social Media Protocol

SECTION FIVE: EFFECTIVE MEETINGS

.1 Closed and Open Meetings
.2 Agenda and Meeting Minutes
.3 Conflict of Interest
.4 Attendance Record

SECTION SIX: BOARD OPERATIONS

.1 Board Recruitment and Selection
.2 Board Orientation and Training
.3 Expenses Eligible for Reimbursement
.4 Banking
.5 Unbudgeted Expenditures
.6 Executive Directors
.7 Role of the Supporting Executive
.8 Patron’s Council

 

Section: GOVERNANCE
Policy: MISSION/VISION/VALUES
Initial Approval: November 4, 2010
Policy Number: 1.1
Date Revised:

POLICY

There will be a Mission/Vision/Values Statement for the organization that will be formally approved by the Board of Directors.

PROCEDURES

1.0 The Board of Directors will develop a mission statement for the organization.

2.0 The Board of Directors will review the mission statement on an annual basis to ensure it reflects what the organization wants to achieve.

3.0 The Board of Directors will approve any changes required to the mission statement.

4.0 The mission statement will be communicated to the members of OASIS.

5.0 The Mission/Vision Value Statement for OASIS (approved May 2009) is:

VISION
Strong, viable, accountable agencies who have the resources and professional competencies to provide quality supports and services to people with special needs.

MISSION
OASIS provides leadership through sharing ideas, information and knowledge, and interacts with government and other organizations on issues affecting its members.

GUIDING PRINCIPLES

  1. OASIS promotes an environment that encourages participation of the membership. It recognizes all members as equals, respects the autonomy and philosophical position of members, and, understands that agreement may not be possible on all issues.
  2. OASIS promotes the collective interests of people with special needs and their families by helping to improve and extend responsive and cost effective supports and activities to its members.
  3. OASIS is a volunteer driven organization.
  4. OASIS conducts its business in an atmosphere of transparency.
  5. OASIS interacts with government in a non-partisan manner.
  6. OASIS partners with other groups when appropriate in pursuit of its vision.
  7. OASIS provides information to members and government regarding best practices, emerging issues and current trends through research and other activities.

VALUES
Ģ Diversity
Ģ Integrity
Ģ Transparency
Ģ Leadership
Ģ Excellence

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Section: GOVERNANCE
Policy: FUNCTIONS OF BOARD OF DIRECTORS
Initial Approval: November 4, 2010
Policy Number: 2.1

POLICY

The functions of the Board of Directors reflect their governance responsibilities, accountability and trusteeship for the membership and the developmentally disabled individuals they support.

PROCEDURES

1.0 The functions of the Board of Directors are as follows:

Planning Function
To articulate the mission, vision, values, principles, strategic priorities and overall direction of the organization

Development Function
To develop policies to establish a framework for the actions and decisions of the organization

Monitoring Function
To monitor the effectiveness, quality, efficiency and financial stability of the organization as a means of ensuring accountability to the OASIS members

Advocacy Function
To promote the needs of its member agencies and the developmentally disabled

Governance Function
To promote effective governance through board recruitment, orientation, development and evaluation

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Section: GOVERNANCE
Policy: PLANNING FUNCTION
Initial Approval: November 4, 2010
Policy Number: 2.2

POLICY

The organization will develop a strategic plan to define the overall direction of the organization.

PROCEDURES

1.0 The Board of Directors will initiate a strategic planning process and identify timelines for review providing an opportunity for participation by the key stakeholders of the organization.

2.0 The Board of Directors will be responsible for the development of a strategic plan.

3.0 The Board of Directors will monitor the status of the strategic plan on an annual basis.

4.0 The Board of Directors will approve any revisions to the strategic plan.

5.0 The Board of Directors will communicate the strategic plan to the membership and post the strategic plan on the website.

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Section: GOVERNANCE
Policy: POLICY DEVELOPMENT FUNCTION
Initial Approval: November 4, 2010
Policy Number: 2.3

POLICY

The Board of Directors will ensure that policies are developed to provide the responsiveness, effectiveness and stability of the organization.

