Policies, procedures, and practices processes in place to support and promote fair remuneration, equitable employment, safe and respectful workplaces/activities places

(including human resource and management practices related to our projects/activities/events). Our annual and other projects/programs, activities and events involve working with individuals or materials from communities outside our own, particularly those that have been historically underserved, and we have in place the steps taken to collaborate with these communities, respecting protocols, integrating an equitable and ethical approach in our work. All our projects/programs engage with and provide sustainable benefits to diverse and/or historically underserved communities and their artistic practices.

POLICIES, PROCEDURES AND GUIDLINES

Policies are set for a given purpose, mainly to maintain peace and order in a given organization. The society we live in faces numerous issues in terms of bullying, harassment, and security proposal. These issues have been a major problem that just keeps getting worse over the years. In the workplace, such issues are not taken lightly.

Vision, Mission Statements and Mandate

VISION

An achievable solution to social-economic development, an environmentally sustainable and socially just world, network and engage in global cooperation for an equitable empowered society to vulnerability, and sustainable livelihood among gender category, creating livable cities with increased opportunities.

MISSION STATEMENTS

Formal education to increase knowledge and skills development for under-served communities, addressing, barriers to employment, enhance youth employability, break barriers and explore full potential and achieve their goals. Build on UN-MDG’s era 2015 and beyond, focusing on “17 SDGs” global challenges, i.e. Poverty reduction index level, hunger; universal primary education; equity; gender equality, Fundamental Human Rights, women empowerment; maternal/child health; environmental degradation, Agriculture, combat HIV/AIDS/malaria, mental health, and other diseases; support FGM survivors, promote arts, culture, languages etc.

MANDATE

Registered not for profit, volunteer board with two CEO’s-one from the Indigenous Representation to help understand critical past and present Canadian History towards ‘Reconciliation’. With a Mission statement defining and capturing a reason for our existence, true purpose of who we are and what we are about. Community of learners; community Education; and learning community, provides Refugees/Immigrants/Newcomers of social services, support, referrals needs to appropriate agencies. Maintain networking, source resources, and volunteers, offer community support to families, individuals, and communities. Environment care/protection, offering community services, cultural and arts. Strengthen, collaborations with partners and our Chapters globally. We promote UN MDGs, and Decade for the People of African Descent, increase in Arts; Culture, Youth activities to overcome common barriers like accessing support, and services, education and employment. Advocacy for human rights, Social justice, Anti-Racism, and discrimination building a united and a just society of inclusion with people of all origins/backgrounds, by building bridges and bridging the gaps between the young people and the seniors globally, protect our identity, history and cultures, our annual Multicultural, diversity events, black history, other national and international celebrations. We source resources, we network, and provide formal education: environmental degradation, outreach, seniors, handcrafts, sewing and hair braiding, etc. We carry out, survey, research, dialogue, workshops, summits and conferences. Our organizations own customer service procedures Policy Excellence in serving all clients including persons with disabilities.

Ensuring that its working, living and learning environments are maintained free from discrimination. Providing accessible service for its employees, clients and the community.

Purpose — To establish programs and procedures for developing, implementing and enforcing accessibility standards. in order to achieve accessibility for persons with disabilities with respect to the goods and services provided by Great Lakes Networking Society.

CORE VALUES

Core Values/Guiding Principles – Are a set of moral values that establishes a framework for expected behavior and decision-making, addressing Racial Inequalities/Discrimination and the challenges to the cohesiveness of smooth integration into Canadian society, the year 2017, the Board drafted and adopted the core values and or guiding principles of Great Lakes Networking Society of BC as follows: We believe in Justice, equity and compassion in human relations, that each person is treated as an Individual, having the right to take part/participate/be heard, have a sense of belonging and a sense of a community; We acknowledge the Inherent Worth, Value and Dignity of every Person in communities we carry out our work; We have a clear Vision, Mission and Goals, where it fits into the society and how we plan to serve our community members, with strong Set-Goals, crucial step in realizing our Society’s vision, regularly set, daily, weekly, monthly, quarterly and annually and a 5-years strategic plan of where we see the organization and its Chapters going long-term. Set five years strategic plan from 2020 – 2025;

We are Inclusive, Dependable; Reliable; Committed; Open-mindedness; and Efficiency holding on Partnerships and collaborations – We know that relationship building will take time and lots of nurturing is needed because, in the past, both the people of Africa Descent and the Indigenous Peoples’ knowledge and cultures have been expropriated, there have been experiences of distrust and theft of these knowledge, we fight injustices, build a foundation of fairness and respect for all including , Indigenous Peoples, People of African Descent, Racialized groups and religious minority; We believe that people with disabilities should be included, supported, encouraged and be allowed to participate in the decisions making that affect their lives; We advocate for a goal of world community with peace, liberty, and justice for all, advocating for peace building and conflict resolution towards reconciliation.

