CSLA Policies Approved by the Board of Directors
Annual General Meeting Policy
Approved by the CSLA Board of Directors on March 15th, 1983. Revised in 2007.
Arrangements for the Annual Meeting shall be the responsibility of CSLA Executive Director. No other Congress events shall be scheduled to conflict with the Annual Meeting. The meeting room shall be capable of seating a minimum of one hundred (100) members and shall be equipped with a public address system.
The agenda for the Annual Meeting shall follow the guide below:
- Call the Meeting to Order (the President).
- Read the Notice for the Annual Meeting-Congress (the Executive Director).
- Identify the need or lack of need for a quorum to the membership (the President).
- Introduction of the Presiding Table (the President).
- The Tabling and Reading of the Minutes of the Last Annual Meeting (the Executive Director).
- The Tabling of the President's Report on the Society (the President).
- The Tabling of the Report on the Accounts of the Society (the Chair, Finance Committee).
- The Report on the Election of Officers (the Executive Secretary-Treasurer).
- Ratification for the Unanimous Adoption of the Report on the Election of Officers (the President).
- The Introduction of the new President-Elect and invitation to join the presiding table (the President).
- Presentation on the next Annual Congress (Component Association President or Congress Chairman).
- Question and Answer Period for Membership (the President).
- The Introduction of the incoming President (the President).
- The formal thanks of the Society to the outgoing President (the new President).
- The Report of the New President.
- Adjournment (the new President).
Archiving Policy and Guidelines
(Approved by the CSLA Board of Directors on July 11th, 2013.)
Over the course of its 80 year history, the CSLA accumulated over 75 boxes of documents. When Executive Director Michelle Legault was hired in March, 2012, one of her first priorities was to complete the archiving of all CSLA records. However, archiving is an ongoing process and should be integrated into the CSLA’s administration.
From March, 2012 until March, 2013, all paper records were reviewed and classified into three categories:
- stored in office, either electronically or paper
- stored off-site
In addition, minutes, annual reports and historical information were loaded onto the CSLA website, ensuring a double back-up system.
In March, 2012, all electronic records received from previous administrators were consolidated into one electronic file.
Those records that are appraised as having continuing value.
Records communicated and maintained by means of electronic equipment.
Paper records include all files, books and publications.
Vital records are documents which are essential for the continuation of the organization, such as by-laws, letters patent, certificates of continuance, annual reports, meeting minutes, board manuals, policy and procedures, financial statements, insurance policies and contracts.
The responsibility for the execution of this policy rests with the Executive Director.
The purpose of this policy is to establish the framework for effective records management for the CSLA. This policy provides guidance to present and futgure CSLA employees on the creation and use of CSLA records, and sets standards for classifying, managing and storing those records.
A good record keeping program is fundamental to the CSLA’s commitment to administrative transparency and accountability. It also enables the CSLA to account for decisions and actions by providing essential evidence in the form of records and ensures the preservation of the history of the society. This policy seeks to ensure that the CSLA’s business is adequately documented and then managed in accordance to best practices.
The CSLA’s electronic records must be backed up at least once every week.
A copy of the CSLA’s backup must be kept in a fireproof safe.
The CSLA’s vital documents must be scanned and maintained in the electronic records, and accordingly backed-up.
The University of Guelph McLaughlin Library must receive the Awards of Excellence files on a yearly basis.
Library and Archives Canada must receive the legal deposit of Landscapes|Paysages and the CSLA Annual Report
Guidelines on Archiving the CSLA’s Records
Electronic documents have the same status as paper documents. Both electronic and paper documents are bound by the same legislative requirements and are subject to the same degree of confidentiality and care. Therefore electronic records are to be managed as an integral and routine part of record keeping. When storing electronic records, ensure the following guidelines are followed:
- Versions must be identified by date
- Track changes must be removed
- Filed as a .pdf file or other micro-imaginG system whenever possible
Storage: Electronic records that contain evidence of official transactions should be backed up and migrated to new systems or transferred to off-line storage such as CD-ROM for longer-term retention. Strategies should be developed to ensure that these records remain accessible and useable in all future generations of software, for the entire period of their retention.
Destruction: Records stored on magnetic media such as floppy disks must be destroyed by reformatting at least once. Deleting files from magnetic media is not sufficient to ensure the destruction of the records. Backup copies of the records must also be destroyed. Records held on optical media, such as rewritable disks, must be destroyed by cutting, crushing or other physical means.
Paper is very vulnerable to physical and chemical deterioration. Simple but careful storage under controlled conditions are therefore required to preserve an organization’s history. The easiest thing an organization can do to preserve its documentary history to control the document’s “environment”.
