Governance policy issued by the board of directors of Accessibility Standards Canada

1. Interpretation

The definitions in By-law number 1 apply to this Governance policy:

Independents or Independent members means people who at the time of their appointment as a Committee member are not a:

  • Director; or
  • Accessibility Standards Canada Public officer.

NCR means the National Capital Region.

2. Introduction

2.1 Accessibility Standards Canada

2.1.1 The Act created Accessibility Standards Canada. Its mandate is to contribute to the realization of a barrier-free Canada.

2.2 Governance policy of Accessibility Standards Canada

2.2.1 The Board made this Governance policy based on the authority to do so in the By-law.

2.2.2 This Governance policy sets our provisions about the:

  1. governance of the Board
  2. application of the By-law

3. Accessibility

3.1.1 The following must follow the Accessibility Policy of Accessibility Standards Canada:

  1. the conduct of Board and Standing committee meetings
  2. activities between these meetings
  3. all documents sent or posted online as per this Governance policy

3.1.2 All meetings must be conducted in an inclusive manner. They must include accessibility features and address accommodations. They must also allow for the full and equal participation of:

  1. Directors
  2. the CEO
  3. Public officers
  4. guests

3.1.3 Individuals may register to attend Annual public meetings. These meetings must allow for their full and equal participation. Accessibility Standards Canada will do so based on all reasonable accommodations requested

4. Board of director meetings

4.1 Number of meetings

4.1.1 The Board must hold at least 3 Regular meetings each fiscal year. The Board must not hold more than 5 Regular meetings in a fiscal year. The fiscal year starts on April 1 and ends on March 31 the following year.

4.1.2 The Board may hold Special meetings as needed to meet its mandate. The Board should seek to limit the number of Special meetings to no more than 5 in a fiscal year.

4.2 Annual meeting calendar

4.2.1 The Board must make an annual meeting calendar once each fiscal year for the following fiscal year. This is done as part of the Board’s strategic planning. The calendar must indicate:

  1. all Regular meetings including the Annual public meeting
  2. the week or at least the month of each meeting
  3. the city or at least the province or territory where each meeting will be held

4.3 Regular meetings

4.3.1 The Board must hold at least one Regular meeting in the NCR each fiscal year if it plans to hold one or more of these meetings face-to-face. Regular meetings in other locations must be held in Canada. The Board should endeavour to meet in all regions of the country over time.

4.3.2 Directors may join Regular meetings held face-to-face by:

  1. teleconference
  2. videoconference
  3. other accessible virtual platforms

Directors who join in these ways are considered to be present at the meeting. Directors are encouraged to join Regular meetings in person.

4.3.3 Directors must inform the Chairperson or Vice-Chairperson if they cannot attend a Regular meeting. They must make note of the reason why they cannot attend. Directors who do not do so are considered to have an unauthorized absence.

4.3.4 The Chairperson decides the specific time of Regular meetings and place for meetings held face-to-face. The Chairperson works with the Vice-Chairperson and CEO to do so. Directors and the CEO must receive at least 30 calendar days notice before a meeting.

4.3.5 The CEO decides which Public officers will attend meetings. The Chairperson decides which guests from outside Accessibility Standards Canada will attend meetings. The Chairperson works with the Vice-Chairperson and CEO to do so. Public officers and guests may be invited to:

  1. present an agenda item
  2. support discussion of an agenda item

4.3.6 Agendas for Regular meetings held face-to-face may be up to a maximum of 4 business days in a calendar week.

4.3.7 Agendas for Regular meetings held virtually may be up to a maximum of 4 hours per day over 3 business days in a calendar week.

4.3.8 The Chairperson decides on Regular meeting agendas. The Chairperson works with the Vice-Chairperson and CEO to do so. These agendas should at least include:

  1. roll call (taking attendance) to open the meeting
  2. approval of the meeting agenda
  3. the adoption of minutes from a past Regular meeting and any Annual public meeting or Special meeting held in the meantime
  4. business arising from the minutes
  5. correspondence and updates
  6. reports from the Chairperson, CEO and Chief or Deputy Chief Financial Officer
  7. an update from the CEO or senior Accessibility Standards Canada official on risk management
  8. updates from Standing committees and any active Advisory committee
  9. the forward agenda
  10. an annual calendar update
  11. updates on/from Technical committees
  12. items for decision and motion statement
  13. the open agenda item “other business”
  14. Generative (creative) discussion topics
  15. an in-camera session

4.3.9 Directors may propose an agenda item for the Board’s forward agenda during Regular meetings. Directors may also do so at any time by emailing the Chairperson and Vice-Chairperson.

