Considerations for Non-Profit Board Members in the times of COVID-19

Introduction

The novel coronavirus (COVID-19) continues to impact the lives of millions of Canadians and millions more around the world. Many nonprofits and their boards are facing difficult questions and decisions. As matters rapidly evolve, boards needs to provide steady and flexible leadership in partnership with and in support of the CEO and organization in the areas of strategy, communication, finances, and human resources.

Strategy

Amongst its many responsibilities, boards must actively participate in an overall planning process for an organization and support the implementation and monitoring  of the plan’s goals. While the CEO is responsible executing these plans, the board should be reviewing and responding to the organization’s strategy, and providing feedback. It is crucial that the board and CEO consider the impact of COVID-19 on the organization. As the board reviews plans, it should consider:

  • How does COVID-19 impact the organization’s operations?
  • What mitigation planning is in place?
  • Is additional expertise required to manage any potential impact?

A variety of perspectives should be considered in developing a response including from a human resources specialist, a financial officer, and a lawyer. A response should be guided by the board but implemented by the CEO.  As stewards of the organization, the board must be sensitive to the existence of risk, set the tone for dealing with it, and ensure that proper processes and tools are in place to keep the organization safe and ready to act if a situation demands it.

Communication

As organizations try to plan for the future, the board, in partnership with the CEO, should be continuously monitoring the situation and assessing any potential risks that might arise as the COVID-19 issue evolves. These are challenging times, and it is important for the board and staff to come together and develop a plan that will help the organization survive. A crisis response plan might include a strategy to communicate with stakeholders, staff and the public and logistics for convening meetings.

Finances

Boards must be cognizant to impacts to the organization’s finances or investments. COVID-19’s impact on the economy remains uncertain, and the board and CEO must think about the organization’s ability to secure future grants or donations, what resources are required to adapt to recommendations for  social distancing, and how cancelled programs or fundraisers will influence the budget. This conversation should consider the short-term and long -term viability of the organization’s assets and whether the organization should run a deficit.

Human Resources

Every organization should have a plan in place if someone in the organization or a stakeholder accessing the organization’s services is diagnosed with COVID-19. The board should be updated on any decisions or policies made such as cancelling events or services or directing staff to work at home. As leaders, it is the role of the CEO and board to make sure that staff, stakeholders, and volunteers know how to protect themselves and the community.

The CEO and board may face a difficult decision in relation to maintaining levels of staffing during the crisis. AN understanding of the organization’s legal obligations to staff is critical in assessing whether changes are required.

Conclusion

Crisis response and communication planning is never done. Once a communication plan has been established, it is the board’s role to continue to support the CEO and organization. This means maintaining communication that is consistent with the organization’s response and supporting the CEO to manage the organization’s finances, relationship with stakeholders and staff.

For more information, please contact:

 

Jennifer D. Pereira, QC

306.933.1320

Email: [email protected]

COVID-19: Information for Employers

Candice Grant has supplied a handout for employers giving them useful tips on how to manage the workplace during the Covid-19 pandemic.

Introduction

As an employer, you may have concerns about how to manage your business and protect the health and safety of your employees during the COVID-19 pandemic. Below, we have addressed some of the common questions we have heard from employers. This information, which is current as of the date of publication (March 13, 2020), is not legal advice and we recommend consulting with your legal advisors for advice which is specific to your business.

Occupational Health and Safety

The Saskatchewan Employment Act imposes upon every employer an obligation to ensure, insofar as is reasonably practicable, the health, safety and welfare at work of all of the employer’s workers. This obligation includes a requirement to take reasonable preventative steps to ensure that the health, safety and welfare of employees is not harmed by an infectious disease such as COVID-19 in the course of their employment.

What constitutes “reasonable” steps will depend on the nature of the workplace (for instance, whether the employees interact with members of the public, whether tools or electronics are shared with other workers, whether employees have an ability to work remotely). An employer should carefully consider the potential sources of risk to employees in the course of their work, and what reasonable steps might be taken to alleviate those risks.

Employers may find it helpful to have a robust and comprehensive policy which outlines the responses that the organization will take in response to a pandemic.

Refusal to Work

Workers in Saskatchewan have the right to refuse to perform unsafe work if the employee has reasonable grounds to believe that the work is unusually dangerous to their health or safety (or the health or safety of any other person at the place of employment).

Any claim by an employee that it is unsafe to work is a serious matter which must be investigated by the employer. As indicated above, the employer must take all reasonable measures to protect the health and safety of its employees. It is not yet clear whether employees in Saskatchewan may be justified in refusing work because of potential for exposure to COVID-19. In the meantime, employers are encouraged to work with their employees to find solutions which address the employees’ concerns, while allowing the employer to continue to carry on business.

Absences from Work

Generally speaking, and as with any other illness, if an employee discloses that they are not feeling well or are showing symptoms which are consistent with COVID-19, it is reasonable for the employer to request that the employee refrain from reporting to work until they are well. In addition, the employer should have regard for the latest provincial and federal directions regarding the self-isolation of employees who have travelled or been in contact with others who may have been exposed. In some cases, it may be possible to allow the employee to work from home during a period of minor illness or self-isolation.

An absence due to COVID-19 should be handled the same as any other absence due to illness. Under The Saskatchewan Employment Act, an employee is generally not entitled to be paid while absent from work; however, some employees have entitlement to paid sick leave under a workplace policy, collective agreement or other employment contract.

The Saskatchewan Employment Act protects the jobs of employees who are absent from work due to illness or serious illness for up to 12 weeks. In addition, The Saskatchewan Human Rights Code, 2018 protects employees from discrimination on the basis of a prohibited ground, including disability. We strongly recommend that employers seek out legal advice specific to their situation before making any long term decisions with respect to their employees.

For further information, please contact:

Candice D. Grant

Direct: 306.933.1304

Email: [email protected]

Jared Epp Contributes to Construction Contract Administration Program

Construction Specifications Canada (CSC) offers quality education programs for the betterment of the construction community. Included in their offerings is the Construction Contract Administration (CCA) program.The objective of the CCA program is to improve construction contract administration by providing education related to the administration and enforcement of contract requirements during the construction phase of the project.

Jared Epp supported the program by instructing three modules of this program:

  • Changes in the work
  • Contract law and dispute resolution
  • Bid change mechanisms

 

 

Bidding and Tendering Law with Alexandre and Epp

Misty Alexandre and Jared Epp jointly presented “Don’t Get Burned by Bid Law – Top Tips to Avoid Disqualified Bids” as a Lunch and Learn session for the Saskatoon Construction Association on February 28, 2020.  Topics covered included the basic principles of bidding and tendering law along with how to avoid common but completely avoidable errors that result in disqualified bids.

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