ANORW POLICE

and EMERGENCY SERVICES of OTTAWA WATERSHED

(TRIBAL community gOVERNEMENT)

 
THE ANORW POLICE & EMERGENCY SERVICES

GOVERNANCE POLICY MANUAL


 
TABLE OF CONTENTS
GENERAL GOVERNANCE. 3
Mission/vision/values. 3
Members. 4
code of ethics. 5
BOARD GOVERNANCE. 6
BOARD RESPONSIBILITIES. 6
PRESIDENT'S ROLE. 7
POLICY TITLE: IMMEDIATE PAST-PRESIDENT'S ROLE. 8
BOARD MEETING PROCEDURES. 9
Board MemberS Code of Conduct. 11
PRINCIPLES GOVERNING Board CommitteeS. 12
Bylaw & Governance Committee Terms of Reference. 13
FINANCE COMMITTEE. 14
ETHICS AND RISK MANAGEMENT. 15
Government Relations COMMITTEE. 17
EXECUTIVE RECRUITMENT, RETENTION AND REVIEW COMMITTEE. 18
Executive Grievance Committee. 20
DIVISON GOVERNANCE. 21
CONFLICT OF INTEREST GUIDELINES FOR COUNCILS AND COMMITTEES. 21
TERMS OF OFFICE FOR COMMITTEE MEMBERS  (ALL COMMITTEES) 22
 
POLICY TYPE:
GENERAL GOVERNANCE
POLICY TITLE:
Mission/Vision/Values

 ANORW POLICE VISION

Canadians are inspired to achieve personal excellence and lifelong participation in saving lives.

 ANORW POLICE MISSION

From best practices in dignity and respect for all, ANORW POLICE is the dedicated to serve, community.

In support of this Mission, ANORW POLICE will:

Serve as an advocate for best practices in health care and emergence management
Speak with one voice to the community
Pre-hospital services
Inspire excellence at every level
Collaborate based on a foundation of trust with our community leaders and associations
Develop engaging and stimulating programs in community healthcare and emergency management at all levels of government

 ANORW POLICE VALUES

We believe in:

Respect: For each other, for the safety of ourselves and our community, and for the health and safety of the environment in which we all live.
Diversity: Celebrating our differences, we embrace our community’s increasingly dynamic membership.
Inclusivity: Working together, we provide knowledge, assistance and responding to the community
Service: Effectively and proactively serve our community, with a high level expectation and best practices is fundamental to all we do.
Excellence: Leading by example, we reflect the outstanding performance in health and safety
Volunteerism: As a means of encouraging personal growth in a way that has direct, immeasurable benefits to the community, we actively seek, welcome and respect those who selflessly give of their time in aid of the welfare and safety of the members of our community and the achievement of   ANORW POLICE’s mission.

POLICY TYPE:
GENERAL GOVERNANCE
POLICY TITLE:

Members and Volunteers

Members and Volunteers

In addition to supporting the Aims and Objectives of ANORW POLICE, individual members and volunteers must be members in good standing.

Code of Conduct
All members and volunteers shall support ANORW POLICE by:

Personal knowledge and compliance;

Agreeing to report any alleged abuse;

A member/volunteer should be completely trustworthy, exhibit honesty, loyalty and discretion in all related activities;

A member/volunteer should issue public statements only in an objective and truthful manner;

 ANORW POLICE members/volunteers should uphold issues of safety and fairness in all aspects.

No member/volunteer shall act to the detriment of others in a situation where the responsibility of their position places them in a conflict of interest;

All members/volunteers shall conduct themselves in a manner which reflects the values and ethics of ANORW POLICE. Any member/volunteer who engages in or is party to conduct inappropriate to ANORW POLICE the member/volunteer will be subject, after due process, to such sanctions an ANORW POLICE may impose.

Further Expectations of a ANORW POLICE Member/volunteer

Members/volunteers are encouraged to continuously educate themselves and take an active role in the activities of the Organization.

The ANORW POLICE member/volunteer should strive to preserve and enhance the image of ANORW POLICE so that the community’s respect will be maintained.