PROCEDURES

1.0 The Board of Directors will review the policies of the organization annually and revise accordingly.

2.0 The Executive of the Board will recommend policies to the Board for their approval.

3.0 The Board of Directors will approve the policies of the organization.

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Section: GOVERNANCE
Policy: MONITORING FINANCIAL RESOURCES
Initial Approval: November 4, 2010
Policy Number: 2.4

POLICY

The Board of Directors will ensure that the organization is financially stable and operates within the bylaws and sound financial practices.

PROCEDURES

1.0 The Treasurer will provide to the Board monthly financial reports and the annual budget for consideration and approval.

2.0 The year ended audited financial statement will be presented by the Treasurer to the Board of Directors at the meeting prior to the Annual General Meeting. Upon approval it will be presented to the members of the organization at the Annual General Meeting.

3.0 The Board of Directors will ensure that there is compliance with respect to the provisions for signing officers articulated in the bylaws.

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Section: GOVERNANCE
Policy: ADVOCACY FUNCTION
Initial Approval: November 4, 2010
Policy Number: 2.5

POLICY

The Board of Directors will ensure that the organization is responsive to the needs of its member agencies and the individuals supported in a manner that is consistent with the mission, vision and values.

PROCEDURES

1.0 The Board of Directors will develop positions on issues that are critical to the mission of the organization.

2.0 The Board of Directors will establish effective working relationships with Government, Members of Parliament, community partners and other stakeholders as required.

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Section: GOVERNANCE
Policy: GOVERNANCE FUNCTION
Initial Approval: November 4, 2010
Policy Number: 2.6

POLICY

The Board of Directors will ensure effective governance through ongoing recruitment, orientation, development and evaluation of board members.

PROCEDURES

1.0 The Board of Directors will implement the procedures for recruitment, selection, orientation and development as outlined in Section Six of the Governance policies.

2.0 The Board of Directors will implement an annual self-evaluation process and determine strategies to strengthen governance.

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Section: GOVERNANCE
Policy: CODE OF CONDUCT
Initial Approval: November 4, 2010
Policy Number: 3.1

POLICY

Individual members of the Board of Directors are expected to conduct themselves in an ethical manner and use appropriate decorum when acting as a board member.

PROCEDURES

1.0 Directors are often members of other interest groups in the community, and the perspectives of those groups add to the diversity of input available to the board in making decisions. The primary role that a director (whether elected or appointed) must play at a board meeting is to act in the best interests of the organization. A director who makes a decision in a manner predetermined by personal viewpoint or by another interest group is placing other interests before those of the organization. A director’s duty is to be prepared to make an independent decision using all of the information available to the board, in the best interests of OASIS.

When a director has a predetermined position, whether from personal conviction or position taken by another interest group, that director must:
a) Declare the predetermined position, and
b) Either
i) Refrain from speaking or voting, or
ii) Advise the board of the predetermined position immediately prior to speaking or voting on the issue.

2.0 Directors must avoid conflict of interest with respect to their fiduciary responsibility. (See Policy 5.3)

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

Ģ Directors’ interaction with the public, press or other entities must recognize that no individual director or group of directors is authorized to speak for the board. Only those persons duly authorized may speak for the board and the organization. (See Policy 4.5)

4.0 Board members shall maintain confidentiality concerning all information relating to the organization which is considered private and privileged.

5.0 Board members are expected to participate on board committees.

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

7.0 No board member shall receive preferential treatment from the organization.

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Section: GOVERNANCE
Policy: CONFIDENTIALITY
Initial Approval: November 4, 2010
Policy Number: 3.2

POLICY

The members of the Board of Directors are entrusted with information regarding the business of OASIS and sensitive government discussions. All members of the Board of Directors and Supporting Executive Directors are required to maintain complete confidentiality regarding information related to OASIS including the following:

Ģ Information to which they have access only by virtue of their involvement with activities sanctioned by the OASIS Board of Directors, where disclosure would be contrary to the best interests of OASIS
Ģ Confidential information about OASIS members
Ģ Matters under negotiation or litigation

unless authorized for public release by the President of the Board.

Violation of this policy may be considered grounds for disciplinary action. Sanctions may include prohibition from further access to information or removal from the Board of Directors or its sub-committees.

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Section: GOVERNANCE
Policy: GOVERNING DOCUMENTS
Initial Approval: November 4, 2010
Policy Number: 4.1

POLICY

The organization will ensure that the governing documents of the organization reflect best practices and are adhered to by the Board of Directors.