4.3.10 Directors must receive the draft agenda at least 45 calendar days before a Regular meeting. Directors have 7 calendar days to propose a new agenda item or other changes. The updated agenda must be sent to Directors and the CEO at least 30 calendar days before the meeting.

4.3.11 Directors may propose an agenda item for the open agenda item “other business” before or during a Regular meeting by:

  1. emailing the Chairperson at least 3 calendar days before the meeting
  2. making a motion during the meeting

Directors may propose any item as “other business”. However, this agenda item should generally be used for items that are for information or discussion, and do not require meeting materials.

4.3.12 Generative (creative) discussion topics are for items that apply broadly to accessibility or disability. They may also help the Board think about its work. Directors may propose a new discussion topic before a meeting by:

  1. proposing the topic during a meeting for the next meeting or
  2. emailing the Internal Affairs Committee at least 45 calendar days before a meeting

The Director who proposes the topic will be asked to introduce it at the Board meeting and support discussion with the committee.

4.3.13 The Chairperson decides on the type of meeting materials required to support Regular meetings. The Chairperson works with the Vice-Chairperson and CEO to do so. Accessible meeting materials must be sent to Directors and the CEO at least 7 calendar days before a meeting. Materials must be in good enough shape to support Board discussion and decision-making.

4.3.14 The Corporate secretariat keeps the minutes of Regular meetings. Regular meeting minutes should include:

  1. attendance of Directors and the CEO
  2. attendance of Public officers and guests
  3. the title of each agenda item
  4. the title of each meeting material
  5. a brief summary of each agenda item
  6. each motion voted on, if it was carried, and if it included an action item

4.3.15 The Corporate secretariat seeks approval of the minutes after the Regular meeting from:

  1. the CEO or delegated senior Accessibility Standards Canada official
  2. Chairperson
  3. Vice-Chairperson

The Corporate secretariat sends the minutes to Directors for information after approval. It also includes the minutes in the meeting agenda of the next Regular meeting for adoption. It may also include the minutes in the agenda of the next Special meeting if the Chairperson considers this appropriate. The Chairperson works with the Vice-Chairperson and CEO to do so.

The minutes as adopted must be sent to Directors and the CEO within 30 calendar days of the Regular meeting if adopted with modifications.

4.3.16 Regular meeting minutes must be:

  1. available to the public
  2. posted online in an accessible format within 60 calendar days of the meeting where approved
  3. made available in alternate formats upon request

4.4 Annual public meeting

4.4.1 Annual public meetings are normally held face-to-face. The Board may hold the meeting at any location in Canada as considered appropriate by the Board. The Board may also hold the meeting virtually where considered appropriate by the Board. This is for exceptional reasons not allowing a face-to-face meeting.

4.4.2 The provision about the specific timing and place for Annual public meetings is the same as for Regular meetings. There is an exception and at least 45 calendar days before a meeting notice of the Annual public meeting must be:

  1. sent to Directors and the CEO
  2. available to the public
  3. posted online in an accessible format

The notice must also be made available in alternate formats upon request.

4.4.3 Individuals and organizations should register to attend an Annual public meeting. Registrants may request accommodations. The notice of meetings should include a registration deadline that is 15 days before the meeting.

4.4.4 Individuals and organizations may make submissions to the Board before an Annual public meeting. They may request that the Board address an item and include the details in their submission. The notice of meetings should include a submission deadline that is 30 days after the day the notice is posted. The Board should respond to all requests and say if the item will be addressed or not. If the item will not be addressed at the meeting, the Board should address it in writing or in other ways.

4.4.5 The provision about the attendance of Public officers and guests for Annual public meetings is the same as for Regular meetings.