Documents should be kept in labelled, acid-free files with no colour (which can bleed through in the case of water damage). Files should ideally be stored in a cabinet with hanging folders (not stacked, which can speed the deterioration of the paper). Avoid the use of binders, which is an inefficient use of space and can cause warping and deterioration of the paper.
Version control: Earlier versions (i.e. drafts) of a document may be deleted once the previous versions are no longer needed to create future records. However, drafts that must not be disposed of are those that document significant decisions, reasons and actions and contain significant information that is not contained in the final form of the record. This applies to both paper and electronic drafts.
Destruction: Destruction as a normal administrative practice usually occurs because the records are duplicated, unimportant or for short-term use only. This applies to both paper and electronic records.
The following categories of records may be destroyed as normal administrative practice:
- superseded manuals or instructions;
- catalogues and trade journals;
- copies of press cuttings, press statements or publicity material;
- letters of appreciation or sympathy, or anonymous letters;
- requests for stock information;
- address lists and change of address notices;
- calendars, office diaries and appointment books
- facsimiles where a photocopy has been made;
- telephone message;
- drafts of reports, correspondence, speeches, notes, spreadsheets, etc.
- routine statistical and progress reports compiled and duplicated in other reports.
The University of Guelph Archival and Special Collections Branch
In September, 1991, the CSLA appointed University of Guelph its official Awards Archives. The University of Guelph's holdings of the Canadian Society of Landscape Architects Awards projects covers the years 1987 to the present.
Files are arranged chronologically and alphabetically by name of project within each year. The collection has over 600 projects, many of which include photographs, phonotapes, slides, video, diskette, monographs, letters, entry forms, and jury comments. More recent projects have submissions and images on disks.
CSLA documents have been catalogued in the University of Guelph Library's electronic catalogue, PRIMO. Full records include project names and dates, format and quantity of materials, clients and related persons, and a brief description of the contents of files along with the library's call number indicating the location of the records.
The library also holds a small number of related historical materials on the CSLA including
- membership lists,
- biographies of members
- council minutes, 1934-1978
- the CSLA code of ethics
- membership lists of component organizations (AALA, BCSLA, OALA, PQLA, ASLA, IFLA) for the 1970's; and
- CSLA president's correspondence, 1963-1969
- accreditation reports
- Board of Directors and Executive Committee meeting documents: 1980s, 1990s, 2000s
- IFLA and International Alliance Files
In the future, the University of Guelph has agreed to continue to accept all CSLA archives.
Approved by the CSLA Board of Directors in 2007
The CSLA will have its Financial Statements prepared annually by a qualified Chartered accountant. These statements will be reviewed by an auditor and all tax required returns prepared.
The Executive Director will ensure that the CSLA Financial Statements are prepared on an annual basis.
Approved by the CSLA Board of Directors in January 2003
The CSLA shall publish a Bulletin for distribution to members and interested parties, according to the following:
- The Bulletin is published in both official languages.
- The Bulletin is an electronic document only- it is e-mailed to members and posted to the CSLA website.
- The Bulletin is to be sent out on a regular basis, a minimum of 6 times per year.
- Editorial is solicited from all CSLA members, Board of Directors or component associations and will be included as determined by the Executive Director.
Communications Policy and Guidelines
Approved by the CSLA Board on March 23rd, 2015.
Communications are the CSLA’s central and leading role in the profession. As the voice of landscape architects in Canada, the CSLA has developed a series of systems and standards to ensure that communications are delivered to the various audiences in a clear and consistent fashion.
As such, the purpose of the CSLA Communications Policy and guidelines is to guide the CSLA staff, board and volunteers in communicating to the CSLA’s various audiences, made up of members, allied professions, the public, media and government. The policy is especially relevant to the Advocacy Task Force, whose activities are largely based on communications projects, and to the CSLA’s Strategic Plan, which identifies maintaining internal and external communications as a priority for the society.
The CSLA strives to develop a communications presence that:
- promotes the mission and the programs of the CSLA (Congress, College of Fellows, Awards, etc.)
- promotes member achievements
- provides information and tools to our members
- supports communication between component associations
- supports the activities of the Advocacy Task Force
- promotes the association’s services and products
- presents an accessible and useful face to the public
- is, at all times, available in both official languages
- protects members’ privacy, maintains clear boundaries and ensures that bullying and harassment does not occur.
This policy is intended to support those goals.