Quality Assurance – Quality assurance is extremely important to GLS and we would like to ensure that the experience is positive for all attendees, facilitators, presenters, volunteers, participants and audiences. By focusing on the details and reviewing the plans for the event, we will be able to make sure that the event goes off without a hitch. Quality Assurance in Event, Conference Planning, other educational and youth recreational etc., – Quality assurance will be the attention to detail meetings and the expectations of our organizers, vendors, and attendees of events, dialogue and conferences. During the course of planning the events, plans and promises will be made to ensure the gathering is a success. Contracted event planners will carry out what GLS and its customers required and value, but not the interest of the event organizer. All the event activities/names, themes etc., to remain the sole properties of GLNS.

The event will include meals, lodging, meeting rooms, etc.. We will create contracts and schedule our event/venues on all of the appropriate internal calendars.

Why is Quality Assurance Important? Events and conferences take a tremendous amount of work and ensuring the event is successful dedicated efforts are required. For us we consider Quality assurance at every event. If promises are made and not kept, the audience will not only want to pay for the services/attend the event, but the reputation of the event facility will be hurt. However, if all of the elements of a function run smoothly, the organizer will be pleased, the board will be pleased, and community will be pleased, and the positive word-of-mouth marketing will be shared with others. The event planner will be supported to have a personal reputation as an event planner or as being an organizer, thorough, and exceeding the needs of our clients. The reputation will be earned by consistently providing excellent service, meeting all of our commitments, and creating high-quality events.

Conflict Resolution Policy – How does Great Lakes Society use personal information? We use personal information when we do event registration, for presenters, artist, event organizers parents and children who are in evolved in our events. We will not use personal information for other reasons without asking for the person’s okay unless required by law, and or if there is a large concern on the person’s health and safety

How will my personal information be protected? We do protect personal information through: Password codes to computers, confidentiality statements signed by all our staff/volunteers and Putting files away as soon as they are used. GLNS will respect the laws of Canada, the Province of British Columbia and the policies, procedures and guidelines by keeping personal information safe and protected. Please do not hesitate to contact us if you have any question or concern

Conflict of Interest Policy – Strategies to Resolve Conflict at Work/Community and how to embrace conflict. When conflict arises, we don’t avoid it or pretend nothing has happened, however! Talk together we try to set up a time and place so we can talk for an extended span without outside interruptions; we listen carefully, find agreement; Provide guidance; teach to be quick to forgive. Conflict is a part of our work environment. When we have a group of people working under stress with different personalities, there’s bound to be a few problems.

When conflict exists, it is not the issue but having an effective conflict resolution strategy to resolve that conflict when it begins to impact the community, is crucial for any member of Great Lakes Networking Society of BC. While conflict can be a creative fuel that helps teams compete and work more productively, it can also easily blow up and bring everything to a dead stop. But how do you defuse a situation that is lit by anger and other emotions that are not responsive to rational engagement? It’s not easy, but there are few ways conflict resolution strategies help us manage volatile community members.

1.6 Events/Programs Contract policy – Under the Consumer Protection Act (CPA), most agreements for our product or service that costs more than $50 must be in writing for transactions. Our purchases of any product or service at home from a door-to-door salesperson (e.g. from a fitness club or buying club, event organizers to performers, presenters, even artists, providers, exhibitors, volunteers, those participating in our VanRun/Great Lakes Race/WalkRun, magazine, music, etc. When we hire a business or individual, like a general contractor or mover or snow removal services, the contract must contain all the details of the purchase and any credit terms we agree to. We will always remember to read and understand the terms and conditions before signing. All the Contracts that are covered under this Protection must contain a few common details to make sure our rights are protected and will clearly show the terms of our agreement with the business.

Estimates in the contract – If a written estimate is included in the contract, the final price cannot be more than 10% above the estimate, unless we agree to a new price and sign a change to the contract. We will ensure that any written estimate we receive is part of the contract, so that this 10% rule could apply. If we are charged more than 10% above a written estimate without agreeing to it, we will demand that the final price be adjusted. If a business refuses to adjust the price, we will file a complaint with the Ministry of Government and Consumer Services.

Our right to seek help – In some businesses we will add clauses to a contract that say that we must use a private arbitration process to resolve complaints instead of going to court or seeking assistance from the Ministry of Government and Consumer Services. However, we will not be bound by these clauses, even if we accept the agreement. All proposed changes that are made to the contract, to bear the dates on which the change, renewal or extension would become effective how the consumer must respond to the notice is through the following (mail, email, fax, etc.)

what would happen if the consumer failed to respond to the notice? If a business doesn’t follow these rules, any changes to our contract are invalid, we will not have to pay for any charges or fees that are a result of invalid changes to our contract we will as well write to the business asking for a correction or refund. If a business refused to correct the mistake, we will file a complaint with the Ministry of Government and Consumer Services. Cancelling a contract – When we cancel a contract, any other arrangements we made with the purchase, like a financing agreement, are also cancelled.

