Kawartha-Haliburton Childrens Aid Society by akgame


									                         Kawartha-Haliburton Children’s Aid Society
                                   Governance Policies
                                  Section I - Governance

AG02.01.01 - Board Governance Framework

Cross Reference:

Accreditation Standards: 2-1.1, 2-3.1, 2-5.3, 5-1.1                                 Page 1 of 2

The Kawartha-Haliburton Children’s Aid Society receives its designation and its mandate from the
Child and Family Services Act (CFSA) 2000 as amended from time to time. While the Kawartha-
Haliburton Children’s Aid Society is a non-profit agency its mandate and funding arrangement
create specific features that differentiate the Agency from some of the other non-profits in the
social service sector. These features also impact governance policies and structures.

The features are:

    1. The Kawartha-Haliburton Children’s Aid Society plays a “normative” role in the social
       service system as clients are rewarded by the agency for compliance to its expectations,
       and clients are frequently required to participate in services. Under these circumstances
       “means” such as fair treatment and respect are as important as the “end” the Society
       wishes to achieve. The Board of Directors, on behalf of the larger community, must
       ensure these means are practiced by the Society.

    2. The Kawartha-Haliburton Children’s Aid Society plays a monopolistic role in the social
       service sector as it the only agency in its jurisdiction that has a child protection mandate
       under the CFSA. The Society therefore does not earn its revenue because clients chose
       to purchase its services; instead it receives a budget for providing services. Under these
       conditions the Board of Directors recognizes that while resources may be deployed in the
       most efficient manner, it is responsible for developing tests, in the public interest, to
       ensure that the Society’s outcomes and performance warrant expenditures, and that
       unproductive and outdates methods are abandoned.

    3. Unlike many other non-profit agencies the Kawartha-Haliburton Children’s Aid Society
       does not have the latitude to decide what business it is in. In addition it has to follow
       proscribed service models and comply with external standards. The Society’s strategic
       planning role is therefore more narrowly defined than other non-profits. This must be
       reflected in its strategic planning.

    4. The mandate of the Kawartha-Haliburton Children’s Aid Society's Board of Directors is to
       ensure a high level of accountability on behalf of the community the Society serves. The
       Board of Directors will not normally become involved in the day-to-day decision making.

The Board of Directors acts in the capacity of “owner and trustee” of Kawartha-Haliburton
Children’s Aid Society on behalf of the public, and is the highest level of authority and decision-
making within the organizational structure. As such Board members must maintain a clear focus
on the critical factors and issues affecting the operation of the Society. The Board is therefore
responsible for the following:

    1.         Society’s vision.
    2.         Society’s values.
    3.         Monitoring the critical aspects of the Society’s operations.
    4.         Society’s external focus.
B00.01.01 - Board Governance Framework
Page 2 of 2

    5.        The Society’s outcome-driven organizational system.
    6.        The separation of large issues from the small.
    7.        Society’s annual strategic planning and performance tracking. .
    8.        Society’s proactive planning and decision-making.
    9.        Diversity and unity.
    10.       Accountability and communication with stakeholders.
    11.       Effective and efficient use of Board member’s time.

In order to provide the latitude the Executive Director requires in achieving the outcomes that are
important to the Board of Directors and to hold the Executive Director accountable for achieving
these outcomes, the Board makes a clear distinction between Governance policies and
Operational practices.

Governance policies are the highest-level policies, which establish the Society’s: mission, values,
and outcomes. They also define board-executive relations, the Board’s own discipline, and the
Society’s relationship to the community.

Operational practices provide direction for the day-to-day operation of the Society, consistent with
the direction, values and parameters established by the Board of Directors.

Governance policies are developed by the Directors of the society and are approved by the Board
of Directors. Staff are required to comply with these policies and to report all breaches to the
Board of Directors. Operational practices are emanating from the governance policies. They are
the means to achieving the ends defined in the governance policies. Operational practices do not
require Board approval as they fall within the domain of operations.


    1. The Board of Directors must approve all governance policies and policy changes.
    2. Governance policies shall be grouped into the following areas:

                  Definition of Terms
              I   Governance
              II Board Management and Discipline
              III Board-Staff Relations

    3. The Board of Directors reserves the right to set operational practices in a period of crisis.
    4. The Board-Staff Relations policies will be worded in a manner that defines the
       expectations of staff in various operational areas (e.g.: service delivery, finance, human
       resource management, inter-agency relations) as well as the parameters of staff
    5. Each policy shall also include a section, which outlines how the Board shall monitor
       application and compliance.
    6. All Governance policies shall be reviewed by the Accreditation Committee annually and
       revised accordingly.

Most Recently Approved: September 21, 2006
Policy Date: May 19, 2005 by KHCAS Board of Directors

To top