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Amplifi  PR  Canada  Inc.  

Proposal in  Support  of  a    

         

Canadian Association  for  Corporate   Citizenship/Corporate  Social   Responsibility    

      2012-­‐04-­‐16    

answers@amplifi.ca 905.415.4588 www.amplifi.ca

7271 Warden Ave. Markham ON


inform | involve | inspire engaging communications for inspired change

1 Purpose  

This  is  a  proposal  in  support  of  the  creation  of  an  Association  for  professionals  involved  in   the  field  of  Corporate  Citizenship  and/or  Corporate  Social  Responsibility.    It  outlines  a   strategy  which  will  lead  to  the  establishment  of  an  Association  Board  of  Directors.    

2 Context   The  Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility  will  be   a  network  of  business  leaders  and  Corporate  Social  Responsibility  practitioners  who  are   committed  to  addressing  the  world’s  social  and  environmental  needs  through  new   standards  of  business  conduct.    With  provision  of  the  tools  needed  to  address  the  concerns   of  all  stakeholders,  and  to  move  from  ‘best  practice”  to  “next  practice,”  the  association  will   inspire  and  demand  the  highest  professional  standard  of  integrity  and  innovation  in   corporate  social  responsibility  initiatives.       The  objectives  of  The  Canadian  Association  for  Corporate  Citizenship  will  be  to  provide   opportunities  for  business  leaders  and  CSR  professionals  to:   • Share  Best  Practices   • Network  and  form  Communities  of  Practice   The  Association  will  also:   • Provide  Thought  Leadership   • Provide  opportunities  for  Career  Development   • Establish  a  Professional  Standards  of  Practice     • Develop  a  Professional  Designation   • Provide  a  job  board  for  Practitioners   • Engage  in  research  

2 Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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3 Need  for  an  Association       It  is  becoming  increasingly  apparent  that  societal  expectations  of  corporations  are  shifting.       These  expectations,  inspired  by  consumer  access  to  information  through  the  Internet,  and   the  culture  of  disclosure  fostered  by  social  media,  has  led  to  a  stakeholder  population  less   willing  to  accept  corporate  misdeeds.      The  result:  movement  towards  a  new  business   paradigm  with  a  values-­‐based,  ethically  charged  strategy.         Increasing  demands,  and  movement  towards  the  new  paradigm,  is  sparking  corporations   to  be  more  socially  responsible.  As  firms  repurpose  their  relationship  to  all  stakeholders,   and  society  as  a  whole,  the  role  of  Corporate  Social  Responsibility  (CSR)  practitioner  has   emerged.         Business  leaders  are  faced  with  ambiguity  in  respect  to  CSR  standards  of  performance,  and   this  has  led  to  diversity  in  job  responsibilities  for  the  practitioner.    Currently,  the  only   Canadian  association  with  a  Corporate  Social  Responsibility  mandate  is  Canadian  Business   for  Social  Responsibility.  This  organization  mobilizes  Canadian  companies  to  make  powerful   business  decisions  and  focuses  on  corporations’  capability  to  meet  many  of  Canada’s   pressing  concerns.         In  contrast,  The  Canadian  Association  for  Corporate  Citizenship  will  focus  on  the   professional  development  and  networking  opportunities  for  business  leaders  and   practitioners  engaged  in  Corporate  Citizenship  and  Corporate  Social  Responsibility.    

4 Association  Catchment  Area     Initially,  the  Association  will  be  established  in  downtown  Toronto,  thus  ensuring   accessibility  to  all  practitioners  in  the  Greater  Toronto  Area.    As  membership  grows,  new   chapters  will  be  established  beyond  the  GTA,  depending  upon  demand.            

Canadian Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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5 Management  Team  