POLICY TYPE:
GENERAL GOVERNANCE
POLICY TITLE:
code of ethics
Preamble

WE BELIEVE …

That it is the rights and responsibility of ANORW POLICE to set standards in matters of ethics, and in all manners under its jurisdiction;

That it is desirable to define ethical practices, to delineate unethical practices

That ANORW POLICE members/volunteers should observe the spirit as well as the letter of this Code of Ethics;

That being a member/volunteer is a privilege, not a right and that membership may be suspended, terminated or rejected following appropriate disciplinary procedures.

Statement of Principle

 ANORW POLICE supports adherence to community services, wellbeing and emergency planning under its jurisdiction.

 ANORW POLICE is committed to:

Upholding the welfare of the community in which it serves, regardless of race, religion or opinion. Requiring that members of the community be treated with kindness, respect, and the compassion that they deserve, and that they never be subjected to mistreatment;
Providing for the continuous well-being of the member of the community by encouraging routine inspection and consultation with health care professionals and community officials to achieve the highest possible standards of nutrition, health, comfort, sanitation and safety as a matter of standard operating procedure;
Increasing education in training and best practices;

POLICY TYPE:
BOARD GOVERNANCE
POLICY TITLE:
BOARD RESPONSIBILITIES

The statutes providing for incorporation of ANORW POLICE require directors to supervise the management of the affairs of the organization.  In addition to this mandate the governing authority of the board of directors is set out in the ANORW POLICE’s governing documents, the Bylaws.  As members of the board, directors are trustees under the law and have responsibility to oversee the conduct of the business, to monitor management and to endeavour to ensure that all major issues affecting the business and affairs of the organization are given proper consideration.


The board is accountable to our sponsors for competent, conscientious and effective governance.  The board will direct, control, and inspire the organization through the careful establishment of broad written policies reflecting the organization’s values and perspectives about results to be achieved and actions and situations to be avoided.

To distinguish the boards own unique job from the job of councils, committees or staff, the board will concentrate its efforts on the following job outputs:

The development and maintenance of clearly defined linkages between the organization and its members.
Written governing policies which, at the broadest levels, address:

Governance Process – how the board carries out and monitors its own tasks
Board/Council/Committee/Staff Relationships – how the board maintains positive relations among the board, councils, committees and staff, and how the board delegates authority to and holds councils, committees and staff accountable for their duties
Monitoring the Organization’s Ethical Values and Behaviour – these are the boundaries of prudence and ethics within which all activities and decisions will take place
Mission, Vision, Strategy and Results – Organizational impacts, benefits, outcomes and results. 

External Communications and Public Relations.
Advocacy and Liaison with the Federal Government and General Public.
Establishing Policies for Financial Control of the affairs of the organization.
Managing Disputes, including overseeing mechanisms for mediation of disputes, appeals and independent arbitration.
Assessing the Board’s performance and effectiveness in relation to these outputs.
Presenting annually to the membership an audited financial statement and a review of the Federation's progress achievement of stated results.
Ensuring the Federation maintains sufficient financial resources to function effectively.
Fulfilling any responsibilities required by law.
Monitoring and accessing the board's process and performance at each meeting.
Appoint a director or outside person as Treasurer with the responsibility for reviewing the financial records on a regular basis.
Approve all Council Policies.
Approve Terms of References of the Councils.
Risk Management.

POLICY TYPE:
GOVERNANCE PROCESS
POLICY TITLE:

director  ROLE

The job "product" of the president is, primarily, the integrity of the board's process and, secondarily, representation of the board to outside parties. 

The job of the President is to ensure the board behaves consistent with its own rules and those legitimately imposed upon it from outside the organization.

Meeting discussion content will only be those issues, which, according to board policy, clearly belong to the board to decide, not the Chief Executive Officer.
Deliberation will be fair, open, and thorough, but also efficient, timely, orderly, and to the point.

The authority of the President rests in making decisions that fall within the topics covered by board policies on Governance Process and Board-Council-Committee Relationship, except where the board specifically delegates portions of this authority to others.  The President is authorized to use any reasonable interpretation of the provisions in these policies.

The President is empowered to chair Board meetings or delegate same with all the commonly accepted power of that position (e.g., ruling, recognizing).

