CSLA Policies Approved by the Board of Directors

Approved by the CSLA Board of Directors on March 15th, 1983. Revised in 2007. Revised and approved by the Board on October 15th, 2017. Revised and approved by the Board on November 6th, 2018. Revised and approved by the Board on 23 March 2021.

Arrangements for the Annual Meeting shall be the responsibility of CSLA Executive Director who shall determine how and where the meeting will be held. The Annual General Meeting may be held in person, virtually or as a hybrid event. If held in person or as a hybrid event at the annual Congress, 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. If held virtually or as a hybrid model, a videoconference system capable of handling the moving, seconding and voting of motions is required. In addition, the videoconference system must allow for members to speak or ask questions.

The agenda for the Annual Meeting shall follow the guide below:
1.    Call the Meeting to Order (the President).
2.    Confirm that the Notice for the Annual Meeting-Congress was sent according to the by-laws (the Executive Director)
3.    Identify the need for or lack of quorum to the membership (the Executive Director).
4.    Introduction of the Board of the CSLA (the President).
5.    Approval of the Minutes of the Last Annual General Meeting (the Executive Director).
6.    Receiving of the President's Report on the Society (the President).
7.    Tabling of the Report on the Accounts of the Society (the Chair, Finance Committee).
8.    Report on the Strategic Plan (the Executive Director or President)
9.    The Report of the incoming President-Elect (the President-Elect)
10.    Introduction of the following President-Elect (the President).
11.    Presentation on the next Annual Congress (Chair of the Congress Planning Committee or Executive Director).
12.    LACF Report (LACF President)
13.    Question and Answer Period for Membership (the President).
14.    The formal thanks of the Society to the outgoing President (the President-Elect).
15.    Adjournment (the President).
 

(Approved by the CSLA Board of Directors on September 22nd, 2022.)

Background

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.

Paper Records

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
• discarded.

In addition, minutes, annual reports and historical information were loaded onto the CSLA website, ensuring a double back-up system.

Electronic Records

In March, 2012, all electronic records received from previous administrators were consolidated into one electronic file. 

Definitions

Archives
Those records that are appraised as having continuing value.

Electronic Records
Records communicated and maintained by means of electronic equipment.

Paper Records
Paper records include all files, books and publications.

Vital Records
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.

Responsibility

The responsibility for the execution of this policy rests with the Executive Director.

Policy

Purpose
The purpose of this policy is to establish the framework for effective records management for the CSLA. This policy provides guidance to present and future CSLA employees and volunteers, such as Board Members, Committees, Workgroups or Task Forces, 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 are automatically backed up through the google non-profits program.

The CSLA’s vital documents must be scanned and maintained in the electronic records.

Library and Archives Canada must receive the legal deposit of Landscapes|Paysages Magazine. This process is managed by the publisher. The CSLA Annual Report must be deposited with Corporations Canada on a yearly basis.

Retention of CSLA Documents by Board Members and Volunteers

CSLA board members and volunteers must destroy all CSLA documents and remove said documents from their hard drive storage and cloud storage systems once their engagement or mandate with the CSLA is complete, unless these are publicly available documents posted to the website or distributed by the CSLA. Board and committee members and volunteers may retain products, reports, or other public documents which they have personally created for the CSLA. However, they must ensure that the final, editable version of the product, report or document is made available to the CSLA for archiving.

Guidelines on Archiving the CSLA’s Records

Electronic 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 both a .pdf or other micro-imaging system, and editable file.

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 Records
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,
• correspondence,
• 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. Revisions approved 9 November 2021.

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 selection of the accountant must be approved by the membership at the previous years’ Annual General Meeting.

Procedure

The Executive Director, in collaboration with the CSLA’s bookkeeper, will ensure that the CSLA Financial Statements are prepared on an annual basis.

The statements are considered draft until approved by the Chair of the Finance and Risk Management Committee.

Purpose

The purpose of this policy is to provide guidance and establish a framework for giving corporate donations by the CSLA. It aims to ensure transparency, accountability, and alignment with the CSLA’s mission and values, while fostering positive relationships with partners and related organizations.

This policy covers cash and in-kind donations.

The CSLA Committee Expenses budget may be used for donations to events, projects or organizations that support the goals of the Strategic Plan.