Given  the  commitment  to  establishing  this  initiative,  Amplifi  will  provide  the  Management   Team  and  Association  Management  Services.    The  Management  Team  sees  its  mandate  as   follows:   1. Form  a  Chapter  of  the  Canadian  Association  for  Corporate  Citizenship/Corporate   Social  Responsibility  in  the  Greater  Toronto  Area  by  early  2013  by:   a. Establish  an  Advisory  Board  to  provide  expertise  and  guidance  to  the   Management  Team  in  the  development  of  goals  and  understanding  of  key   issues  in  the  field  of  Corporate  Citizenship/Corporate  Social  Responsibility.   b. Identify  the  basic  legal  and  administrative  requirements  to  form  a  chapter  as   set  out  by  financial  institutions  and  government,  as  applicable   c. Draw  on  precedents  and  appropriate  standards  to  set  up  a  basic  structure   and  process  for  establishment     2. Provide  the  administrative  presence  and  oversight  until  a  member-­‐based  Board  of   Directors  are  established  in  each  region.   3. Facilitate  local  events  and  networking  to  continue  the  momentum  members  have   created  towards  forming  the  new  Chapters.   4. Develop  and  offer  programs,  keynote  luncheons,  learning  labs,  and  collaborative   peer  groups  to  provide  the  Corporate  Citizenship/Corporate  Social  Responsibility   professional  skill-­‐development  opportunities.   5. Establish  alliances  with  other  organizations  having  related  interests  and  presenting   synergistic  programming  for  the  professionals  of  the  association.   6. Further  professional  enhancement  opportunities  through  the  appointment  of  a   Certification  Committee  to  develop  a  Professional  Designation  Program.   7. Communicate  with  local  members  in  each  region  about  progress  and  encourage   their  involvement  in  the  Chapters.   8. Keep  records  of  meetings,  decisions  and  finances  and  make  them  available  on   request  from  local  members.   9. Produce  a  transition  report  for  the  incoming  board,  executive  or  committee  at  the   election  of  a  Board  of  Directors  for  the  Eastern  and  Western  Chapters,  including  a   statement  of  finances,  outstanding  issues  and  any  other  information  that  may  assist   Chapter  growth.     What  the  association  will  need  in  order  to  meet  its  mandate:   1. Access  to  legal  advice,  if  required   2. Capacity  to  organize  events   3. Capacity  to  manage  and  account  for  money   4. Capacity  to  plan  and  manage  Chapter  establishment   5. Capacity  to  communicate  with  both  the  Eastern  and  Western  Chapters   4   Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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6. Capacity to  report  on  actions  and  results   7. Capacity  to  interact  with  the  Boards  of  Directors,  Committees  and  Communities  of   Practice    

6 Proposed  Work  Plan     The  following  milestones  describe  work  completed  to  date,  and  planned  to  create  the   Eastern  and  Western  Chapters.     February  2012   Meeting  with  Director  of  Continuing  Education,  St.  Michael’s  College,  to   discuss  necessity  of  a  Canadian  Association  for  Corporate   Citizenship/Corporate  Social  Responsibility     April  2012   Management  Team  completes  roughed  out  work  plan     June  2012   Management  Team  completes  revisions  to  work  plan     September  2012   Letters  of  invitation  to  potential  Advisory  Board  members     October  2012   Draft  proposal  transmitted  to  Advisory  Board  members     November  2012   Initial  Telepresence  meeting  of  Advisory  Board  to  discuss  proposal     Mid-­‐November   Invitations  to  kick-­‐off  meeting  sent  out     December  2012     Kick-­‐off  meeting  held  in  the  Greater  Toronto  Area     January  2013   First  event  held  in  the  GTA     January  2013   Boards  of  Directors  Election  Called     February  2013   Candidates  Announced     March  2013   Elections     April  2013   Induction  of  elected  Board  of  Directors         Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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7 Proposed  Chapter  Structure  and  Development  

The  following  describes  the  planned  governance  structure  for  Chapter  development.    

1. Executive Committee  Roles  and  Responsibilities     The  Executive  Committee  is  made  up  of  the  Chair,  Vice-­‐Chair,  Secretary,  and  Treasurer  and   up  to  5  members-­‐at-­‐large.     All  Executive  Committee  members  are  accountable  to  their  Chapter  membership.     All  Executive  Committee  role  descriptions  will  be  reviewed  on  a  regular  basis  for   relevance,  effectiveness  and  necessary  changes,  and  at  not  less  than  five  [5]  year   intervals.     Executive  Committee  members  will  be  expected  to:   • Promote  the  objectives  of  the  Canadian  Association  for  Corporate   Citizenship/Corporate  Social  Responsibility   • Promote  membership  in  their  respective  Chapter   • Participate  in  all  Chapter  meetings,  either  in  person  or  by  conference  call   and  contribute  to  discussion  and  ratification  of  all  business  and  other  agenda   items   • Provide  leadership  and  coordination  of  special  projects  of  their  respective   Chapter,  as  required   • Participate  in  their  respective  Chapter  sponsored  events  that  may  arise  in   the  course  of  the  elected  term   • Attend  and  represent  their  respective  Chapter  at  various  events  or   conferences  as  requested   • Provide  information  and  support  all  communication  efforts  of  their   respective  Chapter  as  required   • Chair  and/or  participate  on  one  or  more  standing  and/or  ad  hoc   committee(s)    

