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Responsibility and AccountabilityWhat Community-Based Programs Need to Know
Responsibility and AccountabilityWhat Community-Based Programs Need to Know
Project Advisory Committee
Barb Cunningham, Family Place, Lethbridge AB
Prairie Escallier, Capital Families Association, Victoria BC
Stephen J. Kelly, B.A., L.L.B., Kelly Howard Santini Law Firm, Ottawa ON
Anna Marie Leblanc Hayes, Valley Resource Centre, Woodstock NB
Richard Massie, B.A., FCIP, Halpenny Insurance Brokers, Ottawa ON
Sue McCormack, Peel-Halton-Dufferin Adult Learning Network,Mississauga ON
Pat McFadden, B.Admin., FCIP, CFE, Quelmec/McLarens Toplis, Ottawa ON
Ann Robertson, C.H.A.N.C.E.S. Family Resource Centre, Charlottetown PEI
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Responsibility and AccountabilityWhat Community-Based Programs Need to Know
Project Coordinator: Janice MacAulayLayout: Gisele Poirier Desktop Publishing
ISBN: 0-919051-41-3© Copyright 2002
FRP Canada would like to acknowledge and thank all those who so generouslycontributed knowledge and practical experience to the development of this publi-cation. Special thanks to the Advisory Committee and its Chair, Sue McCormack.
Alla G. Ivask Executive DirectorFRP Canada
Funding for this resource was provided by Health Canada. The views expressedin this publication should not be attributed to the funding body.
Additional copies of this publication can be ordered from:
FRP Canada707 - 331 Cooper StreetOttawa, ON K2P 0G5 Tel: (613) 237-7667 Fax: (613) 237-8515E-mail: [email protected] Web: www.frp.ca
Également disponible en français sous le titre Responsabilité et reddition decompte - Ce que les organismes communautaires doivent savoir.ISBN: 0-919051-41-1
Table of Contents
Introduction and Purpose of this Tool Kit . . . . . . . . . . . . . . . . . . .1
How to Use the Tool Kit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
The Not-for-Profit Organization . . . . . . . . . . . . . . . . . . . . . . . . . .3
The Responsible Board of Directors . . . . . . . . . . . . . . . . . . . . . . .4
Staff Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
What is “Risk Management” . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
How Does Risk Affect Your Organization? . . . . . . . . . . . . . . . .10
What’s at Risk, What Can Go Wrong and What Can You Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
How Can You Limit Risks? . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Insurance Information for Non Profits . . . . . . . . . . . . . . . . . . . .18
Appendix A: Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Appendix B: Government Contacts . . . . . . . . . . . . . . . . . . . . . . .47
Appendix C: Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53
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DisclaimerThis tool kit is designed to provide accurate informationregarding the topics covered. Organizational requirementsand standards referred to in this publication are used asexamples only and are not intended as professional or legaladvice. Requirements of not-for-profits vary from provinceto province and are subject to change based on new legisla-tion, regulatory and judicial decisions, and evolving guide-lines and standards. If your organization has questions orrequires professional assistance relating to any of the infor-mation included in this publication, please contact your ownlegal, financial or insurance advisor.
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Introduction and Purpose of this Tool Kit
Family support programs are community-based organizations workingwith children, families and caregivers to enhance strengths, to buildcapacities and to promote healthy development.
Family support programs deliver a range of services guided byprinciples that focus on building supportive relationships, facilitatinggrowth, respecting diversity and furthering community development.1
Family support programs, like other community-based not-for-profits, are faced with a variety of uncertainties and challenges.These uncertainties can take many forms and can sometimesthreaten the well-being of the organization. This tool kit has beendesigned to assist family support programs in developing soundoperating practices that will help them to minimize many of thesechallenges and will contribute to the overall health of theirorganization.
Life is unpredictable. Sometimes things unexpectedly go wrong,and not-for-profit organizations need to be prepared for all kindsof eventualities. Funding may be late in being approved, or maynot be renewed at all. There are risks associated with providingservices to children, recruiting and working with volunteers andoperating quality programs with limited staffing and resources.
In order to operate successfully, we can’t eliminate all of theserisks, but we can find ways of dealing with uncertainty by makinginformed choices and decisions and by having sound managementpractices to help us make wise choices, minimize risks, and protectorganizations from loss. By knowing your obligations as a staffmember, volunteer or board member, you can help to ensure theongoing well-being of your organization and those you serve.
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What Community-Based Programs Need to Know
1 J. Malcolmson, Putting the Pieces Together: A Conceptual Framework for Family Support Practice.Ottawa: FRP Canada, 2002.
How to Use the Tool KitThis tool kit consists of several components:
• Information about the responsibilities of the not-for-profit organization
• Board and staff responsibilities • Information about potential risks, and about managing
those risks• Insurance information for not-for-profits• Checklists that you can customize for your own use• Lists of resources for further information• Provincial and territorial contact information
Your organization is probably already aware of some or all ofthis information, and may have implemented many of the policiesand practices we will discuss. Reviewing and updating these poli-cies and practices regularly will mean that they are current andreflect the ongoing needs of your organization. Sharing the revisedpolicies and practices with staff, board members and other volun-teers will mean that the key people in your organization areinformed and aware, a major factor in risk management.
The checklists included in Appendix A may be useful to youwhen developing new policies, as well as when reviewing existingones. It’s important to remember that all organizations may notneed to have all of these policies, procedures and practices in place,and that some may be more relevant to your organization thanothers. As well, it’s important to keep in mind that you may notnecessarily need them for when things are going right, but in orderto be prepared in case things go wrong.
Legal requirements for not-for-profits vary from province toprovince, and will not be addressed in detail in this publication.Provincial and territorial contact information and relevantlegislation is listed in Appendix B.
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Responsibility and Accountability
The Not-for-Profit OrganizationIn the past 20 years there has been a huge increase in the number
of not-for-profit organizations in Canada. Recent estimates placethis number at over 175,000 agencies, employing 1.3 million people.In addition to paid staff, approximately 7.5 million Canadians con-tribute more than a billion hours of volunteer time – this is theequivalent of over half a million full time jobs. Social service agen-cies accounted for 21% of total volunteer hours contributed. Inaddition, twenty-one million Canadians make donations to charita-ble and not-for-profit organizations totaling approximately $4.5billion and the voluntary sector itself has revenues of over $90billion. Given these statistics, it is safe to say that the voluntarysector makes a huge contribution to the fabric of life in Canada.
As a result of government downloading and privatization ofservices, not-for-profit organizations have acquired increasingresponsibilities for the well-being of Canadians and for a range ofessential services such as food, clothing, shelter, child welfare, childcare, mental health, secondary health care and education. Giventhis increase in responsibility, it isn’t surprising that board membersand staff require more knowledge and information in order to bemore accountable for the services they provide, how they providethem, and for the funds required to provide them.
The legislation and regulations governing not-for-profit organi-zations are complex and vary from province to province.Discussions are ongoing between the government and the volun-tary sector to establish a governing framework that recognizes botha need for accountability and the reality that these not-for-profitorganizations rely heavily on volunteer resources. In the meantime,organizations and their Boards of Directors need to understand thevarious types of legislation that apply to them, and to maintainawareness of possible changes to this legislation.
Depending on its structure and the services offered, yourorganization may need to comply with the following types of legis-lation, and you should check with your provincial or territorialgovernment to find the details on how these may apply to you(see Appendix B).
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What Community-Based Programs Need to Know
* The Charities Act
* Child Welfare/Child Protection Legislation
* The Corporations Act
* Employment Standards Legislation
* Health and Safety Legislation
* Human Rights/Non-Discrimination Legislation
Depending on its legal status (how or if it is incorporated), thenot-for-profit organization will have different limits of liability. Thiswill be detailed in its constitution and by-laws. However, like allindividuals in Canada, the organization is subject to the duty ofcare, meaning it must avoid injuring or harming anyone throughactions which were foreseeable. It is the responsibility of the organ-ization to ensure that volunteers and staff are properly selected,working in safe places with proper equipment, resources andsupport, and that they are adequately trained and supervised.
In addition, all organizations and individuals are expected toprovide a standard of care, which means that all reasonable caremust be taken to avoid risks which are likely to occur, are easilyeliminated, have caused previous injury, are well known or whichcan be dealt with using common practices.
In the not-for-profit organization, the Board of Directors is ulti-mately responsible (and potentially liable) for the services and pro-grams run by the organization. Therefore, board awareness of theirresponsibilities and the development of policies and procedures toensure that these responsibilities are met are effective ways ofreducing potential risks in not-for-profit organizations.
The Responsible Board of DirectorsBeing a board member of a not-for-profit organization is a great
opportunity to learn new skills and make a positive contribution toyour community while at the same time sharing your own know-ledge and expertise. However, it’s important to remember that thereare serious responsibilities to being a board member. There areresponsibilities to funders, to staff, to consumers of the organizationand to the community at large.
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Responsibility and Accountability
It doesn’t matter if the organization is small or large, has oneemployee or ten, is located in small village or large urban centre,operates one program or five, staff, volunteers and the Board ofDirectors have certain legal, moral and ethical obligations that mustbe met. Failure to meet these obligations will have a negativeimpact on the well-being of the organization and may increase theelement of risk and loss the organization may face.
The overall role of the not-for-profit Board of Directors is toprovide leadership and governance to the organization. In generalterms, this translates to the following key areas of responsibility:
Planning and setting the overall goals and directions of theorganization:
• Develop and review organizational mission, vision and values.
• Set goals, and establish work or action plans through thestrategic planning process.
• Organize and hold regular board and standing committeemeetings.