Guiding Principles

Alignment: Corporate donations must align with the CSLA’s mission, values, and objectives.

Impact: Priority will be given to projects and organizations where donations can have a significant, positive impact on the target beneficiaries and communities.

Transparency: The CSLA will maintain transparency in the donation allocation process, allowing donors and stakeholders to understand how their contributions are utilized.

Criteria

Only registered charities or not-for profit organizations may receive in-kind or financial contributions from CSLA.

Approvals

The Executive Director may approve donations or in-kind agreements up to the value of $500. All donations or in-kind agreements with a value above $500 must be approved by the Board of Directors.

Donation Allocation Process

Identifying Causes and Projects: Recommendations for potential beneficiaries may come from staff, members, Board or Committee members. Donation agreements must be used efficiently and effectively, with minimal administrative overhead for the CSLA.

Due Diligence: The CSLA will conduct due diligence to evaluate the financial stability, governance, and track record of potential beneficiaries. This may include financial audits, site visits, interviews with beneficiaries, and assessments of the proposed projects' viability.

Decision-Making: The Board and Executive Committee will make the final decision on donation allocation based on the due diligence findings and alignment with the CSLA’s mission and goals and Strategic Plan, upon a recommendation being made, and a motion being approved.

Restrictions

No contributions will be made to political parties or individual campaigns for public office.

No contributions will be made where the CSLA, or a member of its Board or Staff, have a conflict of interest (real or perceived).

Management of the Donation

• The Executive Director will oversee the tracking of funds, the management of the donation agreement (if applicable) and that the funds are used exclusively for their intended purpose.
• The Executive Director will ensure the proper acknowledgement of the CSLA donation.
• All agreements must include provision for a final report.
• All donation or in-kind agreements must be made in writing and signed by the Executive Director after approval.
• All donation or in-kind agreements must be tracked in CSLA’s Project Planner.
• All donations or in-kind agreements must be reported to the Board by the Executive Director.

Approved by the CSLA Board on March 23rd, 2015.

Introduction

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

Approved by the CSLA Board of Directors on 15 March 1983. Revised 23 October 2013 and March 30th, 2017 and 9 November 2021.

Introduction

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.

Background

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.

Policy

• 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:

CSLA
_Financial management
_Communications
_General logistics
_Coordination with venue
_Call for sponsors
_Call for presenters
_Graphic design and layout
_Coordination of registration

Component
_On-site trade show coordination
_Setting theme, program and selecting presenters
_Volunteer coordination
_Tour/transportation coordination

Both
_Appointing a Congress Chair and Planning Committee
_Selecting venue
_Establishing Congress budget
_Setting the schedule

Guidelines for the Evaluation of a Congress Destination/Date/Format

In selecting the Congress location, format, and dates, the following elements should be evaluated:

Participation:

• Member and non-member availability within the proposed destination/location
• Provision of methods for remote participation by members via technological communications

Conference Content:

• Availability of local speakers
• Availability of local tours

Conference Revenue:

• Suitability for trade show for exhibitors and sponsors

Logistics:

• 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
• Climate
• Tourism opportunities

Conference Timing:

• Competing or related conferences
• Event cancellation

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

Guideline about Virtual Events

On occasion, the CSLA may consider holding a virtual event. The following conditions may be considered for determining whether a virtual, hybrid or in-person event is to be held:

• Public health concerns
• Public health mandates
• Participation due to a remote location or a location which can accept a limited number of participants
• Special programming, such as pre- or post-conference events, or participation of special guests virtually
• Other global interruptive events

Approved by the CSLA Board of Directors on November 28th, 2002. Revised November 21st, 2023.

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, or, upon agreement with the Executive Director, in installments to be paid in full by January of the following year, with at least 60% of invoiced dues being paid by 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 should be reconciled and paid by the end of January of the following year, accordingly:

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.)

Purpose

To document the process by which the CSLA annual election is to be conducted.

Policy

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:

1. is a Canadian citizen;
2. 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.
3. has demonstrated leadership experience in organizational management, multi-disciplinary team management, budgeting and financial management, and oral and written communications;
4. 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.)

Procedure

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;

Approved by the CSLA Board of Directors on March 30th, 2017 (Revised 9 September 2021)

Purpose: To guide the Awards of Excellence Committee in recommending an External Juror for the CSLA Board's approval for the yearly Awards of Excellence Jury.