4.4.6 The public part of the Annual public meeting agenda may be up to a maximum of 1 business day.

4.4.7 The Chairperson decides on Annual public meeting agendas. The Chairperson works with the Vice-Chairperson and CEO to do so. These agendas should at least include:

  1. comments from the Chairperson and CEO
  2. departmental reporting and planning highlights
  3. guest speakers when present
  4. submissions made by individuals or organizations that will be addressed at the meeting
  5. an open session for questions and answers

At least 20 calendar days before a meeting agendas must be:

  1. sent to Directors and the CEO
  2. available to the public
  3. posted online in an accessible format

The agenda must also be made available in alternate formats upon request.

4.4.8 The Chairperson decides on the type of meeting materials required to support Annual public meetings. The Chairperson works with the Vice-Chairperson and CEO to do so. Accessible meeting materials must be sent to Directors, the CEO and registrants at least 7 calendar days before a meeting. The materials must also be made available in alternate formats upon request.

4.4.9 The provision about Annual public meeting minutes are the same as for Regular meetings except that Annual public meeting minutes should include:

  1. attendance of Directors and the CEO
  2. attendance of Public officers and guests
  3. attendance of registered organizations
  4. the title of each agenda item
  5. the title of each meeting material
  6. a brief summary of each agenda item

Annual public meeting minutes will be kept separately from the minutes of any Regular meeting before or after an Annual public meeting. They will also be posted online separate from Regular meeting minutes.

4.5 Special meetings

4.5.1 Special meetings may be called by the Chairperson, Vice-Chairperson or CEO. They are generally held for an item that requires attention or decision before the next Regular meeting.

4.5.2 Special meetings should not be longer than 2 hours recognizing:

  1. the purpose of such meetings
  2. limitations of meetings held by such means

4.5.3 The provision about the specific timing for Special meetings is the same as for Regular meetings. There is an exception and notice of Special meetings must be sent to Directors and the CEO at least 7 calendar days before a meeting.

4.5.4 The provision about the attendance of Public officers and guests for Special meetings is the same as for Regular meetings.

4.5.5 The provision about the type of meeting materials for Special meetings is the same as for Regular meetings. There is an exception and they must be sent at least 5 calendar days before a meeting.

4.5.6 The Chairperson decides on Special meeting agendas. The Chairperson works with the Vice-Chairperson and CEO to do so. These agendas should at least include:

  1. roll call (taking attendance) to open the meeting
  2. approval of the meeting agenda
  3. items for decision and motion statement

Only the agenda items included in the proposed agenda may be addressed by the Board. Special meeting agendas must not include the open agenda item “other business”.

Meeting agendas must be sent to Directors and the CEO at least 5 calendar days before a meeting.

4.5.7 The provisions about Special meeting minutes are the same as for Regular meetings.

4.6 Conduct of meetings

4.6.1 The Chairperson or Vice-Chairperson must be present at meetings in order for a meeting to take place. This is unless a Director has been approved by the Minister to act as Chairperson for up to 90 days. The Vice-Chairperson acts as Chairperson in presiding over Board meetings if the Chairperson cannot attend all or part of a meeting. The Board may choose a Director to act as Chair if the Chairperson and Vice-Chairperson have to leave a meeting for urgent business. This Director would do so until the Chairperson or Vice-Chairperson returns to the meeting.

4.6.2 Directors interested in speaking should indicate their interest to the Chairperson. The Chairperson will:

  1. keep a list of speakers during meetings
  2. communicate to Directors the order of speakers on the list

4.6.3 Motions may be made by any Director. The CEO may suggest motions to the Board. Motions may be made before meetings for inclusion in the meeting agenda. They may also be made at any point during the meeting. Before discussion of a motion, a Director must move (suggest) the motion and another Director second it (agree), in order for it to be discussed.

4.6.4 The Board must try to operate on the principle of consensus-based decision making. Consensus means that:

  1. Directors substantially agree with a motion
  2. all significant concerns and comments have been resolved
  3. a motion is carried by more than a majority of Directors but not necessarily by all Directors

Consensus requires that all concerns and comments are discussed fully and fairly before a motion is voted on.