• Establish effective evaluation practices for the board andorganization.
• Develop and review policies and procedures.
• Maintain an awareness of community needs and trends.
Overseeing the financial well-being of the organization:
• Approve and monitor the operating budget.• Read, understand and approve monthly financial statements.• Explore alternate sources of funds to operate the organization,
including government grants, fundraising and other possibilities.• Develop and review financial policies and procedures.• Ensure taxes and bills are paid in a timely manner.• Ensure statutory deductions (income tax, etc.) are properly
remitted.• Be accountable for funds.• Approve annual audited financial statements.
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What Community-Based Programs Need to Know
Ensuring the human resource needs of the organizationare met:
• Recruit and manage the Executive Director or CEO, ensuringthat he/she effectively implements the board’s vision anddirection for the organization.
• Evaluate this senior staff person on a regular basis.• Develop and review human resource policies and procedures.• Ensure that fair and ethical practices are in place for all paid and
volunteer staff, including mandatory benefits for all paid staff.• Ensure that staff contracts are in order, signed and up-to date.• Develop and review the conflict resolution process and resolve
conflicts.
Providing a positive public image:
• Maintain an image of credibility and respect.• Organize and participate in public relations and awareness
activities.• Liaise with major funders and key stakeholders.• Identify new recruits to the Board and committees.• Present an image of leadership and assistance to staff,
volunteers, fellow board members and the community.• Always act in the best interests of the organization.• Act honestly and in good faith.
Meeting legal requirements:
• If the organization is incorporated, ensure that the reportingand filing requirements for your province/ territory are met,including:
(1) Up-to-date by-laws;
(2) List of officers and directors;
(3) Minutes are recorded and kept in a binder which is available on request.
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Responsibility and Accountability
• Board members need to be familiar with the organization’sby-laws, letters patent, and articles of incorporation and toindividually understand their legal responsibilities.
In addition, Board members need to ensure that:• The organization is operating within its “objects” (legally stated
purpose) at all times.
• A meeting of the membership is held each year to report onactions and financial status for the previous year (usuallyreferred to as the Annual General Meeting).
• An annual audit is conducted by a qualified accountant andconforms to generally accepted accounting principles.
• Adequate insurance coverage is in place for buildings, equip-ment, staff, volunteers and board liability.
While this list of responsibilities may seem extensive, it’s impor-tant for all board members to have an awareness and understand-ing of what is involved in being a board member. In fact, manypeople believe that the most important commitment a boardmember can make is to thoroughly understand the organization,and their role in it. If the role of the Board of Directors is one ofleadership and vision, then decisions made by the board must ‘fit’the mission, vision and values of the organization in order for theorganization to flourish.
The most effective way to keep board members informed is tohave a manual for each of them to keep. It can be used as an orien-tation tool for new board members and can then be added to andupdated throughout their term of office. The manual should includeby-laws, mission, vision, values, policies, list of officers anddirectors, meeting minutes, etc.
Members should bring the binders to meetings so that newinformation can be added (make sure documents are dated), andinformation that is no longer relevant can be removed so that thebinder is always current. Encourage board members to read thematerial and ask questions about things they do not understand.Evaluate the usefulness and contents of the manual as part of anannual evaluation process.
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What Community-Based Programs Need to Know
Staff ResponsibilitiesThe senior staff person of the organization (usually the
Executive Director) is the liaison between the Board of Directorsand the other staff and volunteers. The role of the ExecutiveDirector is to manage the day-to-day operations of the organiza-tion, consistent with the overall direction and vision that has beenestablished by the board.
The Executive Director (ED) has a responsibility to the boardmembers to ensure that they are not drawn into day-to-day matters,but are able to focus on planning and governance. The ED doesthis by keeping the board informed about emerging issues and bybringing to their attention staff or volunteer concerns and needs. Atthe same time the ED must work with the board to develop com-mittees and policies to help deal with these issues and concerns andto convert those policies into everyday management decisions.
The ED has a responsibility to staff and volunteers to ensurethat appropriate recruitment, training and management policiesand practices are in place that will add to their capacity to provideservices and enhance the overall well-being of the organization. TheED also has a responsibility to maintain good working relationshipswith other community stakeholders and to ensure that the organiza-tion has a positive profile in the community.
With respect to managing risk, the ED is responsible for ensur-ing that potential risks to the organization have been identified, thatthere are policies in place to help minimize those risks and thatboard, staff and volunteers are kept informed about potential risksand the measures in place to minimize them.
Each staff member is responsible for understanding his or herown role within the organization, for reading and understandingorganizational policies and procedures and for reading and under-standing the mission, vision and values of the organization. As withboard members and volunteers, staff members’ awareness of theirroles and responsibilities and knowledge about the operations ofthe organization are the best protection against risk. Annual per-formance evaluations, ongoing training and current job descriptionsare all reflective of sound management practices and will contribute
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Responsibility and Accountability
to the well-being of the organization. In addition, an individual whofeels valued and involved will be more committed to the organiza-tion and will be a real asset. As a supportive organization focusingon the strengths of participants rather than their deficits, familysupport organizations should model this positive behaviour whendealing with paid and volunteer staff.
An important component of risk management, and one whichstaff can make a positive contribution to, is documentation ofissues, concerns and potentially damaging problems. Daily logbooks, staff journals and weekly or monthly staff reports can assistin tracking potential problems, making insurance or legal claims, orbe used as part of the evaluation and planning processes. Docu-mentation serves several purposes – not least of which is a refer-ence point and factual account of incidents that may have takenplace several weeks or months earlier.
When staff, volunteers and board members work together as ateam, the organization, participants and the community benefit.When all parties clearly understand each other’s functions andresponsibilities, they all feel more positive about their own involve-ment. While staff and board will regularly meet independently ofeach other, it’s important to have joint meetings from time to time –for special events, planning, recognition of a special accomplish-ment, or to honour a retiring board or staff member.
Communication between the two groups should flow through theExecutive Director, and information and materials relating to theoperation of the organization (minutes, policies and procedures,press releases, annual reports, etc.) should be readily available tostaff upon request.
What is “Risk Management”?Simply stated, risk management can be defined as the process of
identifying and prioritizing the risks faced by your organization,developing and implementing strategies to address them andreviewing these priorities and strategies on a regular basis.
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What Community-Based Programs Need to Know
The most effective protection against risk is a fully informed,attentive Board of Directors, combined with appropriate organiza-tional policies and procedures and well-managed staff, volunteersand resources.
How Does Risk Affect Your Organization?The ultimate goal of not-for-profit organizations, including family
support programs, is to improve the quality of life for individuals orcommunities. Staff and volunteers are generally seen as supportive,caring and acting in the best interests of program participants. Theyoperate from the perspective of focusing on strengths rather thandeficits. Keeping this supportive and caring framework at the fore-front of how an organization operates is key to attracting and retain-ing staff, volunteers and program participants. The mission andvalues of the organization will reflect these qualities.
At one time, not-for-profit organizations operated under a formof “charitable immunity” which meant that they were unlikely to befaced with civil or legal actions for damages. However, recent legaldecisions in Canada have opened the door to legal action againstnot-for-profits, and organizations must now strive to operateeffectively within this new legal environment. The challenge is tooperate in a community responsive, supportive manner, while at thesame time recognizing and minimizing potential risks to yourorganization.
While legal claims against not-for-profits are rare, the fear oforganizational or individual liability is very real for staff, boardmembers and other volunteers. The operation of every not-for-profit organization involves some uncertainties about future events,threats and external impacts to their operations. For example, aprogram participant could break a leg on an icy sidewalk leadinginto the building; a fundraising event could potentially cost theorganization money instead of raising money; a volunteer mightdiscipline a child in an inappropriate manner.
Family support organizations, because they deal with familiesand young children, face increased challenges because of the poten-tial risk, however slight, of child abuse, neglect or injury innate tothis participant group. Therefore, your organization is responsible
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Responsibility and Accountability
for ensuring adequate supervision of employees and volunteers whowork with children; for maintaining a physical environment thatminimizes the risk of injury; and for operating within a frameworkof policies and procedures that also minimizes risk.
What’s at Risk, What Can Go Wrong and WhatCan You Do?
Family support organizations, like most not-for-profits, centreon people, so they must be viewed as a priority for risk and riskmanagement.
Staff:
Every organization should have comprehensive and currentpolicies that address the relationship between staff and manage-ment. Risks may include wrongful or constructive dismissal, harass-ment, discrimination and disagreements about hiring or promotionpractices. Employment and Human Rights legislation must beadhered to by not-for-profits. Appropriate personnel policies canhelp to minimize these risks, and an annual review of these policiesshould be undertaken in order to ensure they reflect the currentoperations of the organization and relevant legislation. In addition,ongoing staff training and professional development will contributeto the employee’s level of skill and awareness of their job.
Volunteers:
Volunteers can be considered as unpaid staff members and assuch need to be treated with the same respect. A clearly stated rolethat volunteers play within the organization, combined with effec-tive volunteer recruitment, screening, training and managementpolicies, will contribute to limiting risk in the volunteer componentof your organization.
Volunteer Canada has developed an excellent “Safe Steps”volunteer screening program as an easy-to-use method for organi-zations to use to ensure that the people they serve are safe. Thescreening process is designed to identify any person (volunteer orstaff) who may harm children or vulnerable adults.