7.1.1 Chair   The  Chair  if  present,  shall  act  as  chair  at  all  meetings  of  their  Chapter  and  shall   communicate  with  the  Management  Team  on  a  regular  basis  regarding  the  activities  and   affairs  of  the  Chapter.    The  Chair  will  also  have  other  powers  and  duties  as  specified.   6   Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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  Her/his  primary  areas  of  responsibility  are  to:     • Act  as  chair  at  all  meetings  of  the  Chapter  Executive  Committee  and  of  the   General  Members   • Provide  oversight  for  implementation  of  Chapter  activities  and  act  as   spokesperson  and  represent  the  Chapter  at  conferences,  meetings  or   other  public  functions   • Declares  a  motion  or  resolution  carried  or  lost.    This  statement  is  final,   and  does  not  have  to  include  the  number  of  votes  for  and  against  the   motion  or  resolution   • Works  with  the  Management  Team,  Secretary  and  Vice-­‐Chair  in  preparing   agendas  and  reviewing  draft  meeting  minutes   • Works  with  the  Management  Team,  Treasurer  and  other  Executive   Committee  members  in  preparing  and  reviewing  the  annual  budget  for   the  Chapter   • Ex  Officio  member  of  all  sub  and  working  committees  of  the  Executive   Committee   • Signs  agreements  and  financial  transactions  as  an  officer  of  the  Executive   Committee   Evaluation  of  the  Chair:   The  Chair,  at  the  beginning  of  their  term,  will  set  out  her/his  objectives  for   the  following  year  and  report  on  the  outcomes  of  the  previous  year’s   activities  if  this  is  not  the  year  of  her/his  election  to  her/his  first  term.      

7.1.2 Past Chair  

This  position  shall  be  held  by  the  immediate  Past  Chair  of  the  Executive  Committee,  if  such   immediate  Past  Chair  is  able  and/or  willing  to  serve.    He  or  she  shall  assist  the  incoming   Chair  in  the  carrying  out  of  the  Chair’s  duties  and  shall  have  such  other  powers  and  duties   as  may  be  determined  by  the  Board  from  time  to  time.          

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7.1.3 Vice-­‐Chair   The  Vice-­‐Chair  shall,  in  the  absence  or  disability  of  the  Chair,  perform  the  duties  and   exercise  the  powers  of  the  Chair  and  shall  perform  such  other  duties  as  shall  from  time  to   time  be  assigned  upon  him/her  by  the  Executive  Committee.    Her/his  primary  areas  of   responsibility  are  to:     • Chairs  the  General  meetings  of  the  Chapter  in  the  absence  of  the  Chair   • Assumes  the  duties  of  the  Chair  in  her/his  absence   • Develops  meeting  agendas  and  reviews  draft  meeting  minutes  in   consultation  with  the  Chair  and  Secretary   • Assists  in  coordinating  the  planning  of  Chapter  events   • Assists  in  preparing  the  budget  for  the  Chapter   • Takes  lead  and/or  participates  on  sub-­‐committees  regarding  specific   initiatives,  as  required   • Signs  agreements  and  financial  transactions  as  an  officer  of  the  Executive   Committee    

7.1.4 Secretary   The  Secretary  shall  attend  and  be  the  secretary  of  all  meetings  of  the  Executive  Committee,   of  any  committee  thereof  and  of  the  General  Members  (except  in  such  cases  where  the   Secretary  shall  be  presiding  as  Chair  of  such  meeting  in  the  absence  of  the  Chair)  and  shall   enter  or  cause  to  be  entered  in  records  kept  for  that  purpose  minutes  of  all  proceedings   thereat;  the  Secretary  shall  work  with  the  Management  Team  regarding  all  notices  to  the   Executive  Committee  and  General  Members,  and  members  of  sub-­‐committees;  the   secretary  shall  be  the  custodian  of  all  books,  papers,  records,  documents  and  instruments   belonging  to  the  Chapter,  except  when  some  other  member  or  the  Management  Team  has   been  appointed  for  that  purpose;  the  Secretary  shall  have  such  other  powers  and  duties  as   the  Executive  Committee  may  specify.  

 

His/her primary  areas  of  responsibility  are  to:   • Record  minutes  of  all  meetings  of  the  general  and  Executive  Committee   meetings   • The  minutes  should  include  the  decisions  and  reasons  for  those  decisions   • Reviews/monitors  and  verifies  accuracy  of  meeting  minutes  with  the   Executive  Committee,  and  ensures  minutes  are  distributed  to  members  of   the  Executive  Committee  shortly  after  each  meeting  

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Prepare and  sign  correspondence  as  required  and  identified  by  the   Executive  Committee   Maintains  official  records  of  the  Executive  Committee  including  ensuring   effective  storage  and  management  of  Chapter  records.    This  record   contains  minutes  from  all  meetings  of  the  Executive  Committee.    This  also   includes  working  with  the  Treasurer  to  obtain  the  Annual  Financial   Report  and  filing.    Books  or  records  must  be  made  available  within  a   reasonable  time  frame  to  any  member  wishing  to  inspect  the  books  or   records   Participation  in  Executive  Committee  meetings,  either  in  person  or  by   conference  call  and  at  general  meetings   Remains  sufficiently  familiar  with  Chapter  requirements  to  note   applicability  during  meetings  and  to  ask  questions  when  something  isn’t   clear  or  seems  questionable   Determines  I  there  is  a  quorum  at  general  meetings  by  reviewing   membership  status  of  participants   Takes  lead  and/or  participates  on  sub-­‐committees  regarding  specific   initiatives,  as  required   Signs  agreements  and  financial  transactions  as  an  officer  of  the  Executive   Committee  