PROCEDURES

1.0 The Board of Directors will ensure that the bylaws of the organization are reviewed on an annual basis and revised to meet the current and future needs of the organization.

2.0 In advance of the Annual General Meeting, the Board of Directors will determine if revisions to the bylaws are required.

3.0 Recommended changes to the bylaws will be forwarded to the members of the organization at least 30 days before the Annual General Meeting.

4.0 Recommended changes to the bylaws will be voted on at the Annual General Meeting.

5.0 If the recommended changes are approved, a revised copy of the bylaws will be distributed to all members of the Board of Directors.

6.0 The bylaws and other governing documents are available to members through the administrative support to the Board of Directors upon request.

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Section: GOVERNANCE
Policy: GOVERNANCE STRUCTURE
Initial Approval: November 4, 2010
Policy Number: 4.2

POLICY

The Board of Directors will establish a structure that enables the governing body to fulfill its duties and achieve its identified objectives.

PROCEDURES

1.0 On an annual basis the Board of Directors will review its governance structure to ensure it meets its needs.

2.0 The Board of Directors may, from time to time, establish committees to help carry out its responsibilities. A committee is established only when needed with well-defined terms of reference.

3.0 The committee terms of reference will be developed by the committee and approved by the Board of Directors.

4.0 A committee will consist of a defined number of members with the skills, knowledge and perspectives required to undertake the assigned task(s).

5.0 The functions of the President of the Board or Chair of the Committee include the following:
Ģ Ensure that the meeting is chaired in a fair and efficient manner including starting and adjourning meetings on time.
Ģ Ensure that the minutes of the meeting reflect the decisions.
Ģ Provide an opportunity for all members to participate in the discussions of the meeting.
Ģ Encourage diversity of opinion and creativity among the board and/or committee members. Once a decision has been taken by the appropriate majority of the board/committee, the board/committee will speak with one voice

6.0 The meeting protocols for board/committee members are as follows:
Ģ Be prepared for each meeting by reviewing information in advance.
Ģ Attend and participate in all meetings.
Ģ Work collaboratively with all members in the meeting.
Ģ Accept assignments willingly in an effort to assist the Board of Directors in its endeavours.
Ģ Act in an impartial manner and not promote personal interests and/or the needs of any group of which they are a member.
Ģ Respect confidentiality when requested.

7.0 Committee reports will be provided by the Board and/or identified representative to the Board of Directors:
Ģ A statement of the board-level issues under consideration.
Ģ Recommendations for board approval.

8.0 All board and committee meetings will be governed by the effective meeting guidelines referred to in Section Five of these Governance Policies and Procedures.

9.0 Records of meetings, including agendas, minutes and reports, shall be retained with other board documents and made available from the administrative support to the Board of Directors upon request.

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Section: GOVERNANCE
Policy: GOVERNING STYLE
Initial Approval: November 4, 2010
Policy Number: 4.3

POLICY

The Board of Directors will adopt the following governing style and carry out its job based on that approach.

The board will focus on outward vision rather than internal preoccupation
Ģ By maintaining the goal/vision as the focal point of the Organization’s activities;
Ģ By planning with regard to the long term impacts on the developmental sector and its member agencies.

The board will provide strategic leadership
Ģ By focusing on fundamental values;
Ģ By directing, and inspiring the Organization through the establishment of values and position statements that reflect the mission and vision of the organization and its member agencies.

The board will be proactive and look to the future
Ģ By emphasizing vision and inspiration;
Ģ By encouraging diversity and richness of opinion;
Ģ By providing consultation on future direction, rather than reaction to past events.

The board will be accountable to its members
Ģ By providing competent, conscientious and effective accomplishment of its job;
Ģ By encouraging members with diverse talents and viewpoints to become directors;
Ģ By ensuring the membership of OASIS is informed as to significant developments.

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Section: GOVERNANCE
Policy: BOARD OPERATIONS
Initial Approval: November 4, 2010
Policy Number: 4.4

POLICY

The Board of Directors will conduct its operation in accordance with the following principles.