4.6.5 The Chairperson must assist the Board in making their decisions by consensus by:

  1. encouraging discussion after a motion has been made
  2. making sure that each concern or comment raised is discussed fully and fairly
  3. asking Directors if it would be helpful for the Chairperson to summarize discussion to reflect the “sense of the discussion”
  4. providing opportunity for the Director who first made the motion to change it or changing the motion on behalf of the Director as required

4.7 In-camera sessions

4.7.1 The Board should generally seek to limit the use of in-camera sessions. This is in keeping with the values that guide Accessibility Standards Canada. It values open communication.

4.7.2 In-camera sessions provide the Board an opportunity to have discussions in confidence during Regular meetings. While they are for Directors only, the Chairperson will usually invite the CEO to attend. The Chairperson may also request that select Public officers attend.

4.7.3 In-camera sessions are always included as an agenda item. A motion must be made and carried to use them. Motions to use them may be made by any Director. A motion can be made at any point during a meeting.

4.7.4 Any proposed motion coming from an in-camera session must be made and carried in open meeting. Once an in-camera session ends either:

  1. the Public officer taking minutes is invited to rejoin the open meeting to take the minutes of the session or
  2. the Board assigns a Director to take the minutes of the session and send them to the Corporate secretariat after the meeting

4.7.5 The Chairperson must debrief the CEO on the general nature of in-camera discussions after the Regular meeting. This is the case for all discussions and especially for sessions about the CEO’s evaluation and performance.

4.8 Conduct between meetings

4.8.1 Any Director may make a motion for an item to be voted on between meetings by email. The CEO may suggest a motion to the Board. Directors and the CEO must make motions to the Chairperson and Vice-Chairperson by email.

4.8.2 The Chairperson administers voting through email by:

  1. presenting the motion to the Board and giving a voting period of 48 or 24 hours
  2. receiving and counting votes after the voting period

The Corporate secretariat may administer voting for the Chairperson if asked to do so.

4.8.3 The Board should consider voting on items by way of Special meeting if the item could benefit from more discussion. This supports the goal of making decisions by consensus. The Board must vote on any item by way of Special meeting if such a meeting is called for by the Chairperson, Vice-Chairperson or CEO.

4.9 Voting

4.9.1 Directors may vote yes or no, or even give up their vote.

4.9.2 Directors cast their vote or abstain by indicating their decision to the Chairperson during meetings. Any Director may make a motion for a vote to be administered as a written or private vote for a Regular meeting held face-to-face. This motion is considered to be approved by the Board as a whole if seconded by another Director.

4.9.3 The Chairperson must indicate the count of votes during meetings and by email between meetings.

4.9.4 The Chairperson and Vice-Chairperson may vote. Their votes are counted in the same form as other Directors.

4.9.5 Proxy (representing another Director) votes are not allowed. Directors who cannot attend a meeting or vote between meetings may not vote in any other way.

4.9.6 A lost motion may be made again on the basis of changes or other considerations.

4.9.7 The Board must vote on all motions made and accepted. The Board must also vote on any other matter that would constitute a decision of the Board.

4.10 Director Resignation

4.10.1 A Director may resign at any time by writing a letter of resignation, and submitting it by regular mail or email to the CEO, with a copy to the Chairperson.

4.10.2 When the CEO receives a resignation letter, they will inform the Minister and the Clerk of the Privy Council by sending a copy of the letter by email or regular mail within fifteen (15) days of receiving it.

4.10.3 The CEO will inform CFO of the departure, so that on the resignation date they may:

  1. restrict access to confidential board information
  2. update communication and email lists
  3. update the website and any relevant social media
  4. arrange to retrieve any government assets including confidential board information, if necessary
  5. make changes to the pay system
  6. take other action as required

5. Evaluations

5.1 Creating evaluation mechanisms

5.1.1 The Board must create mechanisms for the annual performance evaluation of:

  1. the Board
  2. Standing committees and Advisory committees
  3. the CEO

The Board must also make sure to review these mechanisms at least every 2 years. This will help make sure they are efficient and effective.

6. Standing committees of the Board

6.1 Current Standing committees

6.1.1 The Board must appoint a minimum of two Standing committees:

  1. an Internal Affairs Committee of up to 5 Directors
  2. an External Affairs Committee of up to 5 Directors

6.1.2 The Internal Affairs Committee is responsible for all internal issues including but not limited to communications, governance, strategic planning, performance evaluation and other tasks as amended from time to time.