Under the Consumer Protection Act, we will have the right to cancel a contract and have our money returned if one of the following applies to you: The contract has a cooling-off period, we will have a cooling-off period when we sign a contract. Other contracts may also have cooling-off periods. In those cases, we will cancel the contract for any reason within 10 days of receiving a written copy of the agreement. Water heater contracts have a 20-day cooling-off period that begins on the date that we sign the contract.

We will start by sending our cancellation letter by email or by registered mail so that the contractor has a record of when we sent it. Be sure to keep a copy of our letter.

Unfair business practices – If the business has represented their goods or services in a false, misleading or deceptive way, we will withdraw from the contract by writing to the business within 1 year and get a full refund.

All terms of the agreement. – 1.7 Membership Policy – MEMBERSHIP POLICY

Great Lakes Networking Society memberships are complimentary when registering for a program, however, if a community member wants voting privileges on the board, they must purchase an annual membership wit us.

MEMBERSHIP FEES

Adult (19-59 years) $100.00

Senior (60+) $40

Teen & Children free membership

Family (1-2 adults plus their children under 19) $60

*Non-members are welcome to participate in our programs including drop-ins and to use our educational services and Games as guests, provided the Guest Fee of $20 is paid each visit

1.8 Complaint Policy & Complaint Form –

Main Difference – Complain vs. Complaint. Complain and complaint are two words that are used to express dissatisfaction or annoyance about something. The main difference between complain and complaint is that complain is a verb whereas complaint is a noun

Our Great Lakes complaint log *

Our Participants complaint log is a simple record valuable, and in making sure complaints are handled in a timely manner and do not slip through the cracks, our Log provides a learning tool to discover trends and for teaching our staff, and the person responsible for complaint the resolution. The purpose of our Complaints Policy and process is to ensure that all complaints are dealt with promptly, consistently and are handled with courtesy and fairness. As a result of a complaint, we will aim to rectify the issue and provide our service, with a simple spreadsheet noting the following which will be useful to us: The date the complaint was made; Brief description of the complaint; response details for the complainant; actions taken to resolve the complaint; who dealt with the complaint; and the complainant was advised of the outcome. Steps towards effective complaints handling: Making contact; handling customer communications effectively at the first point of contact, which is our central key to our successfully resolving client’s issues; data validation and management; high quality customer data which is essential to our effective complaint handling; case management, root cause analysis; and how we handle our community members/clients and partners. When a customer presents us with a complaint, to keep in mind that the issue they have is not personal; or not attacking us directly but rather the situation at hand. To listen well, acknowledge the problem, get the facts and offer a solution.

What a complaint means and why we created the policy

In legal terminology, a complaint is any formal legal document that sets out the facts and legal reasons (see: cause of action) that the filing party or parties (the plaintiff(s)) believes are sufficient to support a claim against the party or parties against whom the claim is brought (the defendant(s)) that entitles.

XXXXX 1.9 Complaint Form – Check our form

1.10 Research Cultural Policy –

Our best definition of culture

Culture is the characteristics and knowledge of a particular group of people, encompassing language, religion, cuisine, social habits, music, history, arts etc. The word “culture” derives from a French term, which in turn derives from the Latin “colere,” which means to tend to the earth and grow, or cultivation and nurture. Characteristics of culture are learned behaviour; is abstract; is a pattern of learned behaviour; products of behaviour; culture includes attitudes, values and knowledge, include material objects; culture is shared by the members of society and culture is super-organic. The Socio-cultural issues are cultural aspects that include, concepts of beauty, education, language, law, politics, religion, social organizations, technology, material culture, values and attitudes. Social factors include reference groups, family, role and status in society, time and available resources.

Cultural policy research exists in many contexts, asks many kinds of questions and adopts a wide repertoire of research methodologies from a raft of academic discourses. At GLS we investigate research questions and approaches being undertaken by our organization, trace the emergence of an academic discipline in the field, and seek to advance this by reviewing a tripartite research agenda, investigating history and historiography of cultural policy; the principles and strategies of cultural policy; and, the relationships between cultural policy and cultural theory. We understand ‘culture’ as being made of two separate components; the first denotes a whole way of life, the second refers to the arts and learning. The former component represents the known meanings and directions which its members recognise and respond to, the latter represents new observations and meanings which are put forward and tested, that reflect in every human society rendering culture ordinary. This interpretation challenges the widely held notion that culture means the high arts, theatre, literature, and painting that is exclusive and accessible to it’s restricted, predominantly through education, and diametrically opposed to business, urban growth and individualism. Consuming and engaging with culture arises through the very prosaic prerequisite of living; it is the ‘product of a man’s whole committed personal and social experience, to us CULTURAL POLICY RESEARCH is interdisciplinary, that draws on the social sciences and humanities for both quantitative and qualitative, our research methodologies will articulate social and economic role, its models of application and territorial difference.