Ģ The Board will recognize that board members are providing their time on a limited part-time and unpaid basis

Ģ The Board will establish and enforce whatever discipline is required to govern with excellence. That discipline includes:
– Attendance at board meetings
– Following policy making principles
– Being decisive and not impulsive
– Respecting the roles set for others
– Recognizing and distinguishing large issues from small issues and allotting its time accordingly
– Self-policing and regular monitoring of its own performance
– Adherence to OASIS policies and procedures

Ģ The Board will encourage diversity of opinion and creativity among its members.

Ģ Once a decision has been taken however, by the appropriate majority of the board, the board shall speak with one voice. No board member shall speak against policy or positions in any forum. Members of the Board of Directors must remember their commitment to the board as a whole, particularly in discussions about board policy or positions.

Ģ The Board will inform and educate its members, especially new members, in the mission of the organization and the role of the board.

Ģ The Board will engage in strategic planning as outlined in Policy 2.2.

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Section: GOVERNANCE
Policy: COMMUNICATIONS PROTOCOL
Initial Approval: November 4, 2010
Policy Number: 4.5

POLICY

The members of the Board of Directors have a responsibility to positively represent OASIS to the OASIS members, government officials, Ministry staff, media representatives and the public at large.

PROCEDURES

  • The President of the Board of Directors is the official spokesperson for the organization on matters of crisis, policy, overall direction and advocacy. The designate for the President will assume this role in the absence of the President or at the request of the President.
  • The designate for the President will be one of the Vice President-Volunteer, Vice President-Executive Director or Past President. Designation is the responsibility of the President. In the event the President is unable to designate, a majority consensus must be reached by the Vice President-Volunteer, Vice President-Executive Director and/or Past President.
  • The role of individual Board members for government relations and external committees is as outlined in the communication matrix and reviewed on an annual basis.
  • Individual members of the Board of Directors are not authorized to respond to media inquiries and must defer to the appropriate spokesperson. Violation of this policy is a breach of confidentiality and the Board of Directors collectively will determine whether dismissal of the board member is appropriate. 

Communication Matrix

October 2015

 

OASIS Board Government Relations Frequency
President

Vice President Volunteer

Vice President Executive

David Barber

Ann Kenney

Michelle Marshall

Minister of Community and Social Services

MCSS Deputy Minister

MCSS Director Community & Developmental Services

MCYS Deputy Minister

Premier

Opposition Leader

MCSS Opposition Critic

  Annually

Annually

Annually

 

President

Treasurer

David Barber

Sally Ginter

Ministry of Finance – Standing Committee re provincial budget

Minister of Finance

 

 

 

Annually
President or designates

 

Designate

David Ferguson

Michelle Marshall

Allan Mills

Provincial Network

 

Partnership Table

  Monthly

As required

President

Labour Relations Committee

David Barber

David Ferguson

Ministry of Labour    
OASIS Board of Directors Entire Board MCSS Assistant Deputy Minister – Operations

MCSS Assistant Deputy Minister – Policy

  Fall Annually

Spring Annually

Communication Committee Michelle Marshall

Ann Kenney

David Barber

Jocelyne Paul

Darren Connolly

Wilma Arthurs

Digest

 

 

E-blast newsletter

 

 

 

All Members of Provincial Parliament

 

2 weeks prior and 2 weeks after board meetings

Bi-monthly

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Section: GOVERNANCE
Policy: CLOSED and OPEN MEETINGS
Initial Approval: November 4, 2010
Policy Number: 5.1

POLICY

The Board of Directors will ensure fairness and effectiveness in their meetings.

PROCEDURES

OPEN MEETINGS

1.0 All meetings of the Board of Directors will be open to members of OASIS. Individuals planning to attend a board meeting are encouraged to inform the Administrative Support to the Board of Directors of their attendance to ensure that there is adequate seating available.

2.0 Each guest attending the board meeting will be given a board agenda upon their arrival and requested to sign the attendance record, including name and affiliation.

3.0 Individuals attending the board meeting are observers and participate at the discretion of the President.

4.0 If the conduct of a guest is disruptive, the President will request the individual leave the meeting.

CLOSED/INCAMERA MEETINGS

5.0 A meeting may be closed to the membership at the discretion of the President.

6.0 All declarations of in camera sessions must be approved by a majority vote of the board members in attendance.

7.0 At an in camera session the Board of Directors may include no one else, or anyone else, as it chooses. When it is known in advance that a meeting or part of a meeting will be closed, it will be noted on the published agenda.