 

POLICY TYPE:
GENERAL PROCESS
POLICY TITLE:
IMMEDIATE PAST-PRESIDENT'S ROLE

The role of the immediate past-president is to provide counsel and direction as requested by the Board, to participate in senior Board committees and to perform such other duties as the Board may determine from time to time. The Immediate Past-President will participate in but is not limited to the following activities and committees:

1. Governance committee

2. Government relations committee

3. Executive committee.

4. International Business Initiatives

5. National Business Initiatives

The Immediate Past President, if an appointed officer may not hold all director privileges. The Immediate Past President may vote on all non-budgetary issues. In the absence of the President the Immediate Past-President may chair Board meetings.

POLICY TYPE:
GENERAL PROCESS
POLICY TITLE:
BOARD MEETING PROCEDURES

Board meetings are for the single task of getting the board's job done.

Board meetings shall be conducted in accordance with the by-laws of the federation.
In order to facilitate the efficient conduct of business, meetings of the board shall be for board members only, with guests invited at the discretion of the board.
The board will set its own agenda based on a "perpetual" agenda.  One of the items on the perpetual agenda will be concerns of the voting membership brought to the attention of their board liaison person. The President will exercise control of the agenda on behalf of the board.  Only those issues which are consistent with the board's job description shall consume board time. 
Materials for the agenda will be given to the board members with adequate lead-time for meeting preparation.  Board members are obligated to prepare for and attend meetings, and to participate productively in discussions of each agenda item.
Minutes of board meetings will be prepared and circulated to board members within a reasonable period of time. Following a board meeting, contact will be made with voting member representatives and a written summary of board discussions will be circulated to voting members and posted on the ANORW POLICE web site.
The board will endeavour to meet at least four times annually.

In order to facilitate the conduct of the business of the Board of Directors, meetings will be held on a routine basis as follows:

Face to Face meetings:

A meeting held on the 4th Sunday and subsequent Monday in June of each year, to be held in a location to be agreed;

PERPETUAL AGENDA

Call to order
Approval of minutes of last meeting
Business arising from minutes
Correspondence
Finance Report
Operations Report
Reports from Councils and Committees
Reports/liaisons with external organizations
Priorities/Planning/Budgeting
Board Governance

-Policy review and development

Other Business
Adjournment                      

Other meetings may take place if Finances are available

Teleconference meetings:

Four (4) per year, held on the 4th Tuesday of each month not having a face to face meeting, i.e. January, April, July and October.
Any of the above may be cancelled or added to, with the consent of the President and in accordance with the By-laws, should a majority of the Directors so decide.
Teleconference meetings will have a permanent agenda.

Web conference meetings:

May be called to complete unfinished business. These will be scheduled within three business days after teleconference or face-to-face meetings. The objective is to reduce carry-over from meeting to meeting.

Procedure:

In order to ensure appropriate preparation time for the Directors:

1.    A draft Agenda, developed by the Secretary, in consultation with the President, will be circulated to all Directors seven (7) days prior to the meeting, with said agenda being finalized at the commencement of the meeting.  Any Director may request the inclusion of an agenda topic for discussion or resolution; agenda items without appropriate documentation may be deferred to a subsequent meeting.

Draft minutes of the previous meeting will be circulated with the agenda;
Papers in support of any agenda item, to be considered at the meeting will be circulated not less than seven (7) days prior to the meeting;
Financial statements for the prior month will normally be available by the 4th Tuesday in each month;
If for any reason a Director is unable to attend the meeting the Secretary and the President shall be so advised;
Teleconference call arrangements will be arranged by the assistant to the Chief Executive Officer.
Standing committee reports should be prepared for circulation prior to each face to face meeting
A cash flow summary will be part of every permanent agenda.  Face to face meetings will be detailed financial report.  The Manager of Finance will attend face to face meetings of the Board and may be invited to attend teleconference meetings.

 

Normally, information will be circulated by email.  Presentations, large documents or other material will be circulated by expedited mail.  When the material is not received within the specified time, the topic may be deferred to a subsequent meeting.