CLICK HERE to read the Communications Policy and Guidelines
Competition Act Guidelines
The Competition Act is a federal law governing most business conduct in Canada. It contains both criminal and civil provisions aimed at preventing anti-competitive practices in the marketplace. Its purpose is to maintain and encourage competition in Canada in order to:
- promote the efficiency and adaptability of the Canadian economy
- expand opportunities for Canadian participation in world markets while at the same time recognizing the role of foreign competition in Canada
- ensure that small and medium-sized enterprises have an equitable opportunity to participate in the Canadian economy
- provide consumers with competitive prices and product choices.
The following Guidelines are intended to clarify how individuals involved with the CSLA need to conduct themselves when participating in our association’s activities.
These guidelines apply to the CSLA board and all CSLA committees/workgroups/task forces.
CSLA Members must adhere to the guidelines, below. Failure to adhere to these guidelines will result in the member’s removal from the board/committee/workgroup/task force in question.
DO NOT discuss current or future prices, fees or rates, or features that can impact (raise, lower or stabilize) prices such as discounts, costs, rebates, surcharges, payment or credit terms, or terms and conditions of sale including prices paid, warranties, sector capacity changes including elimination of products or services, marketing practices, suggested retail prices, bids or contract, what constitutes "a fair" profit level, or profit margins. Note that a price-fixing violation may be inferred from price related discussions followed by parallel decisions on pricing by association members, even in the absence of an oral or written agreement.
DO NOT discuss whether or not the pricing practices of any sector member are unethical or otherwise inappropriate.
DO NOT exchange data concerning fees, prices, production, sales, bids, costs, customer credit or other business policies or practices unless the exchange is made pursuant to a well-considered plan that has been approved by the organization's legal counsel.
DO NOT agree with competitors to divide up customers, markets or territories.
DO NOT agree with competitors not to deal with certain suppliers or others.
DO NOT try to prevent an actual or potential supplier from selling to your competitor(s).
DO NOT discuss your customers with your competitors, including the rejection of customers, or restrictive terms used with customers.
DO NOT agree to any membership restrictions, standard setting, certification, accreditation, or self-regulation programs without the restrictions or programs having been approved by the company's legal counsel.
DO familiarize yourself with competition law and how it could be violated by your participation in our Association; visit www.cb-bc.gc.ca
DO insist that all CSLA meetings have agendas that are circulated in advance, and DO adhere to prepared agendas.
DO require that minutes and notes recorded of all meetings properly reflect the actions taken at the meeting and list participants, and DO object if you do not believe they accurately reflect the matters which transpired.
Congress Policy and Guidelines
Approved by the CSLA Board of Directors on 15 March 1983. Revised 23 October 2013 and March 30th, 2017.
Selecting the right destination for the CSLA Congress is critical. The destination must be appealing, accessible and affordable and provide members with an opportunity to expand their knowledge; this will ultimately drive the delegate numbers.
The CSLA holds an annual Congress to hold Board Meetings, an Annual General meeting, an awards banquet and the investiture of new members of the College of Fellows. It also provides an opportunity for professional development and networking for members.
For many years, the CSLA partnered with a component association, who would, on the CSLA’s behalf, organize the Congress. Since 2013, however, the CSLA has taken on the planning of the Congress, often maintaining the host relationship with a component and relying on the component association for a segment of the planning.
A list of previous CSLA Congresses can be found at the end of this policy/guideline, in Schedule A.
- The locations for the Congress must be approved by the Board of Directors. Profitability, desirability of travel destination and logistical issues must also be considered when selecting Congress locations.
- The Congress shall be held not more frequently than every ten months and not less frequently than every eighteen months on such date as approved by the Board of Directors.
- The the administration and the accounting for the Congress is assumed by the CSLA.
- A partnership agreement with components will be outlined for each event, detailing roles and responsibilities and including a profit sharing agreement
- Profit and loss, and distribution of such between the component organization and the CSLA are to be negotiated for every event.
- All Congress advertising, registration, program and related information shall be issued in both official languages.
- A planning committee, which includes the CSLA’s Executive Director, must be established for every Congress. This Committee shall report to the Board of the CSLA.
- Any profits should be paid out to the partner component organization as follows: 75% once Congress bookkeeping is finalized, and the balance remitted once CSLA’s audited financial statements are approved.