8.0 The nature and content of matters discussed at an in camera session shall not be discussed outside the meeting without the consent of the Board of Directors.

9.0 The President will ensure that there are minutes on in camera meetings. This official record of decisions may be determined as confidential.

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Section: GOVERNANCE
Policy: AGENDA AND MEETING MINUTES
Initial Approval: November 4, 2010
Policy Number: 5.2

POLICY

An agenda and meeting minutes will be standard practice for all board and committee meetings.

PROCEDURES

1.0 The Board is the sole authority over its own agenda. The President in collaboration with the Vice Presidents and Administrative Support will develop a meeting agenda. The Board of Directors will be requested to review and approve the agenda at each meeting.

2.0 The Chairperson of any board committee will establish the meeting agenda within the parameters of the assigned tasks and time frame.

3.0 An agenda, meeting minutes and supporting information are circulated five business days in advance of the board/committee meeting.

4.0 Any business may be added to or deleted from the agenda with the consent of a majority of the members present.

5.0 Minutes will be recorded at all meetings of the Board of Directors, in camera sessions and committee meetings. The meeting minutes will record all decisions and will be the official record of the organization. Highlights of discussions and decisions of the meeting will be recorded by hand and/or computer entered at the meeting. It is the responsibility of the Chairperson to ensure that minutes of the meetings are completed. Minutes of board and committee meetings may be shared with OASIS members and may be available in electronic or printed version. Meeting minutes of in camera sessions are confidential with access limited to the members of the Board of Directors.

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Section: GOVERNANCE
Policy: CONFLICT OF INTEREST
Initial Approval: November 4, 2010
Policy Number: 5.3

POLICY

The members of the Board of Directors will not participate in discussion or decision-making about a matter which may directly or indirectly benefit that director or someone with whom the director has a close personal relationship.

PROCEDURES

1.0 Before any meeting of the Board of Directors, an agenda will be circulated to each board member, with agenda items specified and sufficient detail in order to permit the board members to identify possible conflicts of interest.

2.0 Prior to the commencement of any substantive business at the Board of Directors meeting, the President of the Board shall provide an opportunity for the board members to declare any conflict of interest regarding specific agenda items.

3.0 Full particulars of any such disclosure are noted in the minutes of the meeting.

4.0 If a board member has disclosed a conflict of interest regarding an agenda item, that board member shall leave the meeting room when the Board of Directors reaches that agenda item. The board member’s departure from the meeting shall be noted in the minutes, and there shall be no discussion of that agenda item by the Board of Directors until the board member has left the meeting room.

5.0 Following completion of the discussion by the Board of Directors of that agenda item, the board member shall return, and the return shall be noted in the minutes.

6.0 A board member will not discuss that agenda item with the board member who has disclosed a conflict, whether at the Board of Directors meeting or outside the Board of Directors meeting, before or after the meeting.

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Section: GOVERNANCE
Policy: ATTENDANCE RECORD
Initial Approval: November 4, 2010
Policy Number: 5.4

POLICY

The Board of Directors will ensure effective governance is maintained through regular attendance.

PROCEDURES

1.0 The Administrative Support for the board meeting will maintain an attendance record and inform the President of the Board of Directors of any member not in compliance with regular attendance.

2.0 Board members are expected to arrive on time for all meetings.

3.0 If a board member’s attendance is an issue (i.e. missing three consecutive meetings) the President will discuss the situation with the respective board member. One of the following actions will result:

Ģ Board member agrees to full attendance at all meetings.
Ģ Board member offers resignation.
Ģ The Board of Directors approves a motion indicating the dismissal of the board member from the governing body due to attendance non-compliance.
Ģ Notice of dismissal will be provided to the board member by registered mail.

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Section: GOVERNANCE
Policy: RECRUITMENT AND SELECTION
Initial Approval: November 4, 2010
Policy Number: 6.1

POLICY

The Board of Directors will implement a recruitment process to ensure the ongoing viability of the governing body.

PROCEDURES

1.0 Annually, the board will identify the skills, abilities and/or areas of expertise desired in new board members to maintain or advance the effective functions of the board.