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What Community-Based Programs Need to Know
The ten steps in this program are:
1. Determine the risk2. Write a clear position description3. Establish a formal recruitment process4. Use an application form5. Conduct interviews6. Follow up on references7. Request a Police Records check and a child abuse
registry check where they exist8. Conduct orientation and training sessions9. Supervise and evaluate
10. Follow up with program participants
Volunteer screening serves two main purposes – it can createand maintain a safe environment, and it can help ensure an appro-priate ‘match’ between the volunteer and the position or task.Organizations that provide programs and services to vulnerableindividuals have an obligation to screen staff and volunteers whowork with them under the principle of “Duty of Care.”
For more information on the Safe Steps program, contactyour local volunteer centre, or Volunteer Canada at
1-800-670-0401 or www.volunteer.ca
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Responsibility and Accountability
Board Members:
Board recruitment, roles and responsibilities and job descrip-tions should reflect the needs of the organization. They should bereviewed annually and with each new board member as theybegin their terms of office. By-laws and board policies should bereviewed annually and board members should each have a binderor manual containing these policies, the organization’s mission andvalues statements and the minutes of previous meetings. Thesemanuals should be current and should be brought to each meeting.
Each board member has a responsibility to be informed andaware about the operations of the organization as well as their rolesand responsibilities to the organization. In addition, boardmembers need to be fully aware of their liabilities as officers anddirectors of the organization. For example, a former employeecould file a claim against the organization for wrongful dismissal.Without appropriate insurance coverage, individual boardmembers could be held personally liable for any compensation orlegal costs incurred by such a claim.
Participants:
You need to focus your attention on the safety of participants inyour programs, particularly children. Appropriate policies need tobe in place in the areas of child guidance and the scope of responsi-bility of staff and volunteers in one-to-one situations with children,such as when toileting, dressing and supervising children. In addi-tion, relevant child protection legislation needs to be adhered to,and staff and volunteers need to know what their responsibilitiesare in the event of suspected or known child abuse or neglect. Inthe event of hazardous activities such as field trips, it is importantto have a chain of command. This will ensure that while every staffmember or volunteer has a role to play, there is one person who isultimately in charge of safety, head counts, etc. This will avoid con-fusion over one person assuming that the other has done a headcount, checked that everyone was on the bus, or was where theywere supposed to be during the trip.
Since organizations do not operate in a vacuum, the second area
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What Community-Based Programs Need to Know
of risk to consider is property. This can include physical space,vehicles, computers and program equipment and supplies.
Space:
Most of the risks associated with physical space are obvious —loose railings on stairs or poorly maintained play areas with sharpcorners or worn carpeting. Operational smoke detectors and a fireevacuation plan are key to minimizing risks from fires. Coveringelectrical outlets with childproof covers and ensuring that no looseelectric wiring is visible to children are also important. Some othersecurity measures which may be less obvious are having a list ofpeople who have keys to the building, and ensuring that the lastperson to leave the building locks the doors.
Having appropriate and safe furniture for staff is important. Aredesks and chairs at the right height? Is the lighting adequate? Arethere sharp edges or unsafe drawers? Many organizations rely ondonations of furniture and equipment. Make sure that any dona-tions you are offered are in good repair before agreeing to acceptthem. Ensure that shelving is attached securely to the walls, so thatit cannot fall on children or adults, and that storage spaces are notso cluttered as to become safety hazards. It’s also a good idea to doquarterly inspections of the facility with a checklist, and to taketime at staff meetings to review facility safety and repairs needed.
Computer equipment is a costly and valuable item for the smallnot-for-profit. Make sure that equipment is clearly marked with thename of the organization. Keep records of serial numbers, date pur-chased, cost, etc. for insurance purposes. If you are concernedabout inappropriate use of computers for accessing the Internet ore-mail, you may wish to develop a policy on the use of computers inyour organization, particularly if you have computers that areaccessible to the public.
Records are vitally important and should be considered whenmanaging risk, although their importance is often overlooked. Allrecords should be kept in a central location and be well labeled.Any critical legal documents, such as the Seal of Incorporation,Letters Patent, Charitable Status Number and insurance docu-ments should be stored in a fireproof box. In addition, it might be
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useful to have an inventory of equipment, with serial or registrationnumbers where applicable, in order to make it easier to file aninsurance claim if necessary. Personnel records, performancereviews and financial information should be kept in locked files,and access to personnel information should be limited to theExecutive Director and his or her assistant. Records relating tochildren and participants are also confidential, and they shouldinclude personal information, as well as information such as foodand drug allergies and existing medical conditions.
Some family support organizations have vehicles they have pur-chased or have had donated. Obviously, the appropriate full vehicleinsurance coverage needs to be in place. However, there should alsobe policies on how the vehicle is used, by whom and for what pur-poses. Are staff members allowed to drive participants to and from aprogram? Are volunteer drivers recruited for this purpose? Are theyallowed to use their own vehicles? Appropriate policies should be inplace to protect staff, volunteers and participants. A case in point —a volunteer drives a child home from an after-school program. Thisis fine, since policies are in place allowing for this and the volunteerhas the required insurance coverage. However, the policies state thatchildren must travel in the back of the vehicle. If the volunteercarries the child in the front seat of the car and is involved in anaccident, this direct violation of the policies presents a real risk oflegal action against both the volunteer and the organization.
In programs dealing with babies and young children, equipmentand supplies need to be in a good state of repair, and appropriatefor the age of the children using them. Check toys regularly forbroken or missing pieces.Only use toys that have been safetychecked for that age group. If you have a program for three yearolds in the morning and a program for infants and toddlers in theafternoon in the same space, any “three years old and up” toys fromthe morning must be packed away in the afternoon. Toys andequipment should be cleaned and disinfected regularly. If there is achange table in use, provide disposable gloves and a spray disinfec-tant out of the children’s reach, and post notices informing parentsthat they must clean the table after each use. Place a sealed garbagecan beside the change table. Develop universal protection policiesfor toileting and diaper changes.
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What Community-Based Programs Need to Know
Financial Policies:
Family support organizations can’t operate without funds, anddealing with money always carries some element of risk. Not-for-profit organizations are generally partially funded by public dollars,and as such must maintain accurate records and be open to auditby the funder. Comprehensive financial policies and standardizedaccounting practices will reduce the risk of loss relating to financialmismanagement. For example, having two signing officers forcheques (one staff member and one board member) protects boththe organization and the individual signing officers against poten-tial fraud. Bank reports and records should be reviewed monthlyby two individuals. Frequently, agreements with financial institu-tions contain provisions protecting the financial institution from lia-bility if discrepancies are not brought to their attention within30 days. As with other policies, financial policies need tobe reviewed and updated annually as required, and the revisedpolicies dated and shared with board, staff and volunteers.
Not-for-profits often undertake their own fundraising activitiesand there is some risk associated with this. Are fundraising goalsrealistic? Who is expected to do the work - board, staff or volun-teers? What are the costs associated with raising funds and do thecosts outweigh the benefits of the fundraiser? All of these shouldbe taken into account when deciding on fundraising activities.
If your organization is involved in an unfortunate incident, likean unfair dismissal lawsuit, or an accident, then the reputation ofthe organization may suffer. This potential loss of goodwill is animportant area to consider in any risk management strategy, andyou will need to find ways to limit its negative impact.
How Can You Limit Risks?So what can family support organizations do to limit the risks
discussed above? When we start to examine the potential for acci-dents, loss or damage within an organization, the possibilities seemendless. The first step is to look at the kinds of risks your organiza-tion could realistically be faced with, and to place them in priorityorder of how you plan to deal with them. One way of setting
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priorities is to look at the various areas of your organization, andgroup the risks associated in each area. These key areas mightinclude: Board of Directors and governance; administration; finan-cial operations; and programs and services. Brainstorming risks inthese areas could be done at board meetings, staff meetings, etc.
Then you need to look at how likely it is that the identified risksmight actually happen. Are they very likely, likely or unlikely? Ifthey did happen, how serious would the impact be on the organiza-tion in terms of loss (and remember, loss can be financial cost ordamage to reputation). Now it’s time to consider what are the mostappropriate ways of limiting the risks you have identified.
The most obvious ways of limiting risk have already been dis-cussed — appropriate policies and procedures that are regularlyreviewed, combined with knowledgeable staff, volunteers and boardmembers who understand the goals and mission of the organizationas well as their own roles, responsibilities and limitations. Orienta-tion, training and information for new staff, volunteers and boardmembers is important, as is the ongoing need for awareness incurrent trends and issues impacting on not-for-profits. Membershipin provincial or national associations relevant to your field willprovide you with additional resources and contacts to help you inyour work, and networking with others in your area is key to main-taining an awareness of what is happening in your community.
Several checklists are included in Appendix A. It is suggestedthat you customize these checklists to use within your own organi-zation to help to determine areas of risk and to develop strategiesof minimizing those risks.
A key component of risk management is insurance. Every organ-ization needs to have appropriate insurance coverage in place.Comprehensive information about insurance coverage for not-for-profits follows, along with checklists to help you to review yourown insurance needs.
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What Community-Based Programs Need to Know
Insurance Information for Non Profits
What constitutes a basic insurance package for a not-for-profit organization?
Purchasing appropriate insurance is an essential component ofmanaging risk for not-for-profits. Most organizations are unable tomaintain a financial reserve fund to offset the costs of potentiallosses or claims, so insurance coverage is crucial in providing anappropriate way of financing losses covered by the policy.
The types of insurance coverage your organization will requiredepend on the types of activities undertaken by your organizationand the exposure to losses that you may face. Therefore, it is diffi-cult to say that all not-for-profits should carry the same coverage.You should work with an insurance agent or broker to conduct areview of your needs before deciding on what coverage you need tobuy. This review may be called a risk assessment or exposureanalysis.
What types of claims are made against not-for-profits?