Role: The role of the external juror on the CSLA Awards of Excellence Jury is to provide a multidisciplinary point of view which comes from outside the profession of landscape architecture, and provides a national or an international lens on the profession.

The external juror is a full voting member of the jury.

Selection Criteria: 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.

Approved by the Board of Directors in October 2003. Revised in November 2013.

Appointment

Appointment of the IFLA Representative is the responsibility of the Board of Directors of the CSLA, and requires a motion of the Board.

Term

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. Revised November 21st, 2023.

Policy

The CSLA will maintain insurance policies for Non-Profit Directors and Officers Liability, Errors and Omissions and Cyber Liability. The amount of coverage should be reviewed by the Executive Director every two years and should be in keeping with industry standards in consultation with the insurance broker. Any insurance coverage changes shall be made in consultation with the Finance and Risk Management Committee, who will make a recommendation for approval of the board should changes be required.

The Executive Director shall ensure that the policies include specific coverage for the cancellation or other interruptions to events such as Board meetings, Awards presentations, the annual conference, or other CSLA-organized events.

(Approved by the CSLA Board of Directors on 29 May 2014.)

Responsibility

The responsibility for invoicing and collecting lies with the Executive Director, the Finance Committee and the CSLA bookkeeper.

Purpose

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.

Scope

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

Procedure

1. For invoices up to 30 days overdue: Executive Director to instruct bookkeeper to re-send invoices
2. 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.
3. 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.”
4. Acknowledge payment. Call or e-mail the customer when the invoice is paid and funds have been received.
5. 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.
6. 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.

Approved by the CSLA Board of Directors on June 8th, 2012. Revised and approved by the Board on 23 March 2021.

Responsibility

The responsibility for developing and implementing an effective program of board orientation is shared between the Executive Director and the Executive Committee.

Purpose

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.

Transition

If possible, the incoming Board member should attend a Board meeting (alongside the outgoing member) in an ex-officio role before they begin their term. The responsibility to coordinate this rests with the Executive Director and the incoming and outgoing Board members. Furthermore, if sufficient advance notice is available, the Executive Director should try and organize an in-person meeting with the incoming Board member (inasmuch as possible).

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
• the CSLA Committee Manual, and
• minutes of the last two Board of Directors meetings.

The Oath of Office document in the Board Manual must be submitted to the Executive Director within two months of taking office.

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. A follow-up call by the Executive Director to follow once the incoming Board Member has had time to review the materials is required. 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.

Board Champion

Following the new member’s first Board meeting, the Executive Director shall schedule a call with the new member to discuss their selection of committee, task force, workgroup or issue on which they choose to serve as Board Champion.

Recognizing Affiliates

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.

Policy

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.

De-recognizing affiliates

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.

Policy

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.

Approved by the CSLA Board of Directors in 2003. Revised and approved by the Board on 23 March 2021.

The Canadian Society of Landscape Architects (the “Society”) is committed to maintaining the security, confidentiality and privacy of your personal information. This Privacy Policy documents our on-going commitment to you, and has been developed in compliance with relevant privacy legislation.

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).

Accountability

The Society is responsible and accountable for personal information under its control and has designated the Executive Director as responsible for the Association’s compliance with this Policy. Contact information is provided at the end of this document.

Purposes

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 ONLY. 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 use of personal information collected via surveys circulated by CSLA or its contractors will not be retained. Rather, that information is collected only for the aggregate use for which it is intended – to capture data about the profession.

Consent

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 disclosed 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 to prevent unauthorized access to such information.

Accuracy

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 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.

Openness

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 it holds, along with a general description of its use and disclosure.

Access

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.

Complaints

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:

Executive Director
CSLA
12 Forillon Cres.
Ottawa,ON
K2M 2W5
executive-director@csla-aapc.ca
 

Approved by the CSLA Board October 23rd, 2013. Updated April 2023.

Objective

This Policy outlines the travel requirements to be used to reimburse expenses incurred by the CSLA Board of Directors, Committee members or their designates, and staff when travelling on behalf of the CSLA.

The Policy ensures that CSLA employees and volunteers are reimbursed for pre-approved 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.