 

7.1.5 Treasurer   The  Treasurer  shall  keep  proper  accounting  records  and  shall  work  with  the  Management   Team  in  regards  to  the  deposit  of  money,  the  safekeeping  of  securities  and  the   disbursement  of  the  funds  of  the  Chapter.    The  Treasurer  shall  render  to  the  Executive   Committee  whenever  required  an  account  of  all  transactions  involving  the  Chapter  and  of   the  financial  position  of  the  Chapter.    The  Treasurer  shall  have  such  other  powers  and   duties  as  the  Executive  Committee  may  specify.     Her/his  primary  areas  of  responsibility  are  to:   • Manage  and  report  at  each  Executive  Committee  meeting  on  the  Chapter   finances  and  ensure  that  appropriate  financial  policies  are  created  and   are  being  followed   • Hold  the  original  financial  records  and  documents  of  the  Chapter  subject     to  external  audit  in  safekeeping   • Ensure  the  Annual  Financial  Report  is  prepared  by  the  Auditor  

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• • • • • • • • • • •

Ensure preparation  and  submission  of  Income  Tax  and  GST/HST  forms  to   Revenue  Canada,  in  conjunction  with  the  Auditor   Ensure  the  original  financial  records  and  documents  of  the  Chapter  are   maintained  in  safekeeping   Present  the  Annual  Financial  Report  at  the  Annual  General  Meeting  in   consultation  with  the  Auditor   Maintains  and  manages  all  bank  accounts  and  investments   Leads  the  preparing  of  the  budget  for  the  Chapter   Monitors  expenditures  against  the  approved  budget  and  reports  to  the   Executive  Committee  and  general  membership  on  finances   Oversees  all  financial  transactions  and  pays  all  the  bills  duly  authorized   (by  cheque,  funds  transfer,  wire,  etc)   Co-­‐signs  all  Chapter  cheques  with  one  of  two  other  authorized  signatories   Takes  lead  and/or  participates  on  sub-­‐committees  regarding  specific   initiatives,  as  required    Ensures  that  in  situations  where  the  Chapter  retains  services,  that  an   open  and  competitive  process  takes  place   Signs  agreements  and  financial  transactions  as  an  officer  of  the  Executive   Committee  

7.1.6 Member(s) at  Large  

The  members  at  large  will  be  members  of  the  Executive  Committee  with  full  voting  rights.     Their  area  of  responsibility  will  be  to  actively  contribute  to  the  functioning  of  the  Executive   Committee  and  to  the  management  and  development  of  the  Chapter,  in  accordance  with   responsibilities  outlined  in  section  7.1,  above.    Members  at  large  shall  not  be  considered  an   “officer”  for  purposes  of  entering  not  agreements  or  financial  transactions.    

2. Executive Committee  Election  Process     Election  of  the  first  Executive  Committee  will  follow  the  steps  listed  below.    Subsequent   elections  will  be  governed  by  the  By-­‐Laws  and  procedures  established  during  the  first  term   of  the  Executive  Committee.     a. The  Management  Team  will  act  as  a  Nominating  Committee  and  shall  appoint  a   Nominating  Committee  Chair   b. The  Nominating  Committee  Chair  shall  forthwith  make  a  call  for  nominations  from   members  by  publishing  a  description  of  the  names,  terms,  roles  and  responsibilities   1 Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    0  

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c.

d. e.

f. g. h. i. j.

of the  founding  Executive  Committee  and  a  deadline  for  the  close  of  nominations,  no   earlier  that  4  weeks  from  the  date  of  the  call  for  nominations:   I. Nominators  and  nominees  must  be  members  in  good  standing  and  included   in  the  list  of  Chapter  members   II. Nominations  must  be  received  in  writing  or  e-­‐mail  and  accepted  by  the   nominee  in  writing  or  e-­‐mail   III. Any  nomination  must  include:   i. A  brief  (no  more  that  two  paragraph)  statement  of  the  nominee’s   qualifications  and  interests  in  serving  on  the  Executive  Committee  in  a   reproducible  format,  and;   ii. A  statement  confirming  the  nominee  has  read  and  understood  the   roles  and  responsibilities  of  the  Executive  Committee   iii. Self-­‐nominations  will  be  accepted   At  the  close  of  nominations  the  Chair  of  the  Nominating  Committee  will  post  a  list  of   all  nominations  on  the  Chapter  website,  including  the  statement  of  qualifications   provided  together  with  instructions  for  members  to  obtain  and  cast  ballots  and  the   deadline  for  casting  ballots   Where  the  number  of  nominees  is  equal  to  or  less  than  the  number  of  roles  on  the   Executive  Committee,  the  Chair  of  the  Nominating  Committee  shall  immediately   declare  the  nominees  as  affirmed,  or,   At  least  ten  (10)  days  prior  to  the  deadline  to  cast  ballots  the  Nominating  Committee   shall  select  a  Returning  Officer,  a  Deputy  Returning  Officer  and  Scrutineer,  whose   responsibilities  will  be  to  count  the  ballots  received  by  5:00  pm  on  the  date  of  the   deadline   Where  possible,  voting  will  be  conducted  online   No  later  that  5  days  after  the  deadline  for  receipt  of  ballots,  the  Returning  Officer   shall  notify  the  nominees,  the  Management  Team  and  the  Management  Team  of  the   results  of  the  election,  and  post  the  election  results  on  the  Chapter  website   No  later  that  thirty  (30)  days  after  the  posting  of  the  election  results,  the   Management  Team  and  Executive  Committee  shall  meet  and  will  transfer  all   Chapter  records  and  signing  authorities  for  bank  accounts   The  Executive  Committee  shall  be  accountable  for  the  affairs  of  the  Chapter  as  of  the   date  of  transfer   The  Executive  Committee  shall  meet  and  determine  the  individuals  to  fill  the  roles  of   the  Executive  Committee  and  communicate  their  selection  to  the  Management  Team   within  thirty  (30)  days  of  the  transfer  