• Claims and lawsuits against the not-for-profit and its staffor volunteersThese may include claims such as:
• Unfair dismissal or employment practices• Improper financial practices, fraud• Improper conduct• Sexual or other abuse• Automobile and other vehicle coverage• Commercial, general and professional liability• Directors and Officers Liability
• Claims for injuries to staff or volunteersThese may include claims such as:
• Workers’ compensation for employees and/orvolunteers
• Accident and injury coverage for volunteers (on or offsite)
18
Responsibility and Accountability
• Claims for property damage or lossThese may include claims such as:
• Theft or damage of property and equipment• Theft of money, employee dishonesty• Computer equipment and software
What Kind of Policy is Right for You?You should try to tailor your insurance to cover the specific risks
that face your organization. This usually means purchasing a com-bination of insurance coverage rather than one specific policy.Often, the cost of insurance seems off-putting to an organizationwith limited financial resources, but if you are committed toprotecting your organization, insurance is essential. You just haveto examine your options carefully and purchase an affordableinsurance package that meets your needs.
A brief summary of the main types of coverage you maywish to consider:
• Commercial General Liability (CGL) policies protect a not-for-profit and its directors, officers, employees and volunteersagainst claims alleging property damage or bodily injury causedby the not-for-profit’s operations or activities.
• Directors’ and Officers’ Liability Insurance (D&O) policiesprotect against claims alleging an error or omission leading to afinancial loss which can be attributed to the governance or man-agement of an organization. No standard D&O policy exists, soeach not-for-profit must review its coverage and exclusions.
• Errors and Omissions Liability (E&O or ProfessionalLiability) policies protect your employees who are profession-ally qualified against claims alleging negligence causing bodilyinjury. This type of policy is required if your organizationemploys staff with professional qualifications (such as nurses orsocial workers) due to the fact that a commercial general liability(CGL) policy has an exclusion for ‘professionals.’
• Contents Insurance policies protect your assets at all locationsyou lease or own against fire, theft, vandalism, water damage
19
What Community-Based Programs Need to Know
and much more. This type of policy will often provide insurancein the form of a package including crime insurance, businessinterruption and other extensions which can be very useful inthe event of a claim. These packages will usually include com-mercial general liability (CGL) coverage.
Where Can You Go for More Information?
Making sure your organization has the right insurance coveragecan be a difficult and intimidating task. Knowing where to look andfind the expertise and advice you need is crucial.
Who to Ask:
Some insurance companies in Canada are “direct writers” whichmeans they sell their insurance directly to the public throughemployees called “insurance agents”. There are several reputabledirect insurance companies in Canada which sell not-for-profitinsurance products.
There are also many other insurance companies in Canada whoonly sell their insurance products through Independent InsuranceBrokers. Generally, there are many benefits in approaching aninsurance broker who specializes in not-for-profit insurance. Theadvantage of an independent insurance broker is that they haveaccess to several different insurance companies. A broker willanalyze and review your operations and will recommend the insur-ance coverage he or she feels is essential to your organization.
Insurance brokers will represent your interests and willapproach the various insurance companies they deal with in orderto find you the very best coverage and premium terms available inthe marketplace. A broker represents your interests over those ofthe insurance companies. This advantage can be quite noticeableshould you ever experience an insurance claim.
Questions to Ask:
• Is your insurance agent employed by one company, or is he/shean independent insurance broker representing your interests andhaving access to several insurance companies?
20
Responsibility and Accountability
• Does your broker have expertise in not-for-profit insurance?How many insurance companies does your broker represent thatspecialize in not-for-profit insurance? (The broker should havethree or more.)
• Are you eligible for a not-for-profit insurance program?Insurance programs are usually very advantageous due to thefact that they have been specifically designed to meet all of yourneeds. They are also the best way of getting as much coverage aspossible for the lowest available premium due to the power ofgroup purchasing. Programs often provide the benefit of freeinsurance information, advice, and claims by telephone.
• Check with provincial and national associations in your field tosee if there are any such programs available for you. Forexample, FRP Canada has a very successful national insuranceprogram for member resource programs and similar organiza-tions across Canada. This program combines Contents, Crime,Liability, Board Liability and Professional Liability insurance allunder one policy at a very affordable premium.
• Ask your broker which insurance coverages they feel your organ-ization should have. Also, ask what the limitations and exclusionsare in these policies that can restrict your insurance coverage.Most brokers will explain to you that Commercial GeneralLiability (CGL) is essential. Also, if your organization has aBoard of Directors, you should certainly have a Board Liability(D&O) policy. If your organization employs professional staff,then Errors and Omissions Liability insurance (E&O orProfessional Liability) should also be purchased. Other insurancecoverages like Contents, Crime and Business Interruption may beoptional. However, you could usually obtain these coverages at avery nominal premium as part of the same policy as the Liabilitycoverage.
What are the Essential Components of a D & O Policy?Directors’ and Officers’ Liability Insurance policies provide pro-
tection for risks associated with the governance or management ofthe organization. Potential claimants may question the actions of a
21
What Community-Based Programs Need to Know
not-for-profit board in a legal proceeding and may include repre-sentatives of government agencies, employees, volunteers orprogram participants who allege injury from the not-for-profit’sactions (or failure to act). Legislation relating to employment stan-dards, source deductions and remittances, human rights, child pro-tection and disabilities, as well as other federal and provincial laws,may all have a bearing on claims made against not-for-profits.
Many not-for-profit organizations are uninformed about the dif-ferences in D&O policies, and in the options for coverage that maybe available to them. Some not-for-profits do not have D&O cover-age at all, citing the high costs of coverage, or the reluctance of theBoard of Directors to purchase this type of policy because theyhave been operating for many years without ever having a claimmade against them. Not-for-profit organizations are not exemptfrom legal action, and it is important that all board members areaware of their legal requirements as officers of the organization,including the need for appropriate insurance coverage to be inplace.
What protection do you have?
D & O policies do not usually list the specific types of claimsthat are covered, but provide coverage for any wrongful act. Thisis a broad term that can cover alleged acts, errors, omissions,neglect or breach or duty on the part of the organization. Mostpolicies narrow actual coverage by exclusions, which exist to elimi-nate a risk which is covered in another policy (such as employeebenefits) or to deny coverage for an uninsurable risk such as illegalconduct.
It is important to look carefully at the exclusions on your policy.For example, employment related claims may not be coveredbecause of an insured versus insured exclusion. If the policydefinition of the insured includes the Executive Director, then thepolicy would not cover his or her claim for wrongful dismissal. Ifyour policy does include this exclusion, read it carefully to makesure that it does not apply to employment related claims.
22
Responsibility and Accountability
An abuse exclusion clause is also standard on most policies, asis exclusion against intentional bodily injury. The exact wordingof these and any other exclusions must be carefully examined if youare to determine just what type of coverage your organization hasin place.
Most D&O policies will also state that directors show all duecare and diligence as they undertake the business of the organi-zation. It is not enough simply to purchase insurance. It is alsoimportant that directors take an active role in governance and arediligent in the performance of their role as a director. More infor-mation on the roles and responsibilities of directors of a not-for-profit organization is available in the section of this resourceentitled “The Responsible Board of Directors.”
D&O polices are written on a claims made basis. This type ofpolicy requires that any claim made against the insured is reportedwithin the period covered by the policy, and that the incident thatgives rise to the claim takes place within the period covered by thepolicy. So, if your organization has current D&O coverage, but aclaim is made for something that happened two years ago beforeyou purchased the policy, then you may not be covered, unless youhave also purchased prior acts or retroactive coverage. Withoutthis, an organization faces a gap in coverage whenever it changesinsurance carriers.
What is the scope of the coverage provided to you by the policy?Broad coverage is preferable, and should include a broad definitionof insured that includes the organization or entity as well as allpast, present and future board members, employees and volunteers.This broad definition ensures protection even if a claim is madeagainst someone who falls outside of the narrow definition of“director” or “officer.” The policy should also include a broaddefinition of wrongful act and claim, since these are the terms thatdetermine what actions the policy covers.
Most not-for-profit D&O policies offer several deductibleand/or retention options. The deductible is the amount of cost theorganization must cover itself when a claim is made. In general, thepremium will increase if you select a lower deductible, so bear this
23
What Community-Based Programs Need to Know
in mind when purchasing your policy. It’s also important to know ifthe deductible is imposed on a per claim or aggregate basis.
Does the policy provide coverage for defense costs? A duty todefend policy will define the insurer’s obligation to pay for legaldefense costs when they are being incurred in a court case. Formost not-for-profits, it is essential to have this type of coveragesince the alternative would be for the organization to cover thesecosts up front and be reimbursed later, which is usually a tremen-dous financial burden.
What is the annual premium? Many organizations cite the cost ofthe policy as the primary consideration when comparing policies.However, buying a low cost policy that doesn’t provide adequatecoverage is a false economy for any organization. On the other hand,the most expensive policy does not automatically ensure that you willhave the best coverage. Your first priority is to examine the risks thatyour organization is likely to face and to purchase coverage accord-ingly. You should compare premiums only when you have carefullyconsidered the differences in policy wording and coverage.
As you can probably imagine, there are many different D& Opolicies available in the marketplace. The coverage they provideranges from very limited to very extensive. Some insurance compa-nies will have a very broad insuring agreement and insured defini-tion with many exclusions. With the professional expertise of yourinsurance broker you will be able to find the most comprehensiveboard liability policy available for you.