6.1.3 The External Affairs Committee is responsible for all external matters including but not limited to the Annual public meeting, consultations, promotional communications, stakeholder engagement and other tasks as amended from time to time.

7. Terms of reference for Standing committees

7.1 Standing committees membership

7.1.1 Each Director, except the Chairperson, will sit on either the Internal Affairs Committee or the External Affairs Committee.

7.2 Term

7.2.1 Committee member terms start as soon as the Board approves their appointment. Members may serve for a term no longer than 2 years. Terms should generally be for a 2 year period to make sure there is continuity. The term can be renewed by the Board. The term of Committee members who are Directors cannot go beyond their term as Directors.

7.3 Appointment

7.3.1 The Chairperson suggests the appointment of Directors to Standing committees. The Board approves appointments. The suggestion and Board approval must indicate how long the term of Committee members will be.

7.3.2 A Director who is in the final fiscal year of their Board term cannot be a Committee chair.

7.3.3 The Chairperson suggests a replacement if a Director who is not the Committee chair resigns or can no longer be a Committee member. The Board approves these appointments.

7.3.4 The Chairperson decides who will act as Committee chair if a Committee chair resigns or can no longer be Committee chair. This Director will act as Committee chair until the Board appoints a new Committee chair.

7.4 Roles

7.4.1 Standing committees are responsible for:

  1. reviewing best practices and any new federal requirements to inform their work
  2. ongoing review and assessment of matters within the scope of their work
  3. advising the Board on any issues related to matters within the scope of their work that the committee decides the Board should be made aware of
  4. providing annual work plans to the Board for approval at the beginning of each fiscal year
  5. taking into account Board direction and requests
  6. taking into account any general direction from the Minister to Accessibility Standards Canada related to their work
  7. making suggestions to the Board including by giving strategic advice and direction
  8. any other duties and responsibilities given by the Board
  9. informing the Board as soon as possible in writing if a Committee member resigns or can no longer be a member
  10. informing the Board as soon as possible in writing if a Committee chair resigns or can no longer be chair
  11. the responsibilities outlined in the terms of reference as they apply to each of the current Standing committees

7.4.2 The Committee chair is responsible for:

  1. working with Committee members to create an annual meeting calendar and work plan
  2. working with Committee members to decide on the following with support from Public officers:
    • meeting agendas
    • the time and place of meetings
    • the participation of guests from outside Accessibility Standards Canada
    • the type of meeting materials required to support each meeting
  3. presiding over meetings and assisting the committee in operating by consensus-based decision making
  4. providing updates to the Board during Regular meetings
  5. Making sure the following are sent to the Chairperson, Vice-Chairperson and CEO:
    • notice of meetings
    • meeting agendas
    • meeting materials
    • meeting minutes
  6. inviting the Chairperson or CEO to attend all or part of a meeting
  7. seeking the approvals needed from the Board and providing suggestions to the Board
  8. informing the Board in writing if a Committee member has 3 consecutive unauthorized absences from committee meetings

7.4.3 Committee members are responsible for:

  1. attending committee meetings
  2. contributing to discussion and voting as well as other committee activities
  3. applying their experience and expertise to committee matters
  4. raising concerns and comments with the goal of achieving excellence, and advancing accessibility and inclusion

7.4.4 The CEO is responsible for:

  1. deciding which Public officers who will regularly attend and support meetings.

7.5 Standing committee meetings

7.5.1 Standing committees may meet as needed and as the committee considers appropriate for the matters under review.

7.5.2 Standing committees must meet at least 2 times each fiscal year. They must not meet more than reasonably needed. Standing committees should generally meet by:

  1. teleconference
  2. videoconference
  3. other accessible virtual platforms

Standing committees should seek to hold face-to-face meetings before or after a Regular meeting of the Board held face-to-face. They must seek approval from the CEO to hold a face-to-face meeting. The CEO may ask a senior Accessibility Standards Canada official with proper delegation to approve.

7.5.3 Committee members may join face-to-face meetings by:

  1. teleconference
  2. videoconference
  3. other accessible virtual platforms

Committee members who join in these ways are considered to be present at the meeting.