3. Committees and  Task  Teams     Committees  are  standing  and  ad  hoc  committees  charged  with  specific  tasks.     Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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Committees and  Task  teams  may  be  created  by  the  Executive  Committee  to  address  a   specific  issue  or  project.    The  Executive  Committee  will  be  tasked  with  defining  a  scope,  a   specific  mandate  and  deadlines  for  each  Committee  or  Task  team,  and  appointing  a   Committee  Cahir.    Committees  may  include  Chapter  Communication,  Member   Development/Outreach,  Events,  and  Finance  Committee.    Task  teams  may  or  may  not   include  Executive  Committee  members.    

4. Executive Committee  Meeting  Practices   7.4.1 A  Collaborative  Leadership  Environment     Executive  Committee  members  shall  participate  in  regularly  scheduled  meetings.    Not  each   and  every  person  who  joins  the  Executive  Committee  may  have  specific  and/or  extensive   expertise  on  each  and  every  issue  that  comes  before  it.    Members  are  however,  expected  to   e  prepared  for  meetings  by  reviewing  agendas  and  informing  themselves  about  the  issues   to  be  discussed  to  the  very  best  of  their  ability.    Additionally,  members  are  expected  to   actively  participate,  by  sharing  their  views  and  by  listening  and  considering  those  of  other   Executive  Committee  members,  in  order  to  promote  a  healthy  discussion  and  wise   decision-­‐making.    This  will  help  to  foster  a  collegial  and  collaborative  environment.     7.4.2 Supporting  Consensus     The  Executive  Committee  is  committed  to  effective  decision-­‐making  and,  once  a  decision   has  been  made,  speaking  with  one  voice.    Towards  this  end  board  members  will:   • Speak  from  broad  member  and  community  interests   • Speak  for  themselves  (“my  own  thinking  on  this  is  that…”)  rather  than  for  a  group  of   members   • Express  additional  or  alternative  points  of  view  and  invite  others  to  do  so  as  well   • Refrain  from  “lobbying”  other  board  members  outside  of  meetings  that  might  have   the  effect  of  creating  factions  and  limiting  free  and  open  discussion   • On  important  issues,  be  balanced  in  one’s  effort  to  understand  others  and  to  make   oneself  understood   • Once  made,  support,  indeed  defend,  Executive  Committee  decisions,  even  if  one’s   own  view  is  a  minority  one   • Not  disclose  or  discuss  differences  of  opinion  on  the  board  outside  of  meetings,   especially  with  the  Management  Team,  volunteers  or  clients.    (For  this  reason   information  on  who  votes  for  and  against  any  particular  motion  will  not  be  recorded   in  meeting  minutes  unless  a  director  requests  it.)   1 Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    2  

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Respect the  confidentiality  of  information  on  sensitive  issues  especially  in  personnel   matters   Refrain  from  speaking  for  the  organization  unless  authorized  to  do  so  