Guidelines for Roles and Responsibilities of the CSLA and Component Organization
The following are guidelines for sharing areas of responsibility for the Congress:
_Coordination with venue
_Call for sponsors
_Call for presenters
_Graphic design and layout
_Coordination of registration
_On-site trade show coordination
_Setting theme, program and selecting presenters
_Appointing a Congress Chair and Planning Committee
_Establishing Congress budget
_Setting the schedule
Guidelines for the Evaluation of a Congress Destination/Date
In selecting the Congress location and dates, the following elements should be evaluated:
- Member and non-member availability within the proposed destination/location
- Provision of methods for remote participation by members via technological communications
- Availability of local speakers
- Availability of local tours
- Suitability for trade show for exhibitors and sponsors
- Support for proposed venue/destination
- Venues for conference sessions/events and off-site functions
- Telecommunications and Infrastructure
- Availability of accommodation
Destination Appeal and Resources for Participants:
- Potential language barriers
- Transportation accessibility
- Economic stability of destination
- Safety and security
- Medical facilities
- Tourism opportunities
- Competing or related conferences
Guideline about International Destinations
The CSLA may host a Congress in an international destination no more than every 5 years.
International destinations must:
- Provide the CSLA members who are not able to participate with a remote way to experience content live.
- Provide a distinct benefit to the chosen location for outreach, collaboration, etc.
- Consider customs regulations and visa requirements, safety and security
Approved by the CSLA Board of Directors on November 28th, 2002.
CSLA annual dues for Full Members are to be paid in full by the component associations on or before April 1st of the current year.
Additional amounts are billed on a quarterly basis for any Associate members who attain Full members status, new Full members who join after March 30 or Full members who join the component association after that date be any other means.
These additional amounts only are charged on a quarterly basis as per the accompanying table, and should be reconciled and paid on or before December 31 of the current year.
Time period & Fees payable
January- March: Full fee
April – June: ¾ of full fee
July- September: ½ of full fee
October – December: ¼ of full fee
Approved by the CSLA Board of Directors in October 2005 (Revised version approved May 29th, 2014.)
To document the process by which the CSLA annual election is to be conducted.
In accordance with the CSLA Bylaws, the Nominating Committee shall submit a list of candidates for the Board’s approval no less than four (4) months before the Annual General Meeting. The chairman of the nominating committee shall verify before submission that these persons are willing to stand for election.
Eligibility Requirements for President Elect of the CSLA
It is desirable that candidates would normally meet or exceed the following requirements:
- is a Canadian citizen;
- has served the profession in a senior role as a member of one of more of the committees or organizations that oversee the profession in Canada (i.e. the Board of Directors of the CSLA, the College of Fellows, the Accreditation Council, the LACF, the Landscapes|Paysages Editorial Committee, the Awards of Excellence jury or in one of the component associations) or through involvement with the International Federation of Landscape Architects.
- has demonstrated leadership experience in organizational management, multi-disciplinary team management, budgeting and financial management, and oral and written communications;
- has demonstrated a commitment to, and a vision for, the profession of landscape architecture in Canada.
Members will be informed of the candidates and each CSLA Full member in good standing will be eligible to vote. (Refer to the CSLA’s Policy on Invoicing for the definition of a member in good standing.)
At the board meeting preceding the launch of the nominating process, the CSLA Board should assess any strategic characteristics for the desired candidates that relate to current or expected strategic plan items.
The Nominating Committee of the CSLA shall be comprised of the following persons:
- the immediate Past President who shall act as committee chair
- the President, and
- additional Voting Members appointed by the Board who are ineligible for nomination
Candidates for President of the CSLA may be nominated by the Nominating Committee, or by a nomination presented in writing to the Nominating Committee, by any five (5) full members in good standing of the CSLA. A nominee for President must meet the CSLA eligibility requirements stated above. The Nominating Committee will confirm the eligibility of all nominees, and will identify a list of candidates for election to be presented to the Board of Directors for confirmation, prior to the announcement of the election.
No fewer than 120 days prior to the Society's Annual General Meeting, the Nominating Committee shall submit, to the Board, a list of Voting Members who are willing to stand for election as a Director and to the position of President-Elect.
No fewer than 90 days prior to the Society's Annual General Meeting, the Executive Director shall distribute by e-mail or mail the list of nominees to all Voting Members.
Additional nominations, signed by at least five Voting Members, may be submitted to the Executive Director up to 60 days prior to the Society's Annual General Meeting. The submission shall be accompanied by a written acceptance from the nominee.
No fewer than 40 days prior to the Society's Annual General Meeting, the Executive Director shall mail or e-mail an official ballot to all Voting Members;
Guidelines on the External Juror Position in the CSLA Awards of Excellence Jury
Approved by the CSLA Board of Directors on March 30th, 2017
To guide the Board of the CSLA in selecting and approving an External Juror for the yearly Awards of Excellence Jury.
The role of the external juror on the CSLA Awards of Excellence Jury is to provide a point of view which comes from outside the profession of landscape architecture, or provides an international lens on the profession.
The external juror is a full voting member of the jury.
