3.0 Event Management
All events, whether intended for internal or external audiences should be planned and executed in keeping with all GECDSB codes of conduct and in strict observance of the Education Act and the Municipal Freedom of Information and Protection of Privacy Acts. Consideration should be given to maintaining consistency with approved messages and themes suggested by the Board.
Board-wide public relations or media events will be coordinated through the Director of Education鈥檚 office with input from the Public Relations Officer and the appropriate members of senior administration. When a Board-wide event is staged at or with the cooperation of an individual school, the Principal will be consulted.
Individual schools producing or managing events may request and expect assistance in promotions or public relations from the P.R.O. and/or the Director鈥檚 office.
3.1 Protocol for Working with Trustees
Introduction
Protocol is the combination of courtesy and common sense. The following guidelines ensure the use of proper etiquette when Trustees interact with school communities and that due respect is accorded these elected officials.
Roles and Responsibilities
Trustees are elected to 4-year terms. Each year the 10-member Board selects a chairperson and vice-chair to preside over meetings and act as primary spokespersons for Board initiatives and decisions.
The Board of Trustees establishes policies that govern the provision of education in its school district.
The Board hires and is responsible for the performance of the Director of Education and is responsible for his/her performance.
Individual Trustees have no independent decision-making or operational authority, however while they are expected to act in the broad public interest with loyalty to the Board, they must advocate at the Board table for the interests of their electoral constituency.
Keeping Trustees Informed
Trustees are high profile ambassadors for our Board; therefore, it is important that they are kept informed of possible sensitive issues, events, activities and successes - Board-wide and at the schools in the areas they represent.
Include the area Trustee(s) on mailing lists for newsletters, schools periodicals and bulletins.
For Events Organized by Schools
School administrators or event organizers may contact their Trustee(s) directly with invitations to attend occasions, functions or celebrations at the school.
Invitations may be made via e-mail, phone or traditional mail. Contact information is available on the Board website () or through the office of the Director of Education.
* Always request an RSVP with a reasonable period for the Trustee to respond. If no response to the invitation has been forthcoming, a reminder from the Principal is appropriate, however if there is no immediate response to the reminder, it can be fairly assumed that the Trustee will not be attending.
Trustees should be provided with as many details of the event as possible including: purpose, date, time, location, directions, parking, other invited guests and potential audience. If the Trustee has been asked to bring greetings or make a presentation* the event organizer should also be prepared to provide information that assists the Trustee prepare remarks.
* It is acceptable to inform the Trustee of the amount of time allocated to their remarks or presentation.
If the Chairperson of the Board of Trustees is in attendance they will always speak on behalf of the Board.**
**If the Chairperson of the Board of Trustees has been invited but is unable to attend or feels it is appropriate, the responsibility may be delegated to another Trustee.
If a public introduction of the Trustee is required, a brief biography is available on the Board鈥檚 website. If more information is required please contact the Executive Assistant to the Director of Education or the Public Relations Officer.
Even if the invited Trustee is not scheduled to speak, he/she should be suitably recognized as in attendance.
Seating for Trustees should be reserved in an appropriate area.
As a general rule, if a Trustee has been asked to speak, they should have precedence in the program.***
***An exception is when the area Member of Provincial Parliament or other high-ranking, elected Provincial government official is also among the scheduled speakers.
Always confirm the correct spelling and pronunciation of the Trustee鈥檚 name.
Proper Titles
Chairperson of the Board of Trustees, Vice-chairperson of the Board of Trustees and Trustee for (Ward or Region)
3.2 Labour Relations
All communications regarding labour relations or related issues will be conducted through the office of the Chairperson of the Board of Trustees (unless otherwise decided by the board), the Director of Education and the Superintendent of Human Resources.
The GECDSB respects and acknowledges the value of all staff. It is our goal to have open and honest dialogue with employees and the collective bargaining organizations which represent them. We welcome their input and inquiries.
It is essential that all staff appreciate that they are partners with the Board in the promotion and growth of public education. Every employee is a communicator and an important contributor to the reputation and the public perception developed of the GECDSB.
3.3 Internal Communication
During the consideration of Board announcements or the development of programs, thought must be given to the timing and means for informing all our internal audiences. Before or in concert with the release of information publicly, every effort should be made to ensure that our internal audiences are made aware of what is happening.
3.4 Communicating in a Crisis Situation
Certain situations have been identified in the GECDSB Emergency Response Manual (hereafter referred to as E.R.M.) 鈥� (updated annually) - requiring the utilization of crisis situation procedures. This may include any incident that threatens the well-being of students, staff or volunteers in a school or work site, whether it is an accidental injury, fire, violent episode, or other situation deemed to be an emergency or crisis.
Communication under these circumstances must be accurate, yet expeditious and flow through the proper channels.
While the Chairperson of the Board and Trustees will be kept fully informed, the Director of Education - or an appointed delegate - is the only person who will communicate directly with the media during a crisis situation.
The Executive Assistant to the Director and the P.R.O. will coordinate all media releases and interview opportunities.
During situations when the media arrives at the site, staff and students still in the area should be encouraged to refer all media inquiries to the Director鈥檚 Office.
The primary concern is the safety of students and staff. Incorrect information disseminated through the media can exacerbate an already difficult situation and possibly cause pain or embarrassment to members of the community. It may also hinder the efforts of emergency personnel attempting to bring a resolution to the crisis.
A secondary concern in crisis situations is for the reputation of the Board and the confidence students, parents and the community at large have about the safety and learning environment in our schools. We will often be evaluated by the quality of our response in these difficult circumstances. This is especially important in dealing with the follow-up to a crisis, when questions, such as: 鈥淲hy did this happen?鈥� will be asked and require complete and thoughtful answers.
3.5 School Closings
The closure of a school has the potential to be a positive, reflective, bond-strengthening event. Experience has shown, though, that it can be a mechanism for dissent, mistrust and division if messages are not properly communicated.
During any consideration of a school closing by Board administration an operational communications plan should be produced. This will allow for the preparation of proper reactions and responses to all affected/interested parties, with appropriate messages. Consideration should always be given to the creation of messages and public relations events that promote the positive aspects of the decision to close and the anticipated future benefits.