5. Conflict of  Interest     Members  of  the  Executive  Committee  and  Management  Team  are  expected  to  reveal  any   personal,  family  or  business  interests  that  they  have,  that,  by  creating  a  divided  loyalty,   could  influence  their  judgment  and  hence  the  wisdom  of  decisions.    A  conflict  of  interest   exists  wherever  an  individual  could  benefit,  dis-­‐proportionally  from  others,  directly  or   indirectly,  from  access  to  information  or  from  a  decision  over  which  they  might  have   influence  or,  where  someone  might  reasonably  perceive  there  to  be  such  a  benefit  and   influence.     Examples  of  possible  conflict  of  interest  situations  may  include:     • An  Executive  Committee  member  has  a  personal  or  business  relationship  with  the   Chapter  as  a  supplier  of  goods  or  services  or  as  a  landlord  or  tenant   • A  Management  Team  member  has  a  personal  or  financial  relationship  with  a   member  of  the  Chapter  or  its  Executive  Committee  outside  the  workplace   • The  Chapter  is  employing  someone  who  is  directly  related  to  an  Executive   Committee  member       Conflicts  of  interest  (real  and  perceived)  are  unavoidable  and  should  not  prevent  an   individual  from  serving  as  an  Executive  Committee  or  staff  member  unless  the  extent  of   the  interest  is  so  significant  that  the  potential  for  divided  loyalty  is  present  in  a  large   number  of  situations.     7.5.1 Procedure  for  Handling  a  Conflict  of  Interest     A. Members  of  the  Executive  Committee  and  Management  Team  have  a  duty  to   disclose  any  personal,  family,  or  business  interests  that  may,  in  the  eyes  of  another   person,  influence  their  judgment.     B. The  Executive  Committee  as  a  whole  has  a  duty  to  disclose  specific  conflicts  of   interests  to  Association  members,  the  Management  Team  and  external  stakeholders   where  that  interest  may  in  their  judgment,  affect  the  reputation  or  credibility  of  the   organization,  and  to  disclose  the  Executive  Committee’s  procedure  for  operating  in   the  presence  of  such  conflicts.   Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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C. Executive  Committee  members  and  the  Management  Team  have  a  duty  to  exempt   (recuse)  themselves  from  participating  in  any  discussion  and  voting  on  matters   where  they  have,  or  may  be  perceived  as  having,  a  conflict  of  interest.    Such   exemptions  should  be  recorded  in  minutes  of  meetings.     D. Any  business  relationship  between  an  individual  (or  a  company  where  the   individual  is  an  owner  or  in  a  position  of  authority)  and  the  Chapter,  outside  of  their   relationship  as  an  Executive  Committee  or  Management  Team  must  be  formalized  in   writing  and  approved  by  the  Executive  Committee.    

6. Dispute Resolution   7.6.1 Preamble  

In  all  interactions  where  Executive  Committee  members  are  representing  the  Chapter,  they   are  expected  to  conduct  themselves  in  a  manner  that  promotes  open  and  respectful   dialogue.  The  Association  values  diversity  and  recognizes  that  different  perspectives   shared  in  an  open  dialogue  can  result  in  innovative  and  sustainable  outcomes.  It  is  also   possible  that  different  perspectives  could  result  in  a  conflict  that  could  impact  the  Chapter’s   operations.  Conflict  could  arise  among  Executive  Committee  members,  between  Executive   Committee  members  and  the  Management  Team,  or  between  Executive  Committee   members  or  staff  and  external  stakeholders.  Following  are  guidelines  for  the  resolution  of   dispute  issues  that  impact  Chapter  operations.  The  intent  of  the  guidelines  is  to  promote   the  informal  resolution  of  these  issues  so  that  relationships  are  maintained  and  long-­‐term   sustainable  outcomes  are  achieved.   7.6.2 Guidelines  for  Dispute  Resolution  

If  a  dispute  arises  which  impacts,  or  has  the  potential  to  impact,  the  operations  of  the   Chapter,  it  is  expected  that  the  Executive  Committee  members  involved  will  make  every   effort  to  talk  with  the  other  party  directly  to  resolve  the  matter.  The  Executive  Committee   members  will  be  expected  to  initiate  contact  with  the  other  party  as  soon  as  practical,  and   to  have  an  interest-­‐based  discussion  that  focuses  on  the  issue  to  be  resolved. If  the  issue  is  not  resolved  during  that  discussion,  the  parties  will  request,  or  the  Chair  or   Vice-­‐Chair  of  the  Executive  Committee  propose  a  meeting  (either  face-­‐to-­‐face  or  by   telephone)  with  the  parties  involved  to  discuss  the  issue.  The  Chair  or  Vice-­‐Chair  will  act  as   facilitator  for  the  discussion  to  assist  the  parties  in  identifying  the  interests  of  each,  and  to   work  toward  a  resolution  that  is  acceptable  to  all  parties.  The  Chair  or  Vice-­‐  Chair  would   1 Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    4  

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only take  on  the  role  of  facilitator  where  they  are  not  one  of  the  parties  in  the  dispute. If  the  issue  remains  unresolved  after  a  meeting  facilitated  by  the  Chair  or  Vice-­‐Chair,  the   Executive  Committee  member  involved  will  request  the  services  of  a  mediator.  Unless   otherwise  agreed  by  the  parties,  the  mediation  will  be  conducted  according  to  the  National   Mediation  Rules  2011.   (http://www.adrcanada.ca/resources/documents/National_Mediation_Rules_2011April15 _  000.pdf)  