The choice of the external juror must be approved by the CSLA Board, but comes on recommendation of the Chair of the Awards of Excellence Committee.
The external juror should:
- work or study within the fields of design or communications
- be knowledgeable about landscape architecture
Timelines and Process
At least 3 months before the jury date, the Chair of the Awards of Excellence Committee should submit recommendations for the External Juror to the CSLA Board of Directors via the Executive Director. The Board or Executive Committee of the CSLA will endorse a recommendation and the Chair of the Awards of Excellence may issue an invitation.
Honorarium for the External Juror
IFLA Representative Policy
Approved by the Board of Directors in October 2003. Revised in November 2013.
Appointment of the IFLA Representative is the responsibility of the Board of Directors of the CSLA, and requires a motion of the Board.
The Term of Office of the IFLA Representative is of three years. Reappointment of a serving Representative could only occur if no other candidates could be identified. Reappointment would be for three years and is not renewable.
Nomination & Election of Candidates
The Board of Directors would appoint two members to an IFLA Nomination Committee, whose responsibility would be to identify two candidates who had agreed to allow their names to be considered for the appointment. Candidates for the IFLA appointment would normally be selected from Past Presidents of the CSLA. The names of the prospective Candidates would be made known only to the Board and would not be released publicly.
Selection of the successful candidate would be by secret ballot of the Board of Governors. The President of the Board would only cast a vote in the event of a tie.
(Approved by the CSLA Board of Directors in 2003.)
The CSLA will maintain insurance policies for Non- Profit Directors and Officers Liability that provides a minimum of $1,000,000 liability coverage for each Director of the CSLA.
In addition the CSLA will maintain liability coverage for events such as Board meetings, Awards presentations and the annual conference. This provides liability coverage for the CSLA office in the event of a claim.
The Executive Director will ensure that the above named insurance coverage is in force and renewed on an annual basis.
Invoicing Policy and Procedure
(Approved by the CSLA Board of Directors on 29 May 2014.)
The responsibility for invoicing and collecting lies with the Executive Director, the Finance Committee and the CSLA bookkeeper.
The purpose of the CSLA Policy and Procedure on Invoicing is to establish standards for invoicing, account collections and to ensure consistency in the way all but particularly overdue invoices are managed.
This procedure will apply to all all CSLA issued invoices.
Policy on Invoicing
Customers shall be invoiced when the service/product is provided by the CSLA.
Customers are responsible for paying the full amount specified on the invoice.
All invoices are due upon receipt.
Members who have not paid their invoice by the Society’s next Annual General Meeting will not be eligible to vote.
Failure to receive an invoice does not release a customer from their responsibility to pay. CSLA’s records of the date of mailing an invoice shall be conclusive evidence of the date of rendering.
Policy on Members’ Standing
Regular Members in good standing are landscape architects who are members of Components or members in Affiliate membership categories approved for Society membership.
Members in good standing are defined as:
- in good standing according to their component association’s criteria
- do not have any 90 days or older outstanding CSLA invoices
Members in good standing may
- Use the CSLA designation
- Vote in CSLA elections
- Be nominated for all CSLA awards and fellowships
- Be elected to the CSLA Board
- For invoices up to 30 days overdue: Executive Director to instruct bookkeeper to re-send invoices
- For invoices up to 60 days overdue: Executive Director to call and inquire about late payment. If the customer relates a cash flow problem, consider offering some payment plan, whereby at least a portion of the bill is paid immediately. Try to get the customer to make some commitment or to pay by post-dated cheque.
- For invoices up to 90 days overdue: the Finance Committee should evaluate the outstanding accounts on a case by case basis and establish a plan for its collection. Members who default their payments will no longer be “in good standing.”
- Acknowledge payment. Call or e-mail the customer when the invoice is paid and funds have been received.
- For members who are no longer in “good standing”: further purchases will not be accepted until the original invoice is paid (i.e. awards submissions, congress registration, job listings, etc.). In addition, the member will be ineligible to vote in CSLA elections and at the Annual General Meeting.
- Members may appeal their standing in a written letter of explanation to the Executive Director, accompanied by their payment or details of payment plan, and have their good standing re-instated.
Policy and Procedure on the Orientation Board Directors
Approved by the CSLA Board of Directors on June 8th, 2012.
The responsibility for developing and implementing an effective program of board orientation is shared between the Executive Director and the Executive Committee.
Orientation is intended to prepare new Board of Directors members for their role in the organization. Orientation is also extremely useful for all members to ensure they are operating from the same knowledge base. Proper orientation of new members ensures that the Board of Directors continues to be well-informed, with the knowledge needed to lead an effective organization, regardless of the natural rotation in its board members.