7.5.4 Committee members must inform the Committee chair if they cannot attend a committee meeting. They must make note of the reason why they cannot attend. Committee members who do not do so are considered to have an unauthorized absence.

7.5.5 Before meeting face-to-face Standing committees must seek:

  1. recommendation from the Chairperson and CEO
  2. approval from the CEO or delegate

To do so they must include the agenda for the proposed meeting. They must also include the estimated travel expenses and per diems.

7.5.6 Committee members may have their travel expenses reimbursed when travelling for committee business. They may also get a travel per diem.

7.5.7 Committee members who are Directors may receive a salary per diem when preparing for and attending committee meetings.

7.5.8 Agendas for face-to-face meetings must include enough content and material to require a meeting of at least 1 full day. These meetings may be longer up to 2 business days in a calendar week if there is enough content and material. Face-to-face meetings may be less than 1 full day if there are no extra travel expenses, such as when meetings are held before or after a Regular meeting of the Board held face-to-face.

7.5.9 Meeting materials must be in good enough shape to support committee discussion and decision-making. Materials must be in accessible formats for Committee members.

7.5.10 Public officers keep the minutes of meetings to send to the Chairperson and CEO. Minutes should include:

  1. attendance of Committee members
  2. attendance of other Public officers and guests
  3. the title of each agenda item
  4. the title of each meeting material
  5. a brief summary of each agenda item
  6. a record of decisions

7.5.11 In-camera meetings or sessions of meetings provide the committee an opportunity to have discussions in confidence. While they are for Committee members only, the Committee chair may invite the Chairperson or CEO to attend.

7.5.12 A decision must be made to go in-camera. Decisions to do so may be suggested by any Committee member before or at any point during a meeting.

7.5.13 Any proposed decision coming from an in-camera meeting or session of a meeting must be made in open meeting.

7.6 Authority of Standing committees

7.6.1 Standing committees can make suggestions to the Board. They may only make decisions in respect of their activities and in line with their terms of reference.

7.7 Standing committee decisions

7.7.1 Quorum is the currently serving Committee members less one member.

7.7.2 Committee decisions must be made by a majority of currently serving Committee members. They must also be properly recorded.

7.8 Internal Affairs Committee

Governance

7.8.1 The Internal Affairs Committee will give strategic advice and direction to the Board about:

  1. the By-law
  2. Governance policy
  3. other policies or procedures of the Board
  4. other governance issues

7.8.2 The Internal Affairs Committee must create, maintain and regularly review the following:

  1. a mechanism for the review of By-law
  2. a mechanism for the review of Governance policy
  3. the orientation materials and program for new Directors
  4. materials or programs to support the development or training of current Directors
  5. a code of conduct about the conduct of the Board that includes
    • a values statement for the Board
    • provisions about conflict of interest
    • provisions about disclosures of wrongdoing
    • other provisions based on the committee's review and assessment
  6. a guideline about the travel and pay of Directors
  7. any other policy or procedure as requested by the Board

The committee must make initial suggestions to the Board about these matters by the deadlines decided on by the Board. Ongoing, the committee must also suggest any changes, or any new policies or procedures, as requested by the Board or otherwise needed.

Strategic planning

7.8.3 The Internal Affairs Committee will give strategic advice and direction to the Board about:

  1. strategic planning for the Board and Accessibility Standards Canada

7.8.4 The Internal Affairs Committee must oversee an annual discussion of strategic planning for the Board. The committee must also oversee regular discussions during the year. These discussions should at least consider:

  1. Board’s annual meeting calendar
  2. strategic direction for Accessibility Standards Canada in line with Treasury Board policies and directives
  3. strategic direction and priorities for creating and revising accessibility standards
  4. strategic direction and priorities for research in line with the Accessibility Standards Canada Grant and Contribution Program Terms and Conditions
  5. the risk management of Accessibility Standards Canada

7.8.5 The Internal Affairs Committee must create, maintain and regularly review the following:

  1. mechanisms for an annual and regular discussions of strategic planning
  2. a 3 year strategic plan for the Board and Accessibility Standards Canada that includes an implementation plan
  3. the mission, vision and values for Accessibility Standards Canada
  4. a long-term vision for Accessibility Standards Canada to meet its mandate to contribute to the realization of a Canada without barriers on or before January 1, 2040
  5. the Board’s annual meeting calendar
  6. a list of generative (creative) discussion topics

The committee must make initial suggestions to the Board about these matters by the deadlines decided on by the Board. Ongoing, the committee must also suggest any changes, as requested by the Board or otherwise needed. The long-term vision will be reviewed every 3 years.