2.0 The Board of Directors will recruit annually members to the Board of Directors to fill vacant positions. Potential candidates will demonstrate the following characteristics:
Ģ Commitment to the sector and to the well being of developmental service agencies and the individuals they support.
Ģ Ability and eagerness to deal with values, vision and the long term goals. Board members should be able to look beyond single events and even beyond systems in order to facilitate effective planning.
Ģ Ability to participate assertively in deliberations: It is not enough to have the potential to be a good board member; the potential must be manifested through participation.

3.0 The Board of Directors will form a nominating committee who will identify potential board members that would complement the collective skill, knowledge and perspectives of the governing body.

4.0 The Nominating Committee will develop a strategy to approach potential candidates to determine their interest and support for the mission and values of the organization.

5.0 Potential candidates for the Board of Directors will be scheduled for an interview with the Nominating Committee.

6.0 Candidates for the Board will be recommended by the Nominating Committee to the Board of Directors for their approval at the scheduled Board meeting at least one month prior to the Annual General Meeting. The Board of Directors as a whole will decide on the person’s suitability for nomination.

7.0 The Board of Directors will present a slate of Directors to the membership at the Annual General Meeting. A biographical sketch will be provided on each candidate.

8.0 Elected new members of the Board of Directors will receive a director’s manual and orientation in order to undertake their responsibilities.

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Section: GOVERNANCE
Policy: BOARD ORIENTATION AND TRAINING
Initial Approval: November 4, 2010
Policy Number: 6.2

POLICY

The Board of Directors will ensure that newly elected or appointed board members receive orientation and training to undertake their responsibilities.

PROCEDURES

1.0 New members to the Board of Directors will receive a resource manual and be invited to participate in a board orientation session that addresses the following topics:

Organizational Profile
Ģ Mission and Guiding Principles
Ģ Strategic Plan
Ģ Position Papers

Governance Framework
Ģ Governance Overview
Ģ Bylaws
Ģ Governance Policies and Procedures

Roles, Responsibilities and Accountability
Ģ Functions and Responsibilities of the Board of Directors
Ģ Communication Matrix

Governance Process
Ģ Governance Structure
Ģ Meetings: Schedule and Protocols
Ģ Conflict of Interest
Ģ Confidentiality

2.0 The orientation session will be presented by the board and other individuals determined appropriate.

3.0 The Board of Directors will develop board training and development plan to address their continuing educational needs as required.

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Section: GOVERNANCE
Policy: EXPENSES ELIGIBLE FOR REIMBURSEMENT
Initial Approval: November 4, 2010
Policy Number: 6.3

POLICY

The Board of Directors and Supporting Executive Directors and others, approved or designated by the Board to act in a capacity for OASIS, shall be eligible to receive, when required, reimbursement for basic out-of-pocket expenses, including meals and travel.

PROCEDURES

Reimbursement for Travel and Accommodation

Ģ Travel costs must reflect the most cost effective method available and may include mileage, car rental fees, taxi fares, airline tickets, or train tickets. The mileage rate is paid out at a set per kilometer rate and will be reviewed on a bi-annual basis. The current mileage rate is $0.40 per kilometer.
Ģ If the least expensive mode of travel is your personal vehicle, it is your responsibility to ensure that your insurance covers the use of your vehicle for OASIS purposes.
Ģ Receipts for authorized rail, air, bus, rental vehicles, and taxi travel shall be submitted with the Expense Claim Form.
Ģ Accommodations for Board meetings will be organized by the Administrative Support to the Board of Directors. Board of Directors and Supporting Executive Directors will be reimbursed for the cost of hotels.
Ģ Accommodations incurred while performing OASIS business will be covered; consideration should be given to meeting location and rates should be as cost effective as possible.
Ģ Reimbursement for meals, while on business for OASIS shall be paid out at the same rate as incurred. Reasonable rates for breakfast, lunch and dinner expenses shall be reimbursed. Alcoholic beverages will only be reimbursed upon approval of the President and only for hospitality purposes as outlined on page 2.
Ģ OASIS will reimburse Board Members for telephone, fax, or office supplies related to performing their role as a Board Member of OASIS.