POLICY TYPE:
BOARD GOVERNANCE Process
POLICY TITLE:
Board Members Code of Conduct

The Board commits itself and its members to ethical, businesslike, and lawful conduct, including proper use of authority and appropriate decorum when acting as Board members.

Accordingly,

1.         Board members will publicly support all of the decisions taken by the Board and communicate as required with members the reasons behind such decisions.
2.         Board members must represent un-conflicted loyalty to the interests of ANORW POLICE. This accountability supersedes any conflicting loyalty such as that to equestrian industry associations, interest groups and memberships on other boards.
3.         Board members must avoid conflict of interest (as stated in our Bylaws) with respect to their fiduciary responsibilities.
3.1        There must be no self-dealing or any conduct of private business or personal services between any board member and  ANORW POLICE except as procedurally controlled to assure openness, competitive opportunity, and equal access to inside information.
3.2        When the Board is to decide upon an issue about which a board member has an unavoidable conflict of interest, that board member shall absent herself or himself without comment not only from the vote but also from the deliberation.
3.3        Board members must not use their positions to obtain employment for themselves, family members, or close associates.
3.4        Board members will annually disclose their involvement with other organizations or associations that might produce a conflict.
3.5        Should a Board Member wish to be considered for employment, they must resign from the Board.
4.         Board members may not attempt to exercise individual authority over the organization
4.1        Board members’ interactions with the CEO or with staff must recognize the lack of authority vested in individuals except when explicitly board-authorized.
4.2        Similarly, Board members’ interactions with the public press or other entities must recognize the same limitations.
5.         Board members will respect the confidentiality appropriate to issues of a sensitive nature.

POLICY TYPE:
BOARD GOVERNANCE
POLICY TITLE:
PRINCIPLES GOVERNING Board Committees

Board committees, when used, will be assigned so as to minimally interfere with the wholeness of the board’s job and so as never to interfere with delegation from board to staff.  Committees will be used sparingly, only when other methods of managing the board’s workload have been deemed inadequate.

Board committees are to help the board do its job, not help the staff do its job.  Committees ordinarily will assist the board by preparing policy alternatives and implications for board deliberation.  Board committees are not to be created by the board to advise staff.
Board committees may not speak or act for the board except when formally given such authority for specific and time-limited purposes.  Expectations and authority will be carefully stated in order not to conflict with authority delegated to the Chief Executive Officer (CEO).
Board committees cannot exercise authority over staff. Because the CEO works for the board in its entirety, he or she will not be required to obtain approval of a board committee before an executive action.  In keeping with the board’s broader focus, board committees will not normally have direct dealings with current staff operations.
Board committees are to avoid over-identification with organizational parts, but rather are to remain focused on the organization as a whole.  Therefore, a board committee, which has helped the board create policy on some subject, will not be used to monitor organizational performance on that same subject.
This policy applies only to committees, which are formed by board action, whether or not the committees include non-board members. It does not apply to other committees of the ANORW POLICE as established in the Constitution and Bylaws of ANORW POLICE and the terms of reference governing divisions and councils.

Board Committees will include the following (additional committee may be added at a later time):
Bylaw & Governance
Communication/Information Technology
Finance
Ethics/Risk Management
Executive Recruitment, Retention & Review
Executive Grievance
Government Relations

POLICY TYPE:
BOARD GOVERNANCE
POLICY TITLE:
TERMS OF REFERENCE --
Bylaw & Governance Committee Terms of Reference
Composition
The Board will appoint a Chair. The Chair will normally have experience in corporate governance structures and in drafting policies.

The Chair will select committee members from the membership of the organization. The Chief Executive Officer or designate will normally be present at all meetings in an advisory capacity.
Specific Responsibilities
The committee will draft or revise bylaws and policies according to the direction of the Board.
The committee will review the existing bylaws and policies of the corporation and make recommendations to the Board.
New bylaws and revisions to existing bylaws will be approved by the Board before being presented to the membership for adoption.

Policy recommendations must be approved by the Board.

POLICY TYPE:
BOARD GOVERNANCE
POLICY TITLE:
TERMS OF REFERENCE --
FINANCE COMMITTEE
Mandate

To monitor the financial activities of the Federation and its divisions and to ensure that they are carried out in accordance with approved policy and generally accepted accounting procedures. 

