Rosthern Junior College Board Policy 1A: Anabaptist and Mennonite Tradition

4L: Staff Reduction Policy

1B: God as Source of Truth

4M: Professional Development

1C: Mission Statement

4N: Supervisions and Evaluation of Staff

1D: Goal

4O: Leave of Absence

1E: Beliefs Statements

4P: Sick Leave

1F: Residence Living Policy

4Q: Compassionate Leave

1G: Priority

4R: Discretionary Leave

2A: Administrative Structure

4S: Dismissal of Staff

2B: Position Paper on the Role of the RJC Board

4T: Dispute Resolutions

2C: Board of Directors Code of Ethics

4U: Job Security While on Long-Term Disability

2D: Ethical Fundraising and Accountability Code

5A: Investment Policy

2E: Board Minutes and Information

5B: Budget

2F: Policy Making and Review

5C: Capital Assets Policy

2G: In Camera Meetings

5D: Capital Fund Policy

2I: Reimbursement for Board-Related Expenses

5E: Student Fees

3A: Admissions

5F: Tuition Reductions for Staff Policy

4A: Employees Policy

5G: Financial Assistance Policy

4B: Staff Recruitment Policy

6A: Church Constituency

4C: Teachers

Appendix 1: Ethical Fundraising and Financial Accountability Code

4D: Benefits for Non-Teaching Staff 4E: Salary Increase Anniversaries for Staff Members

Appendix 2: Reimbursement for Board-Related Expenses

4F: Salary or Wage Policy

Appendix 3: Salary Increase Anniversaries for Staff Members

4G: Wage Increments for Hourly Employees

Appendix 4: Supervision and Evaluation Process

4H: Letter of Offer

Appendix 5: Length of Service for Capitalization

4I: Permanent Status for Teachers

Appendix 6: Capital Replacement Fund

4J: Retirement of Teaching Staff

Appendix 7: Bursary Policy

4K: Staff Recognition

Policy 1A: Anabaptist and Mennonite Tradition Enacted November 2007; Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Anabaptist and Mennonite Tradition Statement: Rosthern Junior College stands in the tradition of the Anabaptist/Mennonite community which stresses the importance of living out Jesus’ teachings. This includes his call to discipleship and servanthood, the way of love, nonviolence and peacemaking, and an evangelism which through word and example invites people to live out the way of Jesus. Students are encouraged to challenge their academic learnings and their world view in the light of this tradition, and then make it their own.

Policy 1B: God as Source of Truth Enacted on November 2007; Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: God as Source of Truth Statement: As a church institution, Rosthern Junior College acknowledges God as the ultimate source of all truth. This revealed truth is interpreted from the Bible as God’s word. The biblical message then serves as an authority not only for academic endeavours, but also our methods of instruction, administration and social interaction. A conscious effort is made to structure biblical teaching into daily activities to create a greater awareness of its message and its meaning for the students.

Policy 1C: Mission Statement Enacted on November 2007; Amended on November 2010 and April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Mission Statement Statement: Rosthern Junior College, in partnership with home and church, seeks to nurture the development of each student's identity and potential in the preparation for a life of faith, service and peacemaking.

Policy 1D: Goal Enacted on November 2007; Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Goal Statement: Rosthern Junior College is a Mennonite residential high school that combines quality academic education and biblical teachings. The total program encourages students to experience and explore values and traditions in a guided setting. The aim is to invite a commitment to Christ and to equip students to develop a faithful Christian lifestyle. The school exists to meet the immediate needs of the supporting constituency and to inspire and challenge leadership in young people for a prophetic role in today’s world. The knowledge, insights and experiences that are gained are designed to equip the student with Christian values and life skills that will benefit not only the individual, but also the church, the local community and beyond.

Policy 1E: Belief Statements Enacted on November 2007; Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Belief Statements Statement: We believe that young people must be encouraged to accept personally the lordship of Christ and to structure their lives according to the precepts of the scriptures so that they may serve God and the Church with all the talents with which they have been endowed. We believe that Mennonite schools receive their mandate from the principles of the Anabaptist Christian faith which includes a personal relationship to Christ and a compassion which prompts a commitment to nonviolence, a determination to serve others and a dedication to the pursuit of justice for all. We believe that the nurturance of faith and the development of abilities and talents are a lifelong process which begins in the home and is appropriately complemented by a school experience which is Christ centred and is connected to the home and the community of faith. We believe that growth and learning are best accomplished in the context of a caring and mutually accountable community. We believe that the education experience of children and youth must address all their maturation needs, thereby enabling them to reach their spiritual, physical, social, artistic, and intellectual potential. We believe that Christian education must acknowledge students' fundamental equality and differences, and nourish in each one the desire to live faithfully in the prevailing environment. We believe that Christian education must extend its witness to the larger community by allowing and encouraging participation from all those who choose to benefit from and contribute to its unique goals and programs.

Policy 1F: Residence Living Policy Enacted on November 2007; Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Residence Living Policy Statement: A fundamental aspect of the Rosthern Junior College experience includes the possibility for living in a residence. By living in a sharing and caring community, the individual is enabled to become a more mature and whole person. The daily interaction with peers and staff contributes to wholesome nurturing beyond the classroom, establishes lasting friendships and enhances social skills.