Annual Conference & AGM Reimbursement

Ģ OASIS will cover the registration, travel and accommodation costs of the annual conference for the OASIS Volunteer Board Members.
Ģ Executive Directors who are members of the Board of Directors and Supporting Executive Directors will be reimbursed for one night’s accommodation and travel expense.
Ģ Executive Directors who are members of the Board of Directors and Supporting Executive Directors are expected to have their local association cover the conference registration fee and any other nights of accommodation.

Hospitality Expenses

Hospitality should be extended in an economical, consistent, and appropriate way when it will facilitate OASIS business or is considered desirable as a matter of courtesy. Part of normal business hospitality may include the consumption of alcoholic beverages with a meal or during a reception. Reimbursement for the cost of alcohol is permitted for hospitality events. The cost of alcoholic beverages cannot exceed the cost of food. Such hospitality requires the approval of the President of the Board.

Claims for Reimbursement

An OASIS Expense Claim Form must be completed and signed by the person submitting the claim. Claims shall be submitted to the attention of the Treasurer for approval. The expense form of the Treasurer shall be approved by the President or one of the Vice Presidents of OASIS.

Claims must be prepared and submitted to the attention of the Treasurer for reimbursement within the fiscal year when the expenses incurred.

Under normal circumstances reimbursement of expenses shall be sent out by the Treasurer of OASIS, within fifteen (15) days of receipt of the expense claim.

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Section: GOVERNANCE
Policy: BANKING
Initial Approval: November 4, 2010
Policy Number: 6.4

POLICY

The Board of Directors will ensure that the organization is financially stable and operates within the bylaws, governance policies and sound financial practices.

All bank accounts are to be maintained and reconciled based on acceptable accounting practices. To ensure sound financial accountability and internal control, cheques written on any business bank accounts held by the organization require two signatures by authorized signing authorities. All borrowing of money by way of loans, mortgages, advances, overdraft, or otherwise must be authorized by a motion passed by the Board of Directors.

Excess funds may be invested in liquid investments with very low levels of risk. The investment objectives are:
Ģ Protect the principal of the funds against permanent loss
Ģ Maximize current income with a minimum of risk

PROCEDURES

Cheque Signing Authority

The following positions of the OASIS Board of Directors are authorized to sign cheques:
Ģ Treasurer
Ģ President
Ģ Vice President-Executive Director
Ģ Vice President-Volunteer
Ģ Past President

Investments

Operating funds will be invested in short term, fixed income instruments. For purposes of this investment policy, the definition of short term includes maturities up to two (2) years. Investment maturities will be determined by the Treasurer based on funds available for investment compared to annual expenditures.

Responsibility

The Treasurer is responsible for ensuring bank accounts and investments are maintained in compliance with sound financial practices.

Financial Administration

The financial administration of the books and records of OASIS are completed by the agency providing administrative support to the Board of Directors. Financial administration includes:
Ģ Receiving request for memberships
Ģ Following up on requests, ensuring the Treasurer has the information to present to the Board of Directors for approval or denial of membership in OASIS
Ģ Coding invoices and reviewing them with the signing officers; ensuring the invoices are approved for payment, and forwarding payments for invoices received
Ģ Collection of monies, as required
Ģ Recording bank deposits and accounts payable
Ģ Making bank deposits
Ģ Preparing month end statements and forwarding to the Treasurer for review
Ģ Providing statements for presentation by the Treasurer at the Board of Directors meetings
Ģ Assisting with the preparation of year-end audited financial statements
Ģ Liaise with bank as required re: signing officers, Visa cards, or other issues as necessary

Process for Operation of Accounts

All payments made by OASIS must be made by cheque, debit card or direct payment through bank transfer.

All funds received by OASIS must be deposited to the OASIS bank accounts.

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Section: GOVERNANCE
Policy: UNBUDGETED EXPENDITURES
Initial Approval: November 4, 2010
Policy Number: 6.5

POLICY

The Board of Directors will ensure that the organization is financially stable and operates within the bylaws, governance policies and sound financial practices.

The Board of Directors must approve unbudgeted expenses and ensure that funds are available to utilize for the expenditure and will not place OASIS at financial risk.