Composition

The committee may be made up of the Chair, appointed by the Board, the treasurer appointed by the Board, the President of the EC, and each council may appoint one member to the committee.  The Treasurer shall have a recognized accounting designation and shall oversee the financial administration of the corporation, review procedures, advise the Board of Directors on financial strategy, and ensure that the Board of Directors understands all financial implications relating to tax matters, contracts, or other financial issues that may arise. The Chief Executive Officer and Chief Financial Officer will be ex-officio members of the committee. Members will serve as long as they hold their respective positions or appointments.

Key Duties
Review ANORW POLICE financial statements on a regular basis and to monitor adherence to approved budget in relation to revenue and expenses.
Review the annual budget for the Federation.
Review and approve Division budgets.
Present to the Board of Directors the annual budget for approval.
Present to the Board of Directors and members the financial statements for approval.
Provide advice on financial matters as required by the Board of Directors.
Evaluate all motions presented to the Board, which have a financial impact to the ANORW POLICE of $10,000 or more and are not included in the currently approved budget.  Such motions are tabled pending an evaluation report, which is to be completed prior to the next meeting of the committee.
Review Board of Directors recommendations for spending of over $10,000.
Examine financial implications of planned initiatives and recommend action.
Undertake special projects as assigned from time to time by the Board of Directors.
Reporting Mechanisms
The Finance Committee reports to the Board of Directors through the Treasurer.

POLICY TYPE:
BOARD GOVERNANCE
POLICY TITLE:
TERMS OF REFERENCE --
ETHICS AND RISK MANAGEMENT

Mandate
The committee recommends policies, strategies and programs to ANORW to assist ANORW POLICE in maintaining and enforcing its Code of Ethics and Statement of Principles as they relate to ethical behaviour.

To monitor all activities of ANORW POLICE and make recommendations to ANORW POLICE and to Divisions of ANORW POLICE on measures to manage risks.

Authority

This Committee has the authority to advise the Board, Councils and other committees of ANORW POLICE As such, the Committee researches and investigates matters relating to safety, risk management and insurance, and makes recommendations for policies and actions by the UN and its various entities.

Composition

The Committee shall consist of five persons: a Chairperson and a representative of each of the four Divisions of ANORW POLICE.  A minimum of two of the five members should have training and experience in one or more areas directly related to the Committee mandate (law, insurance or risk management).  ANORW POLICE lawyer and Insurance Broker and Chief Operating Officer are non-voting members.  As required and with the approval of the Chairperson, the Committee may consult with other individuals having safety, legal, risk management or insurance expertise.

Appointment

The ANORW POLICE Board will appoint the Chairperson of the Committee. The Chairperson will have overall responsibility for the activities of the Committee. In consultation with the Councils, the Chairperson shall select four additional members to represent each of the 2 Divisions Members shall serve on the Committee for two years and may serve more than one term.


Key Duties

To review activities of ANORW POLICE as they relate to human and equine safety, legal liability and risk exposures.
To identify those activities and areas that have the potential to pose significant risks to ANORW POLICE, and to conduct risk assessments for these activities and areas.
To make recommendations to ANORW POLICE and to entities within ANORW POLICE as required, on measures to control risks.
To ensure and monitor that each Division have appropriate safety standards in place especially in regards to the safe practice of the sport through its rules, and competition policies.
To monitor risks and the implementation of risk control measures on an ongoing basis.
To make recommendations regarding insurance coverage for ANORW POLICE, Divisions, Councils and members.
To provide educational programs to  ANORW POLICE members
To manage the Harassment Policy and ensure  ANORW POLICE has trained harassment and abuse officers identified to deal with complaints
To ensure that harassment and abuse education is provided to its athletes, coaches and officials.

Meetings

The Committee will meet as required and at a minimum, will meet three times per year. Meetings may be held in person or by telephone conference.

Resources

 ANORW POLICE shall provide the necessary administrative and personnel resources for the Committee to carry out its work.