Policy and Procedure
Orientation should be undertaken as soon as new members are elected or appointed. Within one month of their appointment to the CSLA Board of Directors, new members shall receive:
- a Board Manual,
- a Corporate Policies Manual
- a current Annual Report
- a current Strategic Plan, and
- minutes of the last two Board of Directors meetings.
The President of the CSLA should telephone or e-mail the new member and answer any questions they may have about the material sent by the Executive Director. Follow-up by the Executive Director if necessary. The new member should also arrange to have a full briefing from the departing association representative, if possible. Finally, the Executive Director should ensure that the new member feels equipped with the required information during the meetings, and should arrange, as necessary, for informal exchanges either before or after scheduled meetings.
Policy on a Fund for Small Bursaries for Initiatives in the Promotion of the Profession of Landscape Architecture
Approved by the CSLA Board of Directors on December 7th, 2013
The purpose of this Fund is to provide the Executive Committee with a targeted amount of money to allow it to respond to urgent funding requests which further the work of the CSLA, such as, honorariums and travel expenses for initiatives in the promotion of landscape architecture, small bursaries, etc.
These projects may be brought forward and managed by individual members, committees of the Board, or by the Board itself. The funds are available for use by members until such time that the money is used up in its entirety for the year.
$2,000 per year, maximum $500 per grant
The objective of this policy is to establish a fund of money owned by the Canadian Society of Landscape Architects and the funds are to be derived from the CSLA’s budget on a yearly basis, beginning in 2014, and must remain as a line item in the CSLA budget.
The Executive Director must report on any initiatives funded at the CSLA’s board meetings and in the yearly Annual Report.
The Fund is not to be used at any time for the regular operations and administration of the CSLA.
Applications for funding from the Fund must provide the following information in their submissions. Incomplete applications will not be considered:
- A concise statement of the proposed project or initiative, not to exceed 250 words.
- A description of the project, not to exceed 2 pages, including a statement of purpose or objective, the significance of the project, and how it supports or enhances the objectives of the CSLA.
- A proposed budget for the project.
Evaluation of Submissions
The CSLA Executive Committee will review applications, based on the following criteria. All Executive Committee decisions will be final.
- Projects shall not be related to the regular administration of the CSLA.
- Projects can demonstrate either a direct or indirect benefit to the CSLA and/or to the landscape architecture profession.
- Projects shall be achievable within the timeline proposed by the applicant.
- Proponent’s professional qualifications shall indicate capability to complete the project.
- The overall quality of the proposal merits funding support.
Conditions of the Award of Funds
- The CSLA logo must be displayed under the list of sponsors.
- At the conclusion of the project, a brief report recording actual expenditures and outcomes is required.
- That the CSLA receive a copy of any and all final products which may arise from the project, such as a book, article, presentation, copy of webcasting, photographs, etc.
Policy on Affiliates Status
The bylaws provide that subject to the approval by a Super Majority Vote of the Board (an affirmative vote by at least 2/3 of those Board members present and entitled to vote), recognition as an Affiliate may be granted to an association involved with and supporting the profession of landscape architecture. This status would enable members of a pre-approved membership category(ies) of the association to also be regular members of the CSLA subject to the payment of the prescribed per capita membership fees by the association. The bylaws require that such recognition of an Affiliate shall identify the membership categories of the Affiliate that are eligible for CSLA membership. See bylaws other requirements.
Requests for Affiliate recognition must be in writing, and delivered to the CSLA Executive Director. The Executive Director may advise the requesting organization to ensure that the request is complete and properly submitted.
Requests for recognition must include the following information:
- the name and contact information of the requesting organization;
- a list of the current Board members;
- the organization’s current bylaws, and corporate objects if incorporated;
- a detailed description of how the applicant association is involved and supports the profession of Landscape Architecture
- details regarding their existing membership categories including criteria, membership levels and fees for each category;
- the process by which the representative to the CSLA Board would be elected or appointed by the association, and
- the membership category or categories for which CSLA regular membership is requested upon acceptance of the organization as an Affiliate of the CSLA.
Membership fees to be paid by the Affiliate shall be payable on the first day of April each year, or for new Affiliates, within 30 days of receipt of a membership invoice from CSLA.
Initial membership fees will be pro-rated based on the portion of the CSLA membership year remaining.
To encourage and support membership in Components, members of an Affiliate who also belong to a Component are not required to pay additional fees as a result of the Affiliate membership. Affiliates shall provide a list of members who hold Component membership, and CSLA shall deduct the per capita fees from the Affiliate’s fee calculations.