7.8.6 The Internal Affairs Committee is responsible for:

  1. identifying development or training needs of current Directors relative to the strategic plan
  2. the development of evaluation and performance areas for the Board, Standing committees and CEO relative to the strategic plan

Performance appraisal

7.8.7 The Internal Affairs Committee will give strategic advice and direction to the Board about the evaluation and performance of:

  1. the Board
  2. Standing committees and Advisory committees
  3. the CEO

7.8.8 The Internal Affairs Committee must review the effectiveness and efficiency of the Board and CEO in fulfilling their role. The committee works with the Board and CEO to do so. These reviews are done as needed. They should at least consider:;

  1. how many Regular meetings and Special meetings are held each fiscal year and how long they are
  2. type and quality of meeting materials and if there is enough content and material
  3. quality of meeting minutes
  4. attendance of Directors, Public officers and guests
  5. how Regular meetings and Special meetings are set up
  6. conduct of meetings, including consensus-based decision making, and conduct between meetings
  7. quality and usefulness of meeting evaluation forms
  8. communications between the Board, CEO and Corporate secretariat

7.8.9 The Internal Affairs Committee must create, maintain and regularly review the following:

  1. a mechanism for the self-review process as per the preceding provision
  2. a mechanism for the annual evaluation of the Board’s performance
  3. a mechanism for the annual evaluation of the Board's committees' performance
  4. a mechanism for the annual evaluation of the CEO’s performance

The committee must make initial suggestions to the Board about these matters by the deadlines decided on by the Board. Ongoing, the committee must also suggest any changes, as requested by the Board or otherwise needed.

7.9 External Affairs Committee

7.9.1 The External Affairs Committee’s purpose is to give strategic advice and direction to the Board about the:

  1. involvement of people with disabilities in Accessibility Standards Canada activities
  2. engagement of external stakeholders

7.9.2 The External Affairs Committee must oversee an annual discussion of external engagement plans and priorities. The committee must also oversee regular discussions during the year. These discussions should at least consider:

  1. the involvement of people with disabilities and stakeholders in Accessibility Standards Canada’s activities through broad engagement and consultation approaches
  2. the engagement of other stakeholders such as:
    • other federal organizations
    • provincial and territorial governments
    • other levels of government
    • Indigenous Canadians and stakeholders
    • the federally regulated private sector
    • others
  3. the incorporation of best practices for accessible communications and Accessibility Standards Canada’s branding
  4. the Board’s Annual public meeting
  5. guests who may be invited to speak to the Board at meetings

7.9.3 The External Affairs Committee must create, maintain and regularly review the following:

  1. Annual and regular discussions of communications and public engagement strategies
  2. The tone of Accessibility Standards Canada’s departmental plans and reports
  3. Guidelines on how people with disabilities are represented
  4. The materials and processes for the Board’s Annual public meeting

The committee must make initial suggestions to the Board about these matters by the deadlines decided on by the Board. Ongoing, the committee must also suggest any changes, as requested by the Board or otherwise needed.

8. Governance policy review and amendment

8.1 Review

8.1.1 The Board must create a mechanism for reviewing this Governance policy at least every 4 years.

8.2 Amendment

8.2.1 This Governance policy may be amended by way of motion in line with the provisions about quorum and voting in the By-law. The motion must be made and carried during a Regular meeting or special meeting.

9. Effective date and posting online

9.1 Effective date

9.1.1 This Governance policy takes effect on November 25, 2019. It includes changes effective as of September 14, 2021.

9.2 Posting online

9.2.1 This Governance policy and any changes must be:

  1. available to the public
  2. posted online in an accessible format within 45 calendar days of the effective date
  3. made available in alternate formats upon request