Reporting

The Risk Management and Ethics Committee will report to the ANORW POLICE Board at every meeting of the Board, through its Chairperson. Committee members will report on behalf of the Committee to their respective Councils, as required. The Risk Management and Ethics Committee will communicate, as required, with other Board Committees of ANORW POLICE including the Judicial Committee, and Staff Relations Committee.

Evaluation and Review

The ANORW Board will review the performance of the Committee on an annual basis and will review these terms of reference every two years

POLICY TYPE:
BOARD GOVERNANCE
POLICY TITLE:
TERMS OF REFERENCE --

Government Relations COMMITTEE

Mandate
To create and maintain a positive working relationship with Government at all levels..
Composition
The committee will be comprised of two members of the board representative of at least two divisions plus the immediate past president.

Key Duties
The committee will be responsible for recommending policy positions for discussion by the Board.
The committee will represent ANORW POLICE’s interest to the appropriate government departments and individuals, utilizing staff and volunteer resources as necessary.

POLICY TYPE:
BOARD GOVERNANCE
POLICY TITLE:
TERMS OF REFERENCE --
EXECUTIVE RECRUITMENT, RETENTION AND REVIEW COMMITTEE

The proposed terms of reference are:
1.    Annual Review of Chief Executive Officer (CEO), Chief Operating Officer (COO), Chief Financial Officer (CFO) job descriptions. This should be done with the CEO present at all meetings, and the COO or CFO present as pertinent.

2.    Annual Review of Performance. This is begun in October by collecting information on the performance indicators outlined in the job description. Interviewing the persons involved and preparing a written report for the employee file.

3.    Annual salary and bonus recommendation if applicable.

4.    Annual review of career development opportunities and actions.

5.    Ongoing research on cognate positions in other organizations, performance expectations, remuneration, turnover rates.

6.    Periodic preparation of terms of reference for replacements in each position. This work is undertaken in conjunction with the CEO and with the CFO and COO.

Composition of the Committee (should include but is not limited to):
1.    The President

2.    The Treasurer of the Board

3.    The Secretary of the Board

4.    Another member preferably with human resources experience, this member should also agree to serve on the Grievance Committee (see below).

The Board appoints the Chair of this committee
Term: one year, no limit to reappointments.
Notes on the function of this committee:
Senior executive positions are onerous and politically sensitive. Review and guidance must be provided with the highest level of confidentiality and prudence. Documents prepared form the official record of performance and must be dated and signed to ensure continuance of process. The initial role of this committee will be to create the necessary forms and protocols for their work.
Additional notes: Executive Recruitment, Retention and Review Committee: The reports to the Board will be variously detailed. Some Boards will demand more, some less.
Recruitment: the governance committee favors the committee being entrusted with the negotiations, then reporting that they were (or not) successful. However, the committee suggests that the Board must proactively set limits. It might be a good idea to peg compensation at the Ag Canada pay scale (1.15 - 1.2 inclusive of all benefits) or similar… so that committee enthusiasm does not get the organization over committed.
 
Executive review:

On the review side, any recommendation to the Board must be framed in the key areas of responsibility. Generally, we have organizational development (this would include all outreach to agencies etc), management (this would include all administrative and staff) and programs (this would include all responsibilities to divisions, sport boards etc). The Board should receive a report that indicates superlative/satisfactory/improvement requested performance. And the report should have brief notes from the committee and the CEO. Both the committee and the CEO should sign the report. The committee agreed that these reports remain and so recommend that the report be no longer than one page, that numbered copies be circulated at an in camera session and that the copies be collected and destroyed following the discussion. The original is maintained in the employees file in the national office on secure, watermarked hardcopy. (Incidentally, the committee recommends a similar procedure be adopted for all the employees by their cognate reviewers.)
On the recruitment front, the Board should be presented with a detailed report on the person being sought, on the processes to be undertaken, on each candidate’s interview and the process leading to their final recommendation.


POLICY TYPE:
BOARD GOVERNANCE
POLICY TITLE:
TERMS OF REFERENCE --
Executive Grievance Committee

Mandate
This standing committee serves as the last internal level of appeal to resolve disputes among the executive staff. It also serves as a general grievance committee to resolve disputes between Directors, Councilors,
Committee Chairs or other executive volunteers and the executive staff. This committee is empowered by the Board to make binding decisions. This committee must in no way infringe upon the process in place as described in the staff manual or as available under the laws of the Province of Ontario.