The Affiliate shall submit, with the applicable membership fees, written notice of the individual to serve as the Affiliate representative to the CSLA Board.
The CSLA Bylaws provide that the Board may cease to recognize any Affiliate for repeated failure to pay membership dues or for countenancing practices derogatory to the profession of landscape architecture upon the unanimous vote of the representatives to the Board of all Components.
The Board shall advise the Affiliate in writing that its Affiliate status is under review. Such notice shall be provided at least 30 days prior to the Board meeting at which the review shall be undertaken.
The CSLA Board may meet by teleconference in accordance with the bylaws to conduct any votes with respect to de-recognizing Affiliates due to the requirement of a unanimous vote by all Component representatives on the CSLA Board.
Affiliates may also request de-recognition of Affiliate status by submitting such request, in writing, to the CSLA Executive Director. Such request shall identify the effective date of such request. At least thirty days’ notice is required. The Executive Director shall provide the request to the Board upon receipt, however no action by the Board is required.
The Affiliate representative to the Board shall be deemed to have resigned effective on the date of the de-recognition of the Affiliate.
Membership fees paid by Affiliates on behalf of their membership are nonrefundable should the Affiliate lose or give up its Affiliate status.
Policy on Reimbursement of Travel Expenses
Approved by the CSLA Board October 23rd, 2013.
This Policy outlines the travel requirements to be used to reimburse expenses incurred by the CSLA Board of Directors, Committee members and staff when attending CSLA meetings.
The Policy ensures that CSLA employees are reimbursed for out-of-pocket travel-related expenses.
When combining travel on CSLA business with a vacation, only expenses claimed for the business period are applicable for CSLA refund.
This policy is to be reviewed and updated once per year.
Airfare: airfare rates at one of the two lowest categories of airfare plus the cost of flight insurance, airport improvement taxes and other related expenses
Travel by car: as per Treasury Board Guidelines - $.57/km
Train: Via Rail “1” if less expensive than air travel
Rental vehicle, Shuttle Bus, Public Transportation, Parking or Taxi: actual costs
Hotel: Room rates as negotiated by the CSLA for a mid-range business-class hotel plus applicable taxes. Incidental hotel expenses are reimbursed as indicated below.
To a maximum of C75$ per day (meals which have been paid for as a group must indicate the names of all diners). This amount to be waived for the following travel destination: Yukon, North-west Territories, Nunavut and international destinations, in which case actual expenses are refunded.
The following are acceptable to a maximum of C$35 per day: telephone, fax and email, tips, dry cleaning or laundry, personal items.
To be reimbursed for expenses, an Expense Claim Form with original receipts must be submitted to the Executive Director no later than 90 days after the meeting date.
Approved by the CSLA Board of Directors in 2003.
Scope of Policy
The Policy applies to the Society and its collection, use and disclosure of personal information relating to its members. It addresses personal information about individuals only, and does not apply to any information collected, used or disclosed with respect to corporate or commercial entities.
This Policy does not impose any limits on the collection, use or disclosure of the following information by the Association:
- Your business contact information; and
- Certain information which is publicly available (such as information in telephone directories and public registries).
The Society is responsible and accountable for personal information under its control and has designated a Privacy Officer who is responsible for the Association’s compliance with this Policy. Contact information is provided at the end of this document.
The Society collects personal information for the following purposes:
- to allow the Society to communicate with members and others;
- to provide various services and benefits to members and others;
- to maintain information about special skills and abilities of members;
- to carry out Society procedures such as committee participation and elections;
- to conduct member surveys in order to improve programs and services; and
- to comply with its obligation at law and under the Society bylaws.
This information may be disclosed to third parties for these purposes. Disclosure might be to the public (e.g. special skills of members) or to persons providing services to the Society (e.g. data processors). The Society does not share your personal information with others who may wish to solicit your participation or membership or offer products or services to you.
The above collections, uses and disclosures are a reasonably necessary part of your relationship with the Society as a member.
You may instruct the Society to refrain from using your personal information to contact your regarding special events or programs being offered by the Society. The Society acknowledges that it will not refuse you access to any product or service merely because you advise the Association to stop using your personal information in these ways.
When personal information that has been collected is to be used for a purpose not previously identified, the Society will identify the new purpose and obtain your consent unless the use is authorized or required by law.
The Society will obtain your consent to collect, use or disclose personal information except where the Society is authorized or required by law to do so without consent. For example, the Society may collect, use or disclose personal information without your knowledge or consent where:
- The Society is collecting or paying a debt; or
- The Society is obtaining legal advice.
Other exceptions may apply.
Your consent can be express, implied or given through an authorized representative such as a lawyer, agent or broker.