Travel

Airfare: standard airfare rates, plus the cost of flight insurance, cancellation insurance or ability to credit the airfare, airport improvement taxes and other related expenses. Note: If an individual flight is over 8 hours in length, a request for an upgrade may be made to the Executive Committee, noting the standard and business category costs. 

Travel by car: if the kilometric rates are lower than the cost of airfare plus a rental vehicle. Treasury Board kilometric rates (payable in cents per kilometre) will be used. Rates are payable in Canadian funds only. 

→ LINK TO TBS RATES

Train: Via Rail “1” if less expensive than air travel

Rental vehicle, Shuttle Bus, Public Transportation, Parking or Taxi: actual costs for an economy of, if required, mid-size vehicle.

Lodging

Hotel: Room rates as negotiated by the CSLA or for a mid-range business-class hotel plus applicable taxes. 
Private non-commercial accommodation allowance: Daily rates according to published Treasury Board guidelines.

→ LINK TO TBS RATES

Note that AirBNB and other private hosting services are to be treated as hotel accommodations for the purposes of this policy.

Perdiem

Please refer to the Treasury Board Guidelines for the maximum allowable perdiem reimbursement. Note that the CSLA will reimburse the actual costs of the meals as demonstrated by the accompanying receipts.

→ LINK TO TBS RATES

Meals which have been paid for as a group must indicate the names of all diners.

Meals and incidentals paid for in US funds will be reimbursed in equivalent funds.

On occasion, the CSLA will pay for meals on behalf of the individual. In this case, no reimbursement claims are required by the individual.

Alcohol Reimbursement Policy

The reimbursement of up to two alcoholic drinks is permissible within the daily perdiem limits when consumed in relation to CSLA business and where consumption is moderate. 

Guidelines on Alcohol Consumption at CSLA Events, or at Events where the Individual is Representing CSLA

• The consumption of alcohol during official meetings is prohibited. However, the consumption of alcohol at social events when the individual is participating on CSLA business is permitted, whether purchased by the individual or provided by the CSLA.
• Individuals are asked to exercise judgement and moderate their consumption of alcohol at events where they are representing the CSLA.
• The consumption of alcohol is a liability for the CSLA and a risk to its members’ and staff safety. 
• There is zero tolerance for the consumption of alcohol and driving and individuals must use public transit, taxis or other ride-sharing arrangements when consuming alcohol.

Procedure

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.

Expense Claim Form

(Approved by the CSLA Board of Directors on November 4th, 2006, modified March 20th, 2013, modified November 8th, 2019)

Purpose

To manage the CSLA reserve Fund.

Definitions

The CSLA Reserve fund is intended to provide a financial cushion in the event of unplanned loss of revenue or extraordinary expense. 

Background

The presence and size of a reserve fund should be directly related to reasonably foreseeable risks.  In the case of the CSLA, 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.

Furthermore, the CSLA reserve fund should be kept in an accessible investment type, where minimal fees or penalties would be required to withdraw funds.

Policy

The CSLA will maintain a Reserve Fund of a minimum of three months operating expenses, estimated at $200,000 (in 2023). The investment of the fund is the responsibility of the Executive Director – it shall be invested in GICs in increments of $50,000 or less, in low-risk, and easily redeemable, or redeemable at a minimum cost, investment categories or high-interest bearing savings accounts. All interest earned from these investments will be reinvested in the Reserve Fund in order that the fund keeps pace with inflation.

Every year, while preparing the CSLA budget, the Finance and Risk Management Committee shall review the CSLA Reserve Fund to determine whether the amount is appropriate, based on upcoming year’s budgets and activities. Any adjustments required are to be made at the time of the yearly budget approval and shall be a recommendation of the Finance and Risk Management Committee.

Use and Replenishment of the Fund 

The Reserve Fund must only be used in cases of extreme distress of the organization, such as:
-    The dissolution of the CSLA
-    Cancellation of a major event for reasons beyond the CSLA’s control

In such cases, the Reserve Fund would be used to cover the CSLA’s liabilities. A separate budget and written justification for the use of the Reserve Fund must be presented to the CSLA Board for approval. The justification must also include a plan to replenish the Reserve Fund. The use of the fund must be approved by a super majority vote of the Board (two-thirds).