Composition
The Board appoints the chair and committee members. A member from the ERRRC must sit on this committee. It is recommended where practical that this individual have human resource management experience. Members may be adjusted as circumstances dictate. Normally, both the President and the Chief Executive Officer (CEO) will be members.  These individuals are specifically excluded when the dispute involves them directly or when there is a demonstrated conflict of interest.
Term:  one year, no limit to reappointments
All other staff related process should be handled through the CEO.
Notes on the operation of the Executive Grievance Committee:
Reports from this ad hoc committee must detail the nature of the grievance, the committee’s efforts to ascertain the facts in the case, the hearing process and the rationale for their decision and actions taken to resolve the dispute.
This report must be in writing, but for reasons of confidentiality, should be delivered to the Board verbally at an in camera session. The report must be respectful and adhere to any legal requirements for privacy (juniors etc). This report should be reviewed by legal counsel before presentation.
The report should be prepared on secure paper and sealed prior to storage in the national office.
A mandatory six month follow-up report should be prepared to determine the effectiveness of the action/direction.


POLICY TYPE:    
DIVISON GOVERNANCE
POLICY TITLE:
CONFLICT OF INTEREST GUIDELINES FOR COUNCILS AND COMMITTEES
These Guidelines apply to all ANORW POLICE Councils and Committees.

The objective of these guidelines is to enhance ANORW POLICE members’ confidence in the integrity of ANORW POLICE its Councils and Committees, and to minimize legal liability to ANORW POLICE and to individual members of ANORW POLICE.

A person shall act in what he or she believes to be the best interest of the Federation and its members and perform official duties in such a manner that the confidence of the membership and public trust in the integrity, objectivity and impartiality of ANORW POLICE is conserved and enhanced.
A person shall arrange private affairs and behave in such a manner that will prevent real, potential or perceived conflicts of interest from arising.
A person is considered to be in conflict if that person or his or her family is directly involved in an issue under discussion, or is associated with it in a substantive way, or stands to benefit from a decision to be made by an entity within ANORW POLICE. A person includes any person, corporation or entity associated with him or her (as defined under the Income Tax Act).
A person shall not knowingly take advantage of, or benefit from information obtained in the course of official duties and responsibilities with ANORW POLICE, which is not generally available to the membership or to the public.
A person shall not accept transfers of economic benefit other than customary hospitality, incidental gifts or other benefits of nominal value.
Any conflict shall be disclosed to the appropriate level at the earliest stage possible: Council Members to the President and other Council members; Committee members to the Chair; Chief Executive Officer (CEO) to the President; Chairs of Committees to the Board of Directors, President to the Board; Staff to the Chief Operating Officer, Chief Operating Officer to the CEO.  Where appropriate or when requested by any member, conflicts will be recorded in writing.  Remedies to resolve the conflict of interest will be discussed with the Chair, President, CEO, COO, Committee, Council and/or Board, as the case may be.
In the event of disagreement about the existence of a conflict or the remedy to resolve the conflict, either party may request a secret vote by the Board, Council or Committee in question, with a majority vote to rule on whether there is a conflict and the remedy for its resolution.
In every case, resolution will require the person in conflict to withdraw entirely, withdraw from the room during discussion, or refrain from taking part in the discussion.  The person in conflict must abstain from voting on the issue in question.
The underlying principle to resolution is that conflict between private and Federation interests shall be resolved in the favour of the Federation.
In the case of conflict of interest involving staff, the parties will consult the ANORW POLICE Personnel Policy Manual.

POLICY TYPE:
DIVISION GOVERNANCE
POLICY TITLE:
TERMS OF OFFICE FOR COMMITTEE MEMBERS
(ALL COMMITTEES)

Unless otherwise specified in an approved term of reference, committee members are appointed for two-year terms, and will have the opportunity to stand for three terms for a maximum of six years.  A member may be re-appointed beyond six years but only after a break of one year.  The individual or entity that appointed the member may replace members of committees who do not contribute and are not effective.