Cultural research

Our cultural studies are innovative interdisciplinary field of research and teaching that investigates the ways in which “culture” creates and transforms individual experiences, everyday life, social relations and power. The cultural approach to our organizational communication takes a humanistic look at ourselves by considering artifacts, values, and assumptions that occur because of the interactions of organizational members. Artifacts are the norms, standards, and customs we see in our organizational communication. The importance of the cultural studies is to help us understand ourselves and those around us by exploring a wide range of institutions, media, concepts and formations such as television, multiculturalism, and cultural heritage, to us Cultural studies deal with culture as a part of everyday life.

Our purpose of cross-cultural research and the goal of cross-cultural psychologists are both universal behaviors and unique behaviors to identify the ways in which culture impacts our behavior, family life, education, social experiences, and other areas, with the key concepts of culture as symbolic communication. Some of its symbols include a group’s skills, knowledge, attitudes, values, and motives. The meanings of the symbols are that, they are learned and deliberately perpetrated in a society.

1.11 Research Inter-generational Trauma Policy –

Generational trauma transmission

Traumatic events can be passed onto the next generation, the transmission of trauma may be particular to a given family suffering a loss, such as the death of an infant, or it can be a shared response to societal trauma. Transgenerational trauma is a theory which states that trauma can be transferred from the first generation of trauma survivors to the second and further generations of offspring of the survivors via complex post-traumatic stress disorder mechanisms. This field of research is young, and its findings are controversial. Historical Trauma (HT), or Historical Trauma Response (HTR), can manifest itself in a variety of psychological ways. However, it is most commonly seen through high rates of substance abuse, alcoholism, depression, anxiety, suicide, domestic violence, and abuse within afflicted communities.

“Each generation of scientists stands upon the shoulders of those who have gone before,” a Nobel Prize–winning physicist once said, referring to how knowledge and skills are built and improved upon, generation by generation. This is true of any profession, and it’s even truer in our personal lives. From our families of origin, we learn foundational life skills and ways of coping, inherit genes and knowledge, and much more. In this way, we figuratively stand on their shoulders as we keep building upwards. But what happens when the “shoulders” of one generation have been damaged by devastating experiences? How much does this damage matter to the success of future generations? And are there ways to mitigate the damage?

We believe and define historical trauma as “a cumulative emotional and psychological wounding over the lifespan and across generations, emanating from massive group trauma, dictates one’s destiny. At the other end of the spectrum, there are those who dismiss historical trauma as “in the past” and consider personal responsibility paramount.

As for the “First Nations Health Authority that takes a more balanced approach, acknowledging the damaging impacts of trauma on health while having great faith in the healing powers of resilience and cultural, spiritual and traditional knowledge and medicine. Wholeheartedly believing that their vision for “healthy, self-determining and vibrant BC First Nations children, families and communities” can become a reality in spite of experiences of trauma. At the same time, we focus also on the Transatlantic Slave trade and the impact on the “People of African Descent’s” past, and present

Intergenerational trauma: Healing as a critical intervention, moving beyond resiliency

Outcomes

The impact on First Nation peoples, People of African descent, Racialized and Religious minority past and present

Recognize impact of Intergenerational Trauma and traumatic childhood experiences on child development

The relationship between attachment, resiliency, Intergenerational Trauma and PTSD

Practice strategies to build emotional awareness, self-regulation and resiliency in children, youth, adults and service staff

Training service providers on cultural appropriation that include, schools, health cares services, community members, sports teams using Native or tribal names or images as mascots; wearing jewelry or hair, fashion with religious symbols such as the war bonnet, medicine wheel, or cross without any belief in those religions; and copying iconography from another culture’s history such as Polynesian tribal tattoos etc. Trauma-Informed Supports, building Capacity for direct, support professionals

Developing cultural activities, and therapeutic intervention approach etc

1.12 Volunteer Policy –

Policies our volunteer program must have. In our volunteer program, it is likely that we will have a number of policies and procedures that ensure things run smoothly. We will create policies and ensure they are up to date to be successful

Role creation and/or Position description Policy. This policy will be in place to help, our organization, create meaningful volunteer roles, which will ensure that any perceived need for a volunteer undergoes a consistent process, such as a role planning procedure or risk assessment, before a role is created. In addition, having consistent guidelines for position descriptions will make it easy for potential volunteers to know what their role entails and if they’d be a good fit

Screening Policy – is our key to the successful selection and placement of volunteers. Our policy will include the whole process, from the initial application to the volunteer’s first shift, and should be consistent for everyone in our organization. We will consider how volunteers apply to roles, what they’ll need to send with their application (like a resume or cover letter), how the interview process will look, and how references are contacted if necessary. We will use the screening policy to determine what roles would require a Police Reference Check