Once you have purchased a policy, you must review it regularlyto ensure that it continues to meet the needs of your organization.If your organization takes on new programs or activities, relocatesor has a change of governance, re-examine your insurance coverageto make sure that it is still appropriate. Most not-for-profits neverencounter a D&O claim, but having D&O coverage can preventmajor organizational and personal losses if a claim is ever made.
How to Read Your Organization’s Insurance PolicyUnfortunately, the insurance industry still has a long way to go
in developing insurance wordings that use “plain language” and are
24
Responsibility and Accountability
easy for consumers to read. Once you begin to review the actualwording of your insurance policies you may need the expertise ofyour insurance professional for further assistance.
An insurance policy has several sections including, but notlimited to, the following:
• Declarations: This section summarizes the key insurance pointsof the policy, such as: insurance company name, policy period,policy number, type of policy, name of insured, insured legal andmailing address, loss payable, limits of insurance, insured form,deductible, coinsurance and premium information. Other keyinformation relevant to the policy is also available in this section.
• Insuring Agreements: This section defines the coverage andscope of the insurance afforded by the policy. It will often dictatehow broad or limited your policy will be.
• Definitions: This section defines all key insurance terms used inthe policy. The definition section is often what will clarify theexact coverage for a particular claim.
• Exclusions: This section of the policy will itemize what perils orlosses will not be covered by the policy. Most exclusions you willfind on a policy are there because a particular peril should becovered on a different policy or simply because that loss or claimis uninsurable, for example, criminal acts.
• Conditions: This section itemizes the various conditions whichmust be met by the insurer and the insured in order to fulfilltheir obligations under the insurance contract. A contract couldbe considered “null and void” should one of these conditions notbe met.
When reviewing your insurance policy wordings, it is alsoimportant to consult with legal counsel to make sure that you areproperly protected. Your lawyer will make sure that your insurancepolicy conforms with the various contracts you may have signed,for example, leases or partnership agreements. Even if you havepurchased your policies with the assistance of an insurance broker,a lawyer should always be the last party to review and approvelegal insurance contracts.
25
What Community-Based Programs Need to Know
BLANK
Page 26
Appendices
A. Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
B. Government Contacts . . . . . . . . . . . . . . . . . . . . . . . . . .47
C. Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53
2727
What Community-Based Programs Need to Know
Responsibility and Accountability
Bo
ard
of
Dir
ecto
rs C
hec
klis
t
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
The
org
aniz
atio
n ha
s w
ritt
en p
olic
ies
that
app
ly t
o bo
ard
mem
bers
, inc
ludi
ng c
ode
of c
ondu
ct, r
oles
and
res
pons
ibili
ties
.
The
boa
rd h
as a
ful
l und
erst
andi
ng o
f th
e ro
les
and
resp
onsi
bilit
ies
of a
boa
rd o
f di
rect
ors.
Boa
rd m
embe
rs u
nder
stan
d th
e m
issi
on, v
isio
n an
d va
lues
of
the
orga
niza
tion
The
re is
a w
ell-
defi
ned
proc
ess
for
boar
d re
crui
tmen
t.
The
re is
a p
roce
ss f
or t
he o
rien
tati
on o
f ne
w b
oard
mem
bers
and
for
ongo
ing
boar
d de
velo
pmen
t.
The
re is
a p
roce
ss f
or e
valu
atin
g th
e pe
rfor
man
ce o
f th
e bo
ard
and
its
com
mit
tees
.
The
re is
a p
roce
ss f
or t
he e
lect
ion
of t
he e
xecu
tive
off
icer
s of
the
orga
niza
tion
.
The
boa
rd h
as c
lear
goa
ls r
esul
ting
fro
m r
elev
ant
annu
alst
rate
gic
plan
ning
for
the
org
aniz
atio
n.
The
boa
rd f
ocus
es o
n po
licy-
rela
ted
deci
sion
s w
hich
eff
ec-
tive
ly g
uide
the
ope
rati
onal
act
ivit
ies
of s
taff
.
28
The
boa
rd r
ecei
ves
regu
lar
repo
rts
on f
inan
ces,
bud
gets
,pr
ogra
ms,
pro
duct
s an
d ot
her
impo
rtan
t m
atte
rs.
The
boa
rd h
elps
set
fun
drai
sing
goa
ls a
nd is
act
ivel
y in
volv
edin
fun
drai
sing
.
The
boa
rd r
egul
arly
eva
luat
es a
nd p
arti
cipa
tes
in t
hede
velo
pmen
t of
the
Exe
cuti
ve D
irec
tor.
All
nece
ssar
y sk
ills,
sta
keho
lder
s an
d di
vers
ity
are
repr
esen
ted
on t
he b
oard
.
Eac
h m
embe
r of
the
boa
rd f
eels
invo
lved
and
inte
rest
ed in
the
wor
k of
the
boa
rd a
nd o
rgan
izat
ion.
Mee
ting
s ar
e w
ell a
tten
ded
and
all b
oard
mem
bers
par
tici
pate
in d
iscu
ssio
ns.
29
What Community-Based Programs Need to Know
Responsibility and Accountability
30
Bo
ard
Ori
enta
tio
n C
hec
klis
tIn
form
atio
n on
the
fol
low
ing
shou
ld b
e pr
esen
ted
to n
ew b
oard
mem
bers
as
they
join
the
boa
rd. T
he in
form
atio
n sh
ould
idea
lly b
e ke
pt in
a b
inde
r fo
rmat
, mai
ntai
ned
as c
urre
nt, a
nd a
cop
y gi
ven
to e
ach
boar
d m
embe
r.
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
Eac
h bo
ard
mem
ber
has
a co
py o
f th
e B
oard
Han
dboo
k.C
onte
nts
incl
ude
by-l
aws,
mis
sion
vis
ion
and
valu
es, p
olic
ies
and
proc
edur
es, m
inut
es o
f pr
evio
us m
eeti
ngs,
fin
anci
al s
tate
-m
ents
and
oth
er im
port
ant
docu
men
ts.
Age
ncy
hist
ory,
mis
sion
, vis
ion
and
valu
es.
Leg
al d
utie
s, r
espo
nsib
iliti
es a
nd li
abili
ty o
f bo
ard
mem
bers
.
Job
des
crip
tion
s of
boa
rd m
embe
rs, s
taff
and
vol
unte
ers.
Org
aniz
atio
n co
nsti
tuti
on a
nd b
y-la
ws.
All
polic
ies:
per
sonn
el, f
inan
cial
, ope
rati
onal
etc
.
Cur
rent
org
aniz
atio
nal c
hart
s fo
r st
aff,
boar
d an
d vo
lunt
eers
.
Lis
ts o
f co
mm
itte
es, w
ith
term
s of
ref
eren
ce.
Con
tact
info
rmat
ion
for
boar
d m
embe
rs a
nd k
ey s
taff
.
Fin
anci
al s
tate
men
ts f
or c
urre
nt f
isca
l yea
r.
Cur
rent
bud
get.
What Community-Based Programs Need to Know
31
Mos
t re
cent
ann
ual r
epor
t.
Mos
t re
cent
aud
ited
fin
anci
al s
tate
men
ts.
Boa
rd e
xpen
se c
laim
for
ms.
Min
utes
and
age
ndas
of
the
boar
d an
d co
mm
itte
e m
eeti
ngs
from
thi
s fi
scal
yea
r.
Str
ateg
ic p
lann
ing
docu
men
ts, o
r ot
her
orga
niza
tion
al p
lan-
ning
too
ls.
Res
ults
of
rece
nt e
valu
atio
ns/s
urve
ys e
tc.
Pro
gram
sta
tist
ics
and
sum
mar
ies
of p
rogr
ams
offe
red.
Responsibility and Accountability
32
Fin
anci
al M
anag
emen
t C
hec
klis
t
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
Fin
anci
al s
yste
ms
conf
orm
to
gene
rally
acc
epte
d ac
coun
ting
prac
tice
s fo
r no
n-pr
ofit
org
aniz
atio
ns.
The
Fin
ance
Com
mit
tee
is a
sta
ndin
g co
mm
itte
e of
the
Boa
rd,
chai
red
by t
he T
reas
urer
.
Boa
rd m
embe
rs a
re a
ble
to r
ead
and
unde
rsta
nd t
ypic
al f
inan
-ci
al s
tate
men
ts (
e.g.
bud
get,
bala
nce
shee
t).
Tra
inin
g/or
ient
atio
n on
how
to
unde
rsta
nd t
he o
rgan
izat
ion’
sfi
nanc
ial s
tate
men
ts is
pro
vide
d fo
r ne
w b
oard
mem
bers
and
staf
f.
The
org
aniz
atio
n sc
reen
s an
d/or
ref
eren
ce c
heck
s an
y bo
ard
orst
aff
mem
bers
who
han
dle
mon
ey o
r ha
ve s
igni
ng a
utho
rity
.
Che
ques
and
con
trac
ts m
ust
have
tw
o au
thor
ized
sig
natu
res,
usua
lly o
ne b
oard
mem
ber
and
one
staf
f.
The
re a
re p
olic
ies
in p
lace
for
mon
itor
ing
the
use
of p
etty
cash
, and
for
rep
orti
ng o
n pe
tty
cash
exp
endi
ture
s.
The
re a
re s
tand
ard
prac
tice
s in
pla
ce f
or s
etti
ng a
ndap
prov
ing
budg
ets.
Exp
endi
ture
s ar
e co
nsis
tent
wit
h bu
dget
and
sup
plie
s, s
ervi
ces
and
equi
pmen
t ar
e pu
rcha
sed
wit
hin
budg
et g
uide
lines
.
What Community-Based Programs Need to Know
33
The
org
aniz
atio
n fo
llow
s st
anda
rd p
ract
ices
for
fin
anci
alre
port
ing.