PROCEDURES

1. To ensure that the best possible price has been secured for OASIS, quotes should be obtained whenever possible.

2. The Board member recommending the expenditure must confirm with the Treasurer of the Board of Directors that funds are available to proceed with the requested service.

3. If the expenditure is the result of an urgent situation, then the consent of the Executive of the Board of Directors is sufficient. Verbal or electronic authorization is accepted with appropriate documentation (date, time, who, amount authorized).

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Section: GOVERNANCE
Policy: Executive Directors
Initial Approval: November 3, 2011
Policy Number: 6.6

POLICY

In accordance with the bylaws of OASIS, the Board of Directors will include five (5) Executive Directors representing Member agencies. Member agencies have many titles for the Senior representative responsible for overseeing the Developmental Services services and supports of their organization within the Province of Ontario including, but not limited to:

Ģ Chief Executive Officer
Ģ Executive Director
Ģ Administrator
Ģ Vice President

The following will identify the key responsibilities that will be acceptable for nomination as an Executive Director to the OASIS Board of Directors:

Ģ Provide overall management leadership to the service, human resources, financial and information components of the member’s organization
Ģ Provides oversight and direction to ensure compliance with all relevant legislation, regulations, building codes and zoning bylaws, and established quality standards
Ģ Ensures policies and procedures are in place to respond to the requirements specified in legislation and regulations
Ģ Ensures the Strategic Plan of the organization is driven by priorities and guides the direction of the services of the member’s organization
Ģ Responsible to work with Senior Management teams to plan, develop, coordinate, and evaluate the implementation of services and supports of the member’s organization consistent with agreed upon priorities

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Section: GOVERNANCE
Policy: Role of the Supporting Executive Director
Initial Approval: November 3, 2011
Policy Number: 6.7

POLICY

The OASIS Board of Directors consists of seven (7) Volunteer Board Members and five (5) Executive Directors from Member agencies. The Volunteer Board Members may each receive support from a Supporting Executive Director.

The purpose of the Supporting Executive Director is to be a resource to the Volunteer Board Member, providing their advice, experience and knowledge of the sector, and Ministry priorities and directives. The Supporting Executive Director is a non voting position. The Volunteer Board member will normally receive support from the Executive Director from the home agency where they are a board member, and/or member in good standing. Where circumstances exist that the Executive Director of the Volunteer Board member’s agency be unable to act as the Supporting Executive Director, the Volunteer Board member may recruit another Executive Director to fulfill this role. Recruitment of the Supporting Executive Director will be from the same region as the Volunteer Board member, whenever possible. The final decision shall be at the discretion of the Volunteer Board member.

The Volunteer Board member should ensure that the Executive Director’s home organization supports the nomination of this person to the role of Supporting Executive Director to the OASIS board member. The Executive Director should have the interest, passion, willingness, and expertise to further the interests of the work of OASIS.

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Section: GOVERNANCE
Policy: Patron’s Council
Initial Approval: October 29, 2015
Policy Number: 6.8

POLICY

 

The Board of Directors has working relationships with Government, Members of Parliament, federal or provincial, community partners and other stakeholders. To assist in this process the Board of Directors will establish a Patron’s Council to provide community input and perspectives to inform OASIS’s strategic planning and provide expertise to enhance the work of OASIS.

Individuals approved for the Patron’s Council must have an interest, passion, willingness, and expertise to further the interests of the work of OASIS.  The Patron’s Council will be ambassadors and champions for OASIS in the community. The Patron’s Council will also serve in an advisory capacity, making recommendations on matters that impact on the future direction of services and supports for individuals with developmental disabilities.

PROCEDURES

 

  1. Nominations for the Patron’s Council will be accepted from member agencies or members of the Board of Directors and approved by the Board of Directors.
  2. Members of the Patron’s Council will meet at least annually with the Board of Directors of OASIS to review the strategic directions of the organization and develop an action plan for the members of the Patron’s Council.
  3. Members of the Patron’s Council are accountable to the Board of Directors and will report their activities on behalf of OASIS to the Communications Committee.
  4. At the discretion of the President of the Board members of the Patron’s Council may be requested to speak to the media or government officials to champion issues of importance to OASIS and its member agencies.
  5. Based on the expertise of the individuals on the Patron’s Council their input into the development of position papers may also be requested.