Feedback and Evaluation Policy. This will be used to give volunteers feedback on the fly but an evaluation framework in our policy manual will make it easy to plan for both informal and formal feedback for our volunteers. We may consider developing a probation period; offer monthly or yearly evaluations; to have systems in place for volunteers to give US their feedback. Our evaluation policy will cover all of these considerations and will be useful for establishing what kind of support we may offer to our volunteers

Dismissal Policy – A dismissal policy that allows us to set the parameters for what behaviour and/or performance leads to volunteer dismissal. This will include specific circumstances that could lead to a dismissal without warning, as well as levels of consequences, warnings and discipline that could lead up to dismissal, our dismissal policy is in place, and will help when there is need for volunteer dismissal, during the orientation with volunteers, we will ensure, they are told and they know what steps to follow and the process is consistent for every volunteer

Privacy and Personal Information Policy – To adopt the Federal Personal Information Protection and Electronic Documents Act that governs collection and use of personal information. Since volunteers will be providing their personal information (such as contact, medical and emergency info), we will need to collect consent and let them know why this information is being collected and how it’ll be used and stored

Accessibility Policies. Disabilities Act – We will require every staff member and volunteer to receive training on the Customer Service Standard, working with clients with disabilities. Our policies will cover this training as well as our organization’s own customer service procedures, that will include a policy on accessible hiring and volunteer selection.

policy on accessible hiring and volunteer selection

We acknowledge that we will do our best to accommodate the needs of volunteers with disabilities, when possible, and that our screening process will be accessible and inclusive. We will make sure our employment practices are accessible and meet the needs of employees and job applicants with disabilities, with workplace information in

an accessible format if an employee asks for it. This includes: any information employees need to perform their jobs (e.g. job descriptions and manuals) general information that is available to all employees at our events (e.g. organizational newsletters, bulletins about our policies and health and safety information)

Workplace Violence and Harassment Policy. Our organization will have guidelines around workplace violence and harassment prevention. These guidelines and protections will be extended to volunteers, (even though, not legally required) and may necessitate different processes for dealing with complaints. This policy will as well inform the assessment of risk related to potential violence and harassment, along with joint health and safety committees (that has not been developed yet) that could (but often shouldn’t) include volunteers.

Building our policies and the procedures was a daunting task, we learned to always remember to use our volunteers as a resource to support the development of policies; some might be able to write them with us! In the future with programs funding, we will consider our organization’s system for policy development, and revision with the involvements of the board. We will create different committees to be involved as per the growth of our activities. We do not have the volunteer of the staff who handles this sort of thing. We put the system in place to make these policies a reality, and make sure every volunteer knows about them once they’re a part of our program

1.13 Disability Confidence Policy

Take action to meet five commitments regarding the employment, Retention; Training and Career development of disabled employees.

To interview all disabled applicants who meet the minimum criteria for a job vacancy and consider them on their abilities

Ensure there is a mechanism in place to discuss, at any time, but at least once a year, with disabled employees what can be done to ensure they can develop and use their abilities

Make every effort when employees become disabled that they stay in employment

Take action to ensure that all employees develop the appropriate level of disability awareness needed to make these commitments work

Each year to review the five commitments and what has been achieved, plan ways to improve on them and let employees and funders know about progress and future plans.

Substance use and addiction policy

To try and create changes represented with new opportunities, more policies and practices that are more evidence-informed, to address health and social problems related to substance misuse and addiction

VISION FOR THE FUTURE – A PUBLIC HEALTH APPROACH

One simple way of describing addiction is the presence of the 4 Cs: Craving; loss of Control of amount or frequency of use; Compulsion to use; and use despite Consequences.

Signs and Symptoms: The harms of substance use range from mild (e.g., feeling hungover, being late for work) to severe (e.g., homelessness, disease). While each time a person uses a substance may seem to have little impact, the harmful consequences build up over time. A person who keeps using substances despite the harmful consequences may develop a substance use problem. The harms of substance use can affect every aspect of a person’s life, they include injuries while under the influence; feelings of anxiety, irritability or depression; trouble thinking clearly; blackouts; problems with relationships; spending money on substances rather than on food, rent or other essentials. Legal problems related to substance use, Loss of hope, and feelings of emptiness. Some people may be aware that their substance use causes problems but continue to use, even when they want to stop, they may use more than they intended or in situations where they didn’t want to use.

Substance misuse and substance use disorders directly affect millions of people every year, causing motor vehicle crashes, crimes, injuries, reduced quality of life, impaired health, and far too many deaths. The problems caused by substance misuse are not limited to substance use disorders, but include many other possible health and safety problems that can result from substance misuse even in the absence of a disorder; Substance use has complex biological and social determinants, and substance use disorders are medical conditions involving disruption of key brain circuits. Prevention programs and policies, based on sound evidence-based principles will be developed to help reduce substance misuse and related harms significantly, with a chronic-illness-management approach that will help facilitate the recovery from substance use disorders, prevent relapse, and improve other outcomes, such as reducing criminal behavior and the spread of infectious diseases from the clients we support.