The
boa
rd r
evie
ws
stat
emen
ts o
f in
com
e an
d ex
pend
itur
es a
tea
ch b
oard
mee
ting
.
The
aud
itor
is a
ppro
ved
by t
he m
embe
rshi
p an
d fo
llow
sst
anda
rd a
udit
ing
prac
tice
s.
The
aud
itor
is c
hang
ed e
very
few
yea
rs.
The
mem
bers
hip
form
ally
app
rove
s th
e an
nual
aud
ited
fina
ncia
l sta
tem
ents
.
The
org
aniz
atio
n ha
s cl
earl
y de
fine
d po
licie
s ab
out
who
isre
spon
sibl
e fo
r sp
ecif
ic f
inan
cial
dec
isio
ns a
nd t
he s
cope
of
that
res
pons
ibili
ty.
Fin
anci
al p
olic
ies
and
proc
edur
es a
re r
evie
wed
ann
ually
.
The
org
aniz
atio
n’s
asse
ts a
re a
dequ
atel
y in
sure
d.
The
org
aniz
atio
n ha
s es
tabl
ishe
d a
plan
iden
tify
ing
acti
ons
tota
ke in
eve
nt o
f a
redu
ctio
n or
loss
in f
undi
ng.
The
org
aniz
atio
n ha
s, o
r is
try
ing
to d
evel
op, a
res
erve
of
fund
s to
cov
er t
hree
mon
ths
oper
atin
g ex
pens
es.
Fin
anci
al r
epor
ts a
re s
ubm
itte
d as
req
uire
d to
fun
ders
and
/or
gove
rnm
ent
agen
cies
.
Responsibility and Accountability
34
Hu
man
Res
ou
rce
Man
agem
ent
Ch
eckl
ist
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
The
org
aniz
atio
n ha
s a
wri
tten
per
sonn
el p
olic
ies
and
proc
edur
es m
anua
l tha
t is
rev
iew
ed a
nd u
pdat
ed a
nnua
lly.
Thi
s m
anua
l out
lines
pol
icie
s re
lati
ng t
o re
crui
tmen
t, hi
ring
,re
mun
erat
ion
and
term
inat
ion
of s
taff
, in
line
wit
h pr
ovin
cial
and
fede
ral e
mpl
oym
ent
and
hum
an r
ight
s le
gisl
atio
n.
The
org
aniz
atio
n fo
llow
s no
n-di
scri
min
ator
y hi
ring
pra
ctic
es.
The
per
sonn
el m
anua
l is
avai
labl
e to
all
boar
d m
embe
rs, t
heE
xecu
tive
Dir
ecto
r an
d al
l sta
ff m
embe
rs.
All
staf
f m
embe
rs a
ckno
wle
dge
in w
riti
ng t
hat
they
hav
e re
adan
d un
ders
tood
the
con
tent
s of
the
man
ual a
nd t
hat
they
hav
ea
copy
of
or a
cces
s to
it.
The
org
aniz
atio
n ha
s cu
rren
t jo
b de
scri
ptio
ns f
or a
ll st
aff
posi
tion
s. T
he jo
b de
scri
ptio
ns in
clud
e qu
alif
icat
ions
, dut
ies,
repo
rtin
g re
lati
onsh
ips
and
key
perf
orm
ance
indi
cato
rs.
All
staf
f ha
ve a
cop
y of
the
ir c
urre
nt jo
b de
scri
ptio
n, a
nd it
isre
view
ed w
ith
them
as
part
of
an a
nnua
l per
form
ance
eval
uati
on p
roce
ss.
What Community-Based Programs Need to Know
35
The
Boa
rd o
f D
irec
tors
con
duct
s an
ann
ual r
evie
w o
f th
eE
xecu
tive
Dir
ecto
r ba
sed
on k
ey g
oals
and
obj
ecti
ves.
The
org
aniz
atio
n ha
s a
com
pens
atio
n pl
an f
or s
taff
and
peri
odic
ally
rev
iew
s sa
lary
ran
ges
and
bene
fits
.
The
org
aniz
atio
n ha
s a
proc
ess
for
filli
ng v
acan
t po
siti
ons
in a
tim
ely
man
ner
to a
void
dis
rupt
ion
to o
pera
tion
s.
The
org
aniz
atio
n ha
s a
proc
ess
for
revi
ewin
g an
d re
spon
ding
to id
eas,
sug
gest
ions
and
com
men
ts f
rom
all
staf
f.
The
org
aniz
atio
n pr
ovid
es o
ngoi
ng p
rofe
ssio
nal d
evel
opm
ent
and
trai
ning
opp
ortu
niti
es f
or s
taff
.
The
org
aniz
atio
n m
aint
ains
con
fide
ntia
l per
sonn
el f
iles
and
reco
rds.
Responsibility and Accountability
36
Vo
lun
teer
Man
agem
ent
Ch
eckl
ist
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
The
org
aniz
atio
n ha
s a
clea
rly
defi
ned
purp
ose
of t
he r
ole
ofvo
lunt
eers
.
Job
des
crip
tion
s ex
ist
for
all v
olun
teer
pos
itio
ns in
the
orga
niza
tion
. Vol
unte
ers
are
awar
e of
and
und
erst
and
thei
rre
spon
sibi
litie
s an
d ac
know
ledg
e ac
cept
ance
of
the
job
desc
ript
ion
in w
riti
ng.
Org
aniz
atio
n ha
s vo
lunt
eer
polic
ies
and
proc
edur
es m
anua
l,re
view
ed a
nnua
lly.
Pol
icie
s in
clud
e re
crui
tmen
t, sc
reen
ing,
rei
mbu
rsem
ent
ofex
pens
es, r
elat
ions
hips
wit
h st
aff
and
part
icip
ants
, cod
e of
cond
uct,
conf
iden
tial
ity
etc.
Rec
ruit
men
t po
licy
resp
ects
, enc
oura
ges
and
repr
esen
ts t
hedi
vers
ity
of t
he c
omm
unit
y.
The
re is
init
ial o
rien
tati
on a
nd o
ngoi
ng t
rain
ing
for
volu
ntee
rs.
Vol
unte
er o
ppor
tuni
ties
are
res
pect
ful o
f th
e va
ryin
g ab
iliti
esan
d av
aila
bilit
ies
of v
olun
teer
s.
What Community-Based Programs Need to Know
37
The
org
aniz
atio
n co
nduc
ts p
erio
d pe
rfor
man
ce a
ppra
isal
s w
ith
volu
ntee
rs a
nd p
rovi
des
feed
back
on
volu
ntee
r pe
rfor
man
ce,
acco
mpl
ishm
ents
and
are
as t
hat
may
nee
d at
tent
ion.
Vol
unte
ers
are
enco
urag
ed t
o re
view
and
eva
luat
e th
eir
invo
lvem
ent
wit
h th
e or
gani
zati
on a
nd s
ugge
st a
reas
for
impr
ovem
ent.
The
org
aniz
atio
n ha
s a
proc
ess
for
volu
ntee
r re
cogn
itio
n an
dst
aff
dem
onst
rate
the
ir a
ppre
ciat
ion
of v
olun
teer
s on
a r
egul
arba
sis.
The
org
aniz
atio
n ha
s a
proc
ess
for
revi
ewin
g an
d re
spon
ding
to id
eas
and
sugg
esti
ons
from
vol
unte
ers.
The
org
aniz
atio
n pr
ovid
es o
ppor
tuni
ties
for
pro
gram
part
icip
ants
to
volu
ntee
r.
The
org
aniz
atio
n m
aint
ains
con
fide
ntia
l vol
unte
er r
ecor
ds.
Responsibility and Accountability
38
Ris
k M
anag
emen
t C
hec
klis
t
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
The
org
aniz
atio
n ha
s an
ann
ual a
udit
by
a ce
rtif
ied
char
tere
dac
coun
tant
.
Boa
rd m
embe
rs r
evie
w f
inan
cial
sta
tem
ents
on
a re
gula
r ba
sis.
Fin
anci
al r
ecor
ds a
re k
ept
on f
ile a
nd m
ade
avai
labl
e to
boa
rdm
embe
rs u
pon
requ
est.
Boa
rd a
nd c
omm
itte
e m
inut
es a
s w
ell a
s m
onth
ly s
taff
rep
orts
are
circ
ulat
ed t
o bo
ard
mem
bers
and
cop
ies
are
avai
labl
e up
onre
ques
t.
The
re a
re o
rien
tati
on s
essi
ons
for
new
sta
ff, b
oard
mem
bers
and
volu
ntee
rs.
The
re a
re c
lear
pol
icie
s re
lati
ng t
o no
n-di
scri
min
atio
n,co
nfid
enti
alit
y an
d co
nflic
t of
inte
rest
.
Sta
ff, b
oard
mem
bers
and
vol
unte
ers
sign
a d
ecla
rati
on o
fco
nfid
enti
alit
y.
Boa
rd m
embe
rs, s
taff
and
vol
unte
ers
have
cop
ies
of c
urre
ntor
gani
zati
onal
pol
icie
s an
d pr
oced
ures
.
What Community-Based Programs Need to Know
39
The
org
aniz
atio
n ha
s a
list
of s
afet
y an
d em
erge
ncy
proc
e-du
res.
The
re is
a r
epor
ting
sys
tem
to
reco
rd a
ny a
ccid
ents
or
safe
tyre
late
d in
cide
nts.
The
re a
re p
olic
ies
in p
lace
rel
atin
g to
rep
orti
ng a
nd d
ealin
gw
ith
susp
ecte
d ab
use
situ
atio
ns.