Consent may be provided orally, in writing, electronically, through inaction (such as when you fail to notify the Society that you do not wish your personal information collected/used/disclosed for various purposes after you have received notice of those purposes) or otherwise.
You may withdraw consent at any time, subject to legal, contractual and other restrictions, provided that you give reasonable written notice of withdrawal of consent to the Society. On receipt of written notice of withdrawal of consent, the Society will inform you of the likely consequences of the withdrawal of consent, which may include the inability of the Association to provide certain services for which that information is necessary.
Limits on Collection of Personal Information
The Society will not collect personal information indiscriminately, and will limit collection of personal information to that which is reasonable and necessary to provide its services and which is reasonable an necessary for the purposes consented by you. The Society will also collect personal information as authorized by law.
Limits for Using, Disclosing and Retaining Personal Information
Your personal information will only be used or disclose for the purposes set out above, and as authorized by law.
The Society will keep personal information used to make a decision affecting you for at least one year after using it to make the decision.
The Society will destroy, erase, or make anonymous documents or other records containing personal information as soon as it is reasonable to assume that the original purpose is no longer being served by retention of the information and retention is no longer necessary for legal or business purposes.
The Society will take due care when destroying personal information, so as to prevent unauthorized access to such information.
The Society will make a reasonable effort to ensure that your personal information is as accurate complete and current as is necessary to fulfill the purposes for which it was collected.
If you notify the Society that that your personal information is inaccurate or incomplete, it will be amended as required. If appropriate, the Society will send the amended information to third parties to whom the information has been disclosed.
When a challenge regarding the accuracy of your information is not resolved to your satisfaction, the Society will annotate the personal information under its control that the correction was requested, but not made.
Safeguarding Personal Information
The Society protects the personal information in its custody or control by making reasonable security arrangements to prevent unauthorized access, collection, use, copying, modification, disposal or similar risks.
The Society will take reasonable steps, to ensure that a comparable level of personal information protection is implemented by any suppliers or agents who assist in providing services to you or to the Society. These safeguards include physical, administrative, or electronic security measures. Investigative measures will be taken if the Society has reasonable grounds to believe that personal information is being inappropriately collected, used or disclosed.
The Society is open about the policies, procedures it uses to protect your personal information, and will disclose information about them in writing at your request. Furthermore, the Society will provide a description of the type of personal information is holds, along with a general description of its use and disclosure.
You have a right to access your personal information. Upon written request, and authentication of your identity, the Society will provide you with any personal information it currently holds, except where the law requires or permits this access to be denied. It will also give you information about the manner in which your information is being used, and a description of the individuals and organizations to whom that information has been disclosed. Such information will be made available within 30 days, or the Society will provide written notice where additional time is required to fulfill the request.
In the event that an access request is refused, the Society will notify you in writing, giving the reason for refusal and outlining further steps which are available to you.
In the event of a complaint, the petitioner would forward his or her complaint to the CSLA office where it would be reviewed by the Executive Committee. A report would then be made to the CSLA Board of Governors on recommended actions. The Board would then approve these actions and a log of the process would be filed.
Any enquiries, complaints or questions regarding this Policy should be directed in writing to the Privacy Officer. Contact Information:
12 Forillon Cres.
Reserve Fund Policy
(Approved by the CSLA Board of Directors on November 4th, 2006, modified March 20th, 2013)
To manage the CSLA reserve Fund.
The CSLA Reserve fund is intended to provide a financial cushion in the event of unplanned loss of revenue or extraordinary expense.
The CSLA will maintain a Reserve Fund of a minimum of $125,000, representing one-third of the CSLA’s Annual operating budget, which will be invested in 5 separate GIC’s with laddered maturity dates.
All interest earned from these investments will be reinvested in the Reserve Fund in order that the fund keeps pace with inflation.
The Executive Director will administer the Reserve Fund and will advise the CSLA Board of the details of these GIC’s through regular Year to date reports.
The reserve fund will be divided into five pieces, each to be invested in a GIC maturing in different years. Each GIC will thus mature it would be reinvested for a three to five-year term. The fund can either be used directly or borrowed against.
The presence and size of a reserve fund should be directly related to reasonably foreseeable risks. In the case of the CSLA/AAPC, revenue comes from annual dues. The risk would be that for some reason, one or more components might suddenly withdraw or fail to forward dues. The Society would then be faced with having to continue to pay any outstanding commitments.
The accountant CSLA consulted recommended against investing the reserve fund in anything other than interest-bearing instruments. These are reserve funds, not growth funds and should not be in equities or other instruments whose values rise and fall.