Criminal justice systems to help support our programs, creating new opportunities to increase access to prevention, support, treatment and services

Chronic-illness-management approach to help treat the most severe substance use disorders;

Access to recovery support services to help former substance users achieve and sustain long-term wellness

Those attending our programs, will have time to change how the society has addressed alcohol, drug misuse and substance use disorders, the participants to be supported with some incentives to move from using, back to working class citizens

Health care reform and parity laws to help provide opportunities and incentives to address substance misuse and related disorders more effectively with diverse community activities and health care settings

Goal –

Embedding prevention, treatment, and recovery services into the larger health care system increasing access to care, improved quality of services, produce improved outcomes for some Canadian citizens.

1.14 Social Media Policy and Social Media Guidelines for Employees & Volunteers

Defined team’s roles; establish security protocols, make a plan of action for a security and or PR crisis; Outline how to stay compliant with the law, and our guidance on how employees behave on their personal social media accounts. Social media policy is a crucial tool for GLS as we mostly use social media. Customizable social media policy template to help you easily create guidelines for your employees’ personal and professional social media use.

Our social media policy- is a living document that provides guidelines for our organization’s social media use. It covers our brand’s official channels, as well as how employees use social media, both personally and professionally. We require a straightforward, up-to-date document that is easy to understand and act on whether the person reading it is a new hire or a social media manager in the middle of a PR crisis. An official policy will help us:

Maintain our brand identity consistently across channels; treat legal and regulatory sensitivities with awareness; prevent a security breach and a full-blown PR crisis; act quickly if a crisis or breach does happen; be upfront with our employees regarding their own social media responsibilities; encourage our employees to own and amplify our brand’s message, including in a social media policy that defines our team’s roles

Who owns which social accounts?

Who covers which responsibilities on a daily, weekly or as-needed basis?

It might be helpful to include names and email addresses so that employees from other teams know who to contact.

Responsibilities to assign including

Daily posting and engagement

Daily customer service

Strategy and planning

Advertising

Security and passwords

Monitoring and listening

Approvals (legal, financial, or otherwise)

Crisis response (see #3)

Social media training for other employees

CEO will be authorized to speak for our brand on social media, in her absence the president will take charge.

XXXX 1.15 Media Relations Policy

1.16 Board Manual Policy

The Great Lakes Networking Society of BC is a Non-profit organization with different programs such as: Monitoring and capacity building program that promotes the use of an up-to-date board of directors’ policy manual as a best practice for all its programs. A manual supports member of our board of directors to understand their roles and responsibilities, including fiduciary and governance responsibilities to the organization. A policy manual will typically include, but is not limited to, the following types of information:

•A list of bylaws that define term limits, quorum, committee structures, and voting/decision- making process

•Policy on board members assisting with the raising of funds and annual giving

•Board members’ responsibilities in financial oversight, including reviewing financial statements and approving the annual budget

•How board leadership positions are filled and how the board conducts active recruitment to fill vacancies

•Conflict of Interest policy

1.17 CHAIR OF THE BOARD

The Chair of the Board (President) shall preside at meetings of the Board and shall exercise and perform such other powers and duties as the Governing Board may assign from time to time. If the Chair of the Board is unable to attend any Board meeting, a Vice Chair of the Board (Vice-President) shall be designated as the Acting Chair. If the Chair of the Board and the Vice Chair of the Board are unable to attend any Board meeting, the Chair of the Finance Committee shall be designated as the Acting Chair. In the event the Chair of the Board, the Vice Chair of the Board, and the Chair of the Finance Committee are unable to attend any Board Meeting, the quorum of the Governing Board shall designate an Acting Chair to preside over the meeting. The Chair of the Board shall be elected from among the Directors.

1.18 SECTION VICE CHAIR OF THE BOARD

The Vice Chair of the Board (Vice-President) shall, in the absence of the Chair, carry out the duties of the Chair and shall have such other powers and duties as may be prescribed by the Board or these Bylaws. The Vice Chair of the Board shall be elected from among the Directors.

1.19 CHIEF EXECUTIVE OFFICER

The Chief Executive Officer is the founder, who was elected by the board as a none-voting member and life-member or the Great Lakes Networking Society of BC. The Co- CEO represents the first Nations Peoples. The CEO shall, subject to control of the Board, generally supervise, direct and control the business and other officers of this society. The Chief Executive Officer and President shall have the general powers and duties of management usually vested in the office of president of the society and shall have such other powers and duties as may be prescribed by the Board or these Bylaws. The hiring and employment of the Co- Chief Executive Officer may be by contract, which contract shall not be effective without approval by the Governing Board. No contract for employment of a Chief Executive Officer as she is the life member of the society, and no contract shall impair the ability of the Board to remove the CO-Chief Executive Officer in accordance with applicable law and these Bylaws. The Chief Executive Officer shall be responsible for and report to the Board on the condition of this Society and its programs at the regularly scheduled meetings of the Board or more frequently as requested by the Board.