The
re is
a p
lan
for
deal
ing
wit
h em
erge
ncy
situ
atio
ns.
Fir
e sa
fety
and
eva
cuat
ion
proc
edur
es a
re p
oste
d an
d co
mm
u-ni
cate
d to
sta
ff, p
arti
cipa
nts
and
volu
ntee
rs.
Reg
ular
fir
e dr
ills
are
cond
ucte
d fo
r st
aff,
volu
ntee
rs a
nd p
ar-
tici
pant
s.
The
re a
re r
egul
ar in
spec
tion
s of
the
phy
sica
l spa
ce, e
quip
men
tan
d to
ys t
o co
mpl
y w
ith
heal
th a
nd s
afet
y re
gula
tion
s.
The
re a
re c
lear
gui
delin
es o
n w
hat
insu
ranc
e co
vera
ge s
houl
dbe
in p
lace
and
cov
erag
e is
rev
iew
ed r
egul
arly
.
The
re is
ade
quat
e in
sura
nce
cove
rage
bas
ed o
n th
ese
guid
e-lin
es.
The
org
aniz
atio
n ha
s th
e se
rvic
es o
f a
law
yer.
Responsibility and Accountability
40
Insu
ran
ce P
olic
y C
hec
klis
t: C
om
mer
cial
Gen
eral
Lia
bili
ty (
CG
L)
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
Our
insu
ranc
e co
mpa
ny is
reg
iste
red
in C
anad
a, r
eput
able
and
fina
ncia
lly s
ound
.
Our
org
aniz
atio
n, a
ny s
ubsi
diar
ies
and
othe
r re
late
d le
gal
enti
ties
are
list
ed a
s “n
amed
insu
red.
”
The
pol
icy
lists
all
of o
ur o
wne
d, le
ased
and
ren
ted
loca
tion
s.
The
pol
icy
cove
rs p
rem
ises
liab
ility
for
all
of o
ur o
wne
d,le
ased
and
ren
ted
loca
tion
s.
The
pol
icy
cove
rs a
ll of
our
ope
rati
ons
and
prog
ram
s on
and
off
site
.
The
pol
icy
cove
rs t
he o
rgan
izat
ion,
dir
ecto
rs a
nd o
ffic
ers,
empl
oyee
s an
d vo
lunt
eers
and
any
one
acti
ng o
n it
s be
half
.
The
pol
icy
cove
rs N
on-O
wne
d A
utom
obile
Lia
bilit
y.
The
pol
icy
cove
rs t
enan
ts le
gal l
iabi
lity
for
any
rent
edpr
emis
es.
The
pol
icy
cove
rs A
dver
tisi
ng L
iabi
lity
and
Per
sona
l Inj
ury.
The
pol
icy
cove
rs m
edic
al p
aym
ents
.
What Community-Based Programs Need to Know
41
The
pol
icy
cove
rs C
ontr
actu
al L
iabi
lity.
The
pol
icy
cove
rs C
ross
Lia
bilit
y.
The
pol
icy
has
a de
duct
ible
tha
t ap
plie
s on
ly t
o pr
oper
tyda
mag
e cl
aim
s.
The
pol
icy
has
Em
ploy
er’s
Lia
bilit
y C
over
age.
The
pol
icy
lists
the
max
imum
lim
it o
f lia
bilit
y pe
r cl
aim
dur
ing
the
polic
y pe
riod
.
The
pol
icy
lists
the
max
imum
lim
it o
f lia
bilit
y fo
r al
l occ
ur-
renc
es d
urin
g th
e po
licy
peri
od.
Do
we
unde
rsta
nd if
the
pol
icy
is o
n an
occ
urre
nce
basi
s or
acl
aim
s m
ade
basi
s?
Wha
t sp
ecif
ic e
xclu
sion
s fo
rm p
art
of t
he p
olic
y an
d ca
n an
yof
the
m b
e re
mov
ed?*
* N
ote:
The
fol
low
ing
excl
usio
ns a
re a
ll st
anda
rd o
n C
GL
pol
icie
s: A
buse
alle
gati
ons,
pro
fess
iona
l lia
bilit
y, p
ollu
tion
and
nuc
lear
, ter
rori
sm a
ndm
isin
terp
reta
tion
of
date
s.
Responsibility and Accountability
42
Insu
ran
ce P
olic
y C
hec
klis
t: D
irec
tors
an
d O
ffic
ers
Liab
ility
(D
&O
)
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
Our
insu
ranc
e co
mpa
ny is
reg
iste
red
in C
anad
a, r
eput
able
and
fina
ncia
lly s
ound
.
Our
org
aniz
atio
n, a
ny s
ubsi
diar
ies
and
othe
r re
late
d le
gal
enti
ties
are
list
ed a
s “n
amed
insu
red.
”
The
pol
icy
cove
rs t
he d
irec
tors
, off
icer
s (p
ast,
pres
ent
and
futu
re),
the
org
aniz
atio
n (e
ntit
y), e
mpl
oyee
s an
d vo
lunt
eers
.
Do
we
unde
rsta
nd if
the
pol
icy
is o
n a
clai
ms
mad
e or
occu
rren
ce b
asis
?
The
pol
icy
cove
rs w
rong
ful d
ism
issa
l act
ions
, at
leas
t fo
rde
fenc
e co
sts.
Doe
s th
e po
licy
have
a d
educ
tibl
e or
ret
enti
on?
Wha
t sp
ecif
ic e
xclu
sion
s fo
rm p
art
of t
he p
olic
y an
d ca
n an
yof
the
m b
e re
mov
ed?*
* N
ote:
A p
rofe
ssio
nal e
xclu
sion
can
lim
it t
he c
over
age
affo
rded
to
any
prof
essi
onal
s on
you
r bo
ard
or s
taff
. Sta
ndar
d ex
clus
ions
are
: Abu
se/h
aras
s-m
ent,
mis
inte
rpre
tati
on o
f da
tes.
What Community-Based Programs Need to Know
43
Insu
ran
ce P
olic
y C
hec
klis
t: E
rro
rs a
nd
Om
issi
on
s Li
abili
ty (
E&O
)
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
Our
insu
ranc
e co
mpa
ny is
reg
iste
red
in C
anad
a, r
eput
able
and
fina
ncia
lly s
ound
.
Our
org
aniz
atio
n, a
ny s
ubsi
diar
ies
and
othe
r re
late
d le
gal
enti
ties
are
list
ed a
s “n
amed
insu
red.
”
Do
we
know
if t
he p
olic
y is
on
a cl
aim
s m
ade
or o
ccur
renc
eba
sis?
The
pol
icy
cove
rs t
he d
irec
tors
, off
icer
s, t
he o
rgan
izat
ion
(ent
ity)
and
all
prof
essi
onal
ly q
ualif
ied
staf
f.
Do
the
prof
essi
onal
ly q
ualif
ied
staf
f ne
ed t
o be
list
edin
divi
dual
ly o
n th
e po
licy
in o
rder
to
be c
over
ed o
r do
es t
hepo
licy
cove
r al
l pro
fess
iona
ls o
n a
blan
ket
basi
s?
The
pol
icy
has
a de
duct
ible
tha
t on
ly a
pplie
s to
pro
pert
yda
mag
e cl
aim
s.
Wha
t sp
ecif
ic e
xclu
sion
s fo
rm p
art
of t
he p
olic
y an
d ca
n an
yof
the
m b
e re
mov
ed?
Responsibility and Accountability
44
Insu
ran
ce P
olic
y C
hec
klis
t: P
rop
erty
Insu
ran
ce
Nee
dsIn
dica
tor
Met
Wor
kN
/AA
ctio
n
Our
insu
ranc
e co
mpa
ny is
reg
iste
red
in C
anad
a, r
eput
able
and
fina
ncia
lly s
ound
.
Our
org
aniz
atio
n, a
ny s
ubsi
diar
ies
and
othe
r re
late
d le
gal
enti
ties
are
list
ed a
s “n
amed
insu
red.
”
The
lega
l mai
ling
addr
ess
is in
dica
ted
on t
he p
olic
y.
All
cont
ents
at
owne
d, le
ased
and
ren
ted
loca
tion
s ar
e lis
ted
and
insu
red
on t
he p
olic
y.
The
pol
icy
affo
rds
cove
rage
for
con
tent
s at
non
-ow
ned
loca
tion
s an
d w
hile
in t
rans
it.
Any
loss
pay
able
s an
d or
mor
tgag
ees
are
indi
cate
d on
the
polic
y.
The
insu
ranc
e co
vera
ge is
on
an a
ll-ri
sks
basi
s.
The
bas
is o
f va
luat
ion
is o
n a
repl
acem
ent
cost
bas
is(i
.e.n
ode
prec
iati
on).
We
are
awar
e of
the
pol
icy
dedu
ctib
le?
Are
the
lim
its
of in
sura
nce
adeq
uate
for
the
con
tent
s w
e ow
nor
leas
e/re
nt b
ut a
re r
espo
nsib
le f
or?
45
What Community-Based Programs Need to Know
We
are
awar
e of
the
coi
nsur
ance
pen
alty
?
The
pol
icy
cove
rs d
amag
e to
gla
ss (
insi
de a
nd o
ut).
The
pol
icy
cove
rs d
amag
e to
sig
nage
.
Is c
ompu
ter
equi
pmen
t co
vere
d un
der
a sp
ecia
l rid
er c
over
ing
elec
tric
al a
nd m
echa
nica
l bre
akdo
wn
loss
es?
Are
the
re a
ny li
mit
atio
ns f
or la
ptop
com
pute
rs?