7.7 Financial  Management  Policies  and  Procedures   7.7.1  Roles  &  Responsibilities   1.    Treasurer  -­‐  As  described  in  Section  7.1.5,  the  Treasurer  will  be  responsible  for   keeping  proper  accounting  records  and  developing  financial  policies  and   procedures,  in  compliance  with  the  Management  Team  and  applicable  government   regulations,  and  for  the  deposit  of  money,  the  safekeeping  of  securities  and  the   disbursement  of  the  funds  for  the  Chapter.  Treasurer  will  also  be  responsible  for  all   financial  reporting;  to  the  Executive  Committee,  the  membership  and  as  required  by   government  regulation.     2.    Finance  Committee  -­‐  The  Executive  Committee  may  elect  to  appoint  a  Finance   Committee  to  share  the  responsibilities  of  the  Treasurer,  including  the  development   of  financial  policies  and  procedures,  annual  budget  development,  bookkeeping  and   accounting  tasks.     3.    Signatories  -­‐  All  financial  documents,  contracts,  obligations  and  other  legal   documents  to  be  signed  on  behalf  of  the  Chapter  must  be  signed  by  officers  of  the   Executive  Committee.  The  Management  Team  has  selected  four  officers  as   signatories,  namely  Chair;  Vice-­‐Chair,  Secretary  and  Treasurer.  Banking  transactions   must  be  signed  by  any  two  of  the  four  signatories.    

A.  

7.7.2 Budget  Process   The  Treasurer  will  be  responsible  for  preparing  the  proposed  annual  budget  and   cash-­‐flow  projections,  with  input  from  Committee  Chairs.  The  Executive  Committee   will  develop  budget  estimates  for  all  operating  expenses  not  covered  by  standing  or   ad  hoc  committees.     B. Committee  Chairs  are  responsible  for  submitting  detailed  budget  estimates  for  their   Committee’s  area  of  responsibility  to  the  Treasurer.  Where  possible,  spending  

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projections should  be  broken  down  by  quarter.     C. Budgets  estimates  that  include  goods  or  services  costing  in  excess  of  $2000  should   be  supported  by  written  estimates  or  quotations.     D. The  Treasurer  will  present  a  recommended  annual  budget  to  the  Executive   Committee  for  approval.     7.7.3  Contracts  for  Goods  &  Services     A.  Expenditures  that  require  a  signed  contract  must  be  taken  to  the  Executive  Committee   for  prior  approval.      B.  Only  the  members  of  the  Executive  Committee  are  authorized  to  sign  contracts  on  behalf   of  the  Chapter.   7.7.4  Cost  Management  and  Tracking       1.  Committee  Chairs  are  responsible  for  managing  the  funds  allocated  to  their  committee   through  the  Executive  Committee-­‐approved  budget.     2.  Chairs  can  approve  expenditures  that  are  within  the  budget  allocation.  Any  increase  in   the  amount  of  a  line  item  by  more  than  5%  must  be  submitted  to  the  Treasurer  for  review   and  recommendation  to  the  Executive  Committee.     3.  To  enable  cash-­‐flow  management,  Committee  Chairs  must:     notify  the  Treasurer  of  financial  commitments  or  expenditures  in  advance     on  a  quarterly  basis,  provide  revised  spending  projections,  broken  down  by    month   or  quarter     • work  with  the  Treasurer  to  determine  whether  expenses  are  paid  directly  by   Management  Team  or  by  a  Board  member  for  future  reimbursement.       4. The  Treasurer  will  be  responsible  for  tracking  the  financial  commitments  made  by   the  various  Committees  and  ensuring  sufficient  funds  are  available  to  cover  these   commitments.  The  Treasurer  will  bring  concerns  regarding  cash  flow  to  the   attention  of  all  the  Committee  Chairs  as  needed  and  to  the  Executive  Committee   when  budget  adjustments  may  be  required.     • •

1 Canadian Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    6  

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7.7.5 Payments  for  Goods  &  Services     1.  Invoices  for  expenses  to  be  paid  directly  by  the  Chapter  must  be  reviewed  and   approved  by  the  Executive  Committee,  then  submitted  to  the  Treasurer  for   payment.     2.Invoices  must  include  a  breakdown  of  the  good,  services  and  sales  taxes  included.     7.7.6  Reimbursement  of  Expenses     1. Expenses  paid  by  Committee  members  can  be  submitted  to  the  Treasurer  for   reimbursement  on  a  monthly  basis.  The  Executive  Committee  is  responsible  for   reviewing  and  approving  the  expense  claims.  Expenses  that  fall  outside  of  the   mandate  of  a  specific  committee  must  be  approved  by  the  Executive  Committee.   Expense  claims  will  be  paid  within  30  days  of  receipt  unless  otherwise  agreed  by   the  Executive  Committee  Member.   2. All  expense  claims  must  include  documentation  such  as  an  invoice  or  sales   receipt  and  must  include  the  amount  of  sales  tax  (GST,  HST,  PST)  paid.  Credit   card  receipts  that  do  not  indicate  the  tax  amount  will  not  be  accepted. 7.7.7  Reporting     1.  The  Treasurer  will  provide  regular  financial  reports  to  the  Executive  Committee.   As  required,  these  reports  may  include  actual  expenditures  vs.  budget,  cash-­‐flow   analysis,  overall  financial  position  or  an  account  of  all  transactions  involving  the   organization.         2.The  Treasurer  will  ensure  proper  statements  of  accounts  are  produced,    audited   and  available  for  review  by  members  at  the  Annual  General  meeting  and  filed  with  relevant   government  agencies.      