1.20 Finances Policy –

There must be absolute fairness in monetary transactions and all kinds of trading. Never ever cheat our clients. Financial policies clarify the roles, authority, and responsibilities for essential financial management activities and decisions. In the absence of an adopted policy, staff and board members are likely to operate under a set of assumptions that may or may not be accurate or productive. The purpose of a financial policy – The primary purpose of financial management policies is to provide guidelines for the Board of directors to use in making financial decisions that ensure core services are maintained and the organization’s vision for the community is achieved. What is included in a financial policy- Steps we considered when making effective financial policies included (1) scope, (2) development, (3) design, (4) presentation, and (5) review. Scope. There are some basic financial policy categories (but not limited to). With the Financial Director who also is elected and sits of the board, Finances to be part of our annual general meeting.

1.21 CHIEF FINANCIAL DIRECTOR

If required by the Governing Board, the Chief Financial Director gives a bond for the

faithful discharge of his/her duties in such sum and with such surety or sureties as the

Governing Board shall determine. The Chief Financial Officer shall have charge and custody of and be responsible for all funds and securities of this Corporation, receive and give receipts for monies due and payable to this Corporation from any source whatsoever, and deposit all such monies in the name of this organization in such banks, or other depositories as shall be approved by the Governing Board; and in general perform all the duties incident to the office of Chief Financial Director and such other duties as from time to time may be assigned by the Chief Executive Officer or by the Governing Board. The Chief Financial director shall keep and maintain, or cause to be kept and maintained, adequate and correct books and accounts, properties and transactions. The Chief Financial director shall provide information to the Board on the financial condition at each regularly scheduled meeting of the Board, or more frequently as the Board may request. For all other purposes, including administration, supervision, review and retention, he shall report to the Chief Executive Officer; provided that, the Chief Executive Officer shall consult with the Board immediately in connection with events concerning the employment status of the Chief Financial director.

1.22 SECRETARY GENERAL

Subject to oversight by the Chief Executive Officer, the Secretary General shall supervise the keeping of a full and complete record of the proceedings of the Board of Directors and its committees, shall supervise the giving of such notices as may be proper or necessary, shall supervise the keeping of the minute books of this corporation, and shall have such other powers and duties as may be prescribed by the Board or these Bylaws. The Secretary General shall also keep a register of the post office address and email address of each Director which shall be furnished to the Secretary General; and such other duties as may be assigned by the Governing Board or the Chief Executive Officer. The Secretary General shall report to the Board at the annual meeting of the Board concerning the maintenance and location of records of this Corporation. The Secretary General shall keep or cause to be kept, at the principal office of this Corporation, a copy of the Articles of Incorporation and these Bylaws, as amended to date. The Secretary General shall be elected from among the Directors.

All fees, charges, time frame, the information from organizers and others to the board, should be respected, contactors, do not own the themes, Names and the events, remains the property of Greatlakes networking Society of BC,

1.23 Health and Safety policy

Occupational Health and Safety Regulation

The Occupational Health and Safety Regulation (OHSR) contains legal requirements that must be met by all workplaces under the inspectional jurisdiction of WorkSafeBC. The purpose of the OHSR is to promote occupational health and safety and to protect workers and other persons present at workplaces from work-related risks to their health, safety, and well-being. Compliance with the requirements provides the basis on which workers and employers, in cooperation, can solve workplace health and safety problems. The requirements are not an end in themselves but are a foundation upon which to build an effective health and safety program.

1.24 Ethical Research Policy; Code of Ethics policy – and Linking policies to Code of Ethics

The Meaning and the Importance of Great Lakes Networking Society of BC Ethics. GLS was formed when individuals from different backgrounds and varied interests came together on a common platform and work towards predefined common goals and objectives. Employees are the assets of our organization and it is essential for them to maintain the decorum and ambience of the workplace.

What is GLS’s Ethics

The way GLS should respond to external environment refers to our organization ethics. Our Organization ethics includes various guidelines and principles which decide the way individuals should behave at our workplace. It also refers to the code of conduct of the individuals working at Great Lakes networking Society of BC. Every organization runs to earn profits but how it makes money is more important. No organization should depend on unfair means to earn money, one must understand that money is not the only important thing; pride and honour are more important.