Are
we
cove
red
for
sew
er b
ack-
up, e
arth
quak
e an
d fl
ood
clai
ms?
If
so, w
hat
are
the
appl
icab
le d
educ
tibl
es?
Are
we
cove
red
for
busi
ness
inte
rrup
tion
or
loss
of
inco
me
clai
ms?
(e.
g. E
xtra
Exp
ense
cov
erag
e w
ould
cov
er a
nyad
diti
onal
exp
ense
s to
rel
ocat
e th
e op
erat
ions
aft
er a
fir
e).
Are
we
cove
red
for
acco
unts
rec
eiva
ble
and
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Page 46
Federal, Provincial and Territorial ContactInformation
The web sites listed below are the primary sites for eachprovince and territory, as well as the site for Canada Customsand Revenue Agency. They are listed as contact informationfor you, should you wish to access further information on reg-ulations and legislation that may apply to your organization inthe areas of incorporation, charitable status, employment,child protection, human rights, health and safety etc. Followthe links from each main site to the ministry or departmentthat your are looking for.
Federal:Canada Customs and Revenue Agencywww.ccra-adrc.gc.caCharities Directoratewww.ccra-adrc.gc.ca/tax/charities
Provincial and Territorial:Alberta www.gov.ab.caBritish Columbia http://gov.bc.caManitoba www.gov.mb.caNew Brunswick www.gov.nb.caNewfoundland and Labrador www.gov.nf.caNorthwest Territories www.gov.nt.caNova Scotia www.gov.ns.caNunavut www.gov.nu.caOntario www.gov.on.caPrince Edward Island www.gov.pe.caQuebec www.gouv.qc.caSaskatchewan www.gov.sk.caYukon www.gov.yk.ca
47
What Community-Based Programs Need to KnowWhat Community-Based Programs Need to Know
48
Responsibility and Accountability
Ministry ofChildren & FamilyDevelopment
www.gov.bc.ca/mcf/
www.mcf.gov.bc.ca/child_protection/reporting_child_abuse.htm
Child, Family &Community ServicesAct
www.qp.gov.bc.ca/bcstats/96046_01.htm
On-line Child Welfare/Protection Resources
ALBERTALegislation Name Children’s
Ministry & Web Address Advocate
Ministry ofChildren’s Services
www.acs.gov.ab.ca
Child Welfare Actwww.qp.gov.ab.ca/documents/acts/c12.cfm
A new Act is anticipatedin 2003.
www3.gov.ab.ca/cs//childrensadvocate/
1-800-661-3446(in Alberta)(780) 427-8934
Child, Youth & FamilyAdvocate
www.advokids.org1-800-476-3933 (in BC)(604) 775-3203
Children’s Commissioner:(250) 356-0831
BRITISH COLUMBIALegislation Name Children’s
Ministry & Web Address Advocate
49
What Community-Based Programs Need to Know
Department ofFamily Services &Housing, Child &Family ServicesDivision
www.gov.mb.ca/fs/programs/cfs/fs0cfs00.html
Child & Family ServicesAct
www.gov.mb.ca/chc/statpub/free/index.html
1-800-263-7146 (within MB)(204) 945-1427.
MANITOBALegislation Name Children’s
Ministry & Web Address Advocate
NEW BRUNSWICKLegislation Name Children’s
Ministry & Web Address Advocate
Family andCommunity SocialServicesDepartment ofFamily &Community Services
www.gov.nb.ca/Fcs/sfc/child.html
Family Services Act
www.gov.nb.ca/acts/acts/f-02-2.htm
NEWFOUNDLAND & LABRADORLegislation Name Children’s
Ministry & Web Address Advocate
Health &Community Services
www.gov.nf.ca/health/commhlth/childwel/childpro.htm
Child, Youth & FamilyServices Act
www.gov.nf.ca/hoa/statutes/c12-1.htm
50
Responsibility and Accountability
NOVA SCOTIALegislation Name Children’s
Ministry & Web Address Advocate
NORTHWEST TERRITORIESLegislation Name Children’s
Ministry & Web Address Advocate
NUNAVUTLegislation Name Children’s
Ministry & Web Address Advocate
Department ofCommunityServices
Family & Children’sServices Division
Children & FamilyServices Act
www.gov.ns.ca/legi/legc/statutes/childfa1.htm
Children’s Ombudsman1-888-839-6884(902) 424-6672
Department ofHealth & SocialServices
Child & Family ServicesAct
www.lex-nt.ca
(867) 920-6337
Department ofHealth & SocialServices
Child & Family ServicesAct
www.lex-nu.ca
Responsibility and AccountabilityResponsibility and AccountabilityResponsibility and AccountabilityResponsibility and Accountability
51
What Community-Based Programs Need to Know
Department ofHealth &CommunityServicesChild, Family &CommunityServices Division
www.gov.pe.ca/infopei/onelisting.php3?number=20669
Family & Child ServicesAct
www.gov.pe.ca/law/statutes/index.php3
ONTARIOLegislation Name Children’s
Ministry & Web Address Advocate
PRINCE EDWARD ISLANDLegislation Name Children’s
Ministry & Web Address Advocate
Ministry ofCommunity & SocialServices
www.gov.on.ca/CSS/page/services/child.html
Child & Family ServicesAct
http://192.75.156.68/DBLaws/Statutes/English/90c11_e.htm
Office of Child & FamilyService Advocacy
www.childsec.gov.on.ca/3_resources/childrens_pathfinder/programs/oocafsa.htm
1-800-263-2841(416) [email protected]
52
Responsibility and Accountability
Family andChildren’s Services
Department ofHealth & SocialServices
www.hss.gov.yk.ca/fcs/protection.html
Children’s Act
www.lex-yk.ca
Social Services
Child protectioninformation:
www.gov.sk.ca/socserv/infocntrl/progserv/FamilyYouth/ChildProt/overview.htm
Child & Family ServicesAct
www.qp.justice.gov.sk.ca/orphan/legislation/c7-2.htm
(306) 933-6700
[email protected]/childadvocate
QUÉBECLegislation Name Children’s
Ministry & Web Address Advocate
SASKATCHEWANLegislation Name Children’s
Ministry & Web Address Advocate
YUKONLegislation Name Children’s
Ministry & Web Address Advocate
Santé et servicessociauxwww.msss.gouv.qc.ca
Youth Protection Actwww.msss.gouv.qc.ca/f/documentation/index.htm
Commission des droits dela personne et des droitsde la jeunesse Québec
1-800-361-6477(514) 873-5146
www.cdpdj.qc.ca/htmfr.htm/1_0.htm
Responsibility and AccountabilityResponsibility and AccountabilityResponsibility and AccountabilityResponsibility and Accountability
Resources
Web Based - Canadian ACJ Net Canadawww.acjnet.org
“Canada’s Access to Justice Network”
Canadian Centre for Philanthropywww.ccp.ca
Resources, Research, Information and Links
Charity Villagewww.charityvillage.com
“Canada’s supersite for the non-profit sector”
Ginsler & Associateswww.ginsler.com
“Building Strong Communities Through Strong Organizations”
Innovaction www.innovaction.com
“Healthy Change Healthy Futures”
LAMP Consultants to Non-Profitswww.spc-lamp.org
Planning and organizational development experts
nonprofitscan.orgwww.nonprofitscan.org
“Canada’s non-profit information source”
Not for Profit and Charity Lawwww.extension.ualberta.ca
“Running the Well-Managed Organization”
Ontario Ministry of Agriculture Food & Rural Affairswww.gov.on.ca/OMAFRA
Fact sheets on community economic development and organizational governance
Panel on Accountability & Governance in the Voluntary Sectorwww.vsr-trsb.net/pagvs
Information and updates on this ongoing initiative
Volunteers and the Lawwww.publiclegaled.bc.ca
A Guide for Volunteers, Organizations and Boards
53
What Community-Based Programs Need to Know
54
Responsibility and AccountabilityResponsibility and AccountabilityResponsibility and AccountabilityResponsibility and Accountability
Volunteer Canadawww.volunteer.ca
Includes the 10 Steps Volunteer Screening Program and other resources and links
Web Based – USThese US sites are included for their overall information and resources.However, the legislation and requirements for American not-for-profitsdiffer in many ways.
Compass Point Non-Profit Serviceswww.compasspoint.org
“The Board Café” a free e-newsletter for non-profit boards
Milano Non-Profit Management Knowledge Hubwww.newschool.edu/milano/hub
“Links and resources for leaders and managers of not-for-profits”
Non-Profit Risk Managementwww.nonprofitrisk.org
Resources, information and links
Risk Management Resource Centerwww.eriskcenter.org
Resources, information and checklists
The Alliance for Non-Profit Managementwww.allianceonline.org
Sections on board development, financial management and risk management
Print Resources (all Canadian)A Guide to Corporate By Laws for Non-Profit Corporations
LAMP Consultants to Non-Profits
The Charity and Not-for-Profit SourcebookAuthor: Arthur Drache B.C. Q.C.
The Charities HandbookAuthors: Ron C. Knechtel & Dick L. Kranendank
The Law of Charitable and Non-Profit OrganizationsAuthor: Donald J. Bourgeois
The Non-Profit Manager’s Resource DirectoryAuthor: Ron Landskroner
The Volunteer Management HandbookAuthor: Tracy Daniel Connors
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Responsibility and Accountability
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Responsibility and Accountability
FRP Canada707 - 331 Cooper Street
Ottawa, ON K2P 0G5 CanadaTel: (613) 237-7667 Fax: (613) 237-8515
E-mail: [email protected] Web: www.frp.ca