Canadian Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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8 Communications  Plan   This  section  outlines  the  communications  strategy  proposed  by  the  Management  Team  to   meet  its  mandate  identified  in  Section  1  above.  Specifically,  the  communications  tools   proposed  will: • • • •

Provide local  members  with  information  on  the  formation  of  a  local  chapter  Seek  input  from  members  on  the  work  plan Facilitate  local  events  and  networking   Promote  learning  opportunities  outside  of  the  Association

8.1 Audience   Communication  updates  and  invitations  to  participate  in  Chapter  formation  activities  will   be  sent  to  all  members  within  the  geographic  catchment  area.  Communications  will  also  be   sent  to  non-­‐  members  who  have  expressed  an  interest  in  the  organization  and/or  a  local   chapter. The  Management  Team  will  maintain  a  list  of  active  Association  members,  and  a  list  of  non-­‐   members,  for  the  express  use  of  contacting  individuals  for  Chapter  purposes. A  Chapter  specific  email  address  will  be  setup  to  allow  for  a  one-­‐window  approach  to   communication  and  facilitate  a  smooth  transition  of  communications  to  the  Chapter  Board 8.2  Communication  Tools     Communication   What  do  we  want   Tool   to  Achieve?   Email  Newsletter   Provide  timely   information   updates  regarding   Chapter  formation   progress,  and   opportunities  for   feedback  

Content

Frequency

August –   invitations  to  kick-­‐ off  event   December  –   information  on,   and  invitation  to,   the  November   event   January  –  Call  for   nominations  for   Chapter   February  –   Advertise    March   election  

As per  schedule  

1 Canadian Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    8  

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Chapter Website  

Provide information   updates,   background  on   Chapter  formation   and  documents   available  for   review  

March –  Election   and  announce   results   Geographic  Region   Updated  as     information   Chapter  Contact   becomes  available     Chapter  Formation   News  and  Events     Work  Plan  

9 Proposed  Funding  Budget  

The  Chapters  have  prepared  a  funding  proposal  with  estimated  costs  in  order  to  establish   themselves  as  new  Chapters  in  Ontario  and  Alberta.  It  has  been  prepared  with  the   understanding  that  funds  will  be  sourced  through  sponsors  and  grants.    Revenue  targets   will  be:   • • • •

Founding partners Sponsors Members Webinars

$25,000 (target 4 – 6) $7,500 (target of 10 sponsors) $400 (target of 200 members) $250 per person (target of 10 webinars in the first year)

As founder  of  the  organization,  amplifi  PR  Canada  Inc.  will  provide  management  services,   public  relations,  and  membership  recruitment  for  the  Association.    An  Advisory  Board  will   support  the  Management  Team,  and  a  volunteer  Implementation  Task  Force  will  be  formed   from  the  membership  to  plan  and  implement  Association  strategies  and  activities.         The  Implementation  Task  Force  will  represent  the  interests  of  all  members  and  develop   programs  to  meet  their  specific  needs.   • An  annual  management  fee  of  ($      )  will  be  incurred  which  will  cover  staffing  and   administrative  costs,  event/meeting  room  rental  and  catering  costs.      

Based on  the  foregoing,  the  chart  below  outlines  how  the  funds  would  be  spent.  It  should   be  noted  that  the  Chapters  plan  to  collaborate  regarding  teleconferencing  and  webinar   services.  If  the  Chapters  are  able  to  reduce  costs  through  a  mutually  beneficial   Canadian  Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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arrangement, services  will  be  maintained  over  a  longer  period  of  time,  therefore  adding  to   the  sustainability  of  the  Chapters.    

Activity

Timing

Total cost Estimate

Potential Sponsorship

Chapter development Teleconferencing for Meetings/webinars

Present April 2013

$950

$950

$0

Election

March 2013

$50

$50

$0

Advisory Board Event Teleconferencing

June 2012

$50

$0

$50

Meet & Greet

June 2012

$300

$0

$300

Executive Committee Event (Executive Committee only) Post-election planning April/May $400 $400 session TOTAL $1750 $1400

Net cost

$0 $350

CONTACT INFORMATION FOR MANAGEMENT COMMITTEE: Lois Shaw lois@amplifi.ca

2 Canadian Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    0  

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Canadian Association  for  Corporate  Citizenship/Corporate  Social  Responsibility    

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Corporate Citizenship Proposal  

Corporate Citizenship Proposal

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