Great Lakes Society’s Concepts and Principles aim is to “develop capacity” in the community ‘by making it more organised’ to handle our own needs or problems, we are a well-established method in social work, with value orientation and the practice is guided by a set of general principles. Children below fourteen years of age MUST NOT be employed to work in GLS. Childhood is the best phase of one’s life and no child should be deprived of his childhood. Employees should not indulge in destruction or manipulation of information to get results. Data Tampering is considered strictly unethical and unprofessional in the corporate world. Remember if one is honest, things will always be in his favour employees should not pass on Society’s information to any of the external parties, not to share any of our organization’s policies and guidelines with others. It is better not to discuss official matters with friends and relatives. Confidential data or information must not be leaked under any circumstances. GLS must not discriminate any employee/community member and or even the contractors, performers/presenters, facilitators and participants on the grounds of sex, physical appearance, age or family background. Female employees/performers, artist, presenters must be treated with respect. Not to ask your female employees to stay back late at work. It is unethical to discriminate employees just because they do not belong to an affluent background, not to exploit any of the employees. The employees must be paid according to their hard work and efforts. If individuals are working late at night, make sure overtimes are paid. The management will ensure employees get their arrears, bonus, incentives and other reimbursements on time.

Stealing office property is strictly unethical and at GLS we must take care of the safety of the employees, Individuals should not be exposed to hazardous conditions. It is unprofessional to make false promises and or lie to our clients. Our advertisements must give a clear picture of the product we offer. Our products should not pose a threat to environment and mankind. Employees on probation period can be terminated anytime but organizations will give them one month notice before firing the permanent ones. In the same way permanent employees need to serve one month notice before resigning from the current services and the Employees will stop coming to office all of a sudden.

Value: Dignity and Worth of the Person

Ethical Principle: We community workers respect the inherent dignity and worth of the Person. We treat each person in a caring and respectful fashion, mindful of individual differences, cultural and ethnic diversity. We promote clients’ socially responsible self-determination to seek enhance clients’ capacity and opportunity to change and to address their own needs. Community workers, our outreach volunteers are cognizant of their dual responsibility to clients and to the broader society. They seek to resolve conflicts between clients’ interests and the broader society’s interests in a socially responsible manner, consistent with the values, ethical principles, and ethical standards of the profession. Our outreach team of volunteers meet our client ‘where they’re at, meaning that you don’t just give a 1-size-fits-all approach or put your own agenda on a client. Instead, we are encouraged to constantly assess what they need and want throughout treatment and adjust our interventions accordingly. We strive to subscribe to a compassionate and collaborative approach, meaning that the client is part of their own treatment team. Thus, meeting the client where they’re at means embracing a variety of therapeutic interventions and types of therapy, along with offerings such as food experientials and other workshops culturally appropriate for this person. It’s important for us as therapists to always be learning and growing. At Great lakes Society we believe that the highest form of ethics is to treat someone in the way that our training tells us would work best for them. That may mean referring them out to a specialist just like a physician would, shelter/housing etc., or using a therapeutic model we have the skills in, even though it may not be our favorite. Sometimes the best solution is not another expert at all, but self-help books or self-help groups. We as well choose treatment modalities carefully with our clients and their health teams; we don’t just mix things up haphazardly, we create plans together.

1.25 PRINCIPLES OF GREAT LAKES NETWORKING SOCIETY OF BC. Some of those principles are discussed as follows: Principle of Objective

At GLS we will set up, certain aims for the achievement of which various departments should work. A common goal so devised for our organization as a whole will be set up to achieve that goal. We don’t want an absence of a common aim, for various activities to set up their own goals because there will be the possibility of conflicting objectives from different activities/departments.

Principle of Specialization

The GLS – sets up in such a way that every individual is assigned a duty according to his skill and qualification. The person should continue the same work so that he specializes in his work, this helps to increase production.

Principles of Co-ordination

ADVERTISEMENTS: The co-ordination of different activities is an important principle of the GLS, there will be an officer of the Board who will co-ordinate the activities of various departments.

In the absence of co-ordination there is a possibility of setting up different goals by different departments. The ultimate aim of concerns will be achieved only with proper co-ordination if done for different activities.

Principle of Authority and Responsibility

The authority will flow downward in the line. Every individual is given authority to get the work done. Though authority is delegated but responsibility lies with the man/woman/individual who is given the work. If a superior delegate his authority to his subordinate, the superior is not absolved of his responsibility, though the subordinate becomes liable to his superior. The responsibility cannot be delegated under any circumstances.

Principle of Definition

The scope of authority and responsibility will be clearly defined. Every person will know their work with definiteness. If the duties are not clearly assigned, then it will not be possible to fix responsibility as well. Everybody’s responsibility will become nobody’s responsibility. The relationship between different departments will be clearly defined to make the work efficient and smooth

Span of Control

Span of control means how many subordinates will be supervised by a supervisor. The number of subordinates will be such that the supervisor will be able to control their work effectively. Moreover, the work to be supervised will be of the same nature. If the span of control is disproportionate, it is bound to affect the efficiency of the workers because of slow communication with the supervisors

Principle of Balance

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