Policy 1G: Priority Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Priority Statement: The priority of the school program is focused on the well-being of the student as a whole person. The pursuit of excellence is informed by this priority. All instruction and investigation will take place within the framework of Christian faith as set forth in the ​Belief Statements​ adopted by the Corporation and appended hereto.

Policy 2A: Administrative Structure Enacted on November 2007; Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Administrative Structure Statement: The RJC Board, elected by the corporation in accordance with its' constitution, and structured and functioning as outlined in the constitution and bylaws, shall take responsibility for all aspects of the school program and facilities and including its employees, students and curriculum. The Board shall appoint a Chief Executive Officer, who shall normally be the Principal, to carry out the policies of the Board. Within the parameters of the Board policies, as herein stated, the Chief Executive Officer is responsible for delineating the administrative policies. In order to ensure continuity and consistency, administrative policies must be submitted to the Board for approval. The Principal, as the Chief Executive Officer is responsible for the total administration of the institution even though he/she may delegate authority and responsibility to various parties of the organization.

Policy 2B: Position Paper on the Role of the RJC Board Enacted on October 1991 To be reviewed on (date):

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Title: Position Paper on the Role of the RJC Board Statement: The RJC Board has three primary functions. The first of these is making policy. Paramount to this first function is that of defining future directions and goals of the College in the context of its mission. Second to that is determining the structures and procedures which might best serve to achieve the realization of such directions and goals. The second primary function of the Board is that of making, within defined policy guidelines, specific decisions of far-reaching consequences and importance. Examples of such are the selection of a Principal, the approval of new programs, and the provision of a major physical or material facility. The third primary function of the Board is that of monitoring the ongoing life and operation of the College. This implies a continuing and sensitive awareness of what is happening in the environment and constituency of the College (SK and AB) and what is happening in the College itself (staff, students, programs). Such awareness is essential for an effective and efficient execution of the Board’s first and second primary functions. In performing its primary functions, the Board must first of all possess clear conceptions of the purposes and goals of the College, and secondly provide the guidelines which legitimize the activities of all College personnel while at the same time permitting them to meet their obligations with appropriate flexibility. The policy making function of the Board must be characterized by effectiveness and efficiency. Effectiveness determines the degree to which goals and ends intended by a policy can be realized. Efficiency determines the time, energy and material costs which are expended in achieving those ends. The greater effectiveness of a policy, the better the ends can be achieved; the greater the efficiency, the better those ends can be achieved at less cost and less waste of time and energy of Board members and College staff, and also at less financial cost to the supporting constituency. Effectiveness and efficiency are not “goals” in themselves, but characteristics of policy making which results in the achievement of goals. For example, a policy which has been formulated without considering its impact on persons who are affected by that policy is not effective, as indeed the ends desired are not likely to be achieved. Good policies provide for sufficient leverage and latitude in order to avoid the danger of both Board and staff becoming entangled in a quagmire of details and trivia. Good policy does not stress status nor precise demarcations between “master” and “servant,” between “employer” and “employee,” but rather defines and allocates responsibilities and functions. As policy maker, the RJC Board is servant to the congregations of the constituency, and servant to College staff in facilitating their work and their programs. The staff, in turn, serves Mennonite Church Alberta and Mennonite Church Saskatchewan congregations, and students rather than the Board. In a sense, we are, all of us, servant to one another involved in a common mission to achieve common purposes.

Not one of us ought to say, in the first instance, “I made this decision because I have status, because I have constitutional or policy authority to do so.” Indeed, formal authority rests in constitution and policy and in authorized and designated positions, but the motive for exercising authority must be one of providing an essential service in a responsible manner in order to achieve a defined goal and purpose. ; Of course, there are times when a performed obligation does not give pleasure to the person designated to carry out that obligation, nor is it always palatable to one or more persons who may be affected by that action. However, the action must not be divorced from good faith, genuine motive, and an honest conviction that it is right and necessary. Even as the Sabbath, so constitutions and policies are made for “people” and not the reverse. When it is apparent that constitutions and policies do not work for “people,” the time has come to change the rules, not to force conformity to an indefensible rule. Policies are not graven in stone. Rather, they serve as a “thermostat” which is set to provide a desirable “climate.” When the “climate” needs to be changed, or when other conditions change an otherwise desirable “climate,” the “thermostat” needs to be reset. To push the analogy a little further, when certain scarcities prohibit the changing of the “thermostat” then “windows” may need to be opened, or “warmer attire” put on, as the situation may require. In carrying out all of its three primary functions, the Board works closely with the Principal to whom it has entrusted the leadership of the staff and the general administration of the college. Board policies must provide a reasonable degree of flexibility within which the principal and other officers of the College and the staff can exercise the necessary professional discretion in making decisions with respect to the ongoing operation of the college. Some of the Board’s specific decisions at times will be delegated to the Board executive, and indeed on occasion do fall upon the executive or upon the Chairperson of the Board in urgent or emergency matters. In addition, the individual Board member’s responsibility and activity ought not to be restricted to the meeting of the Board and its committees, but precede any such meetings in preparation for responsible participation in the deliberations. Also, between any such meetings, Board members ought to be actively representing the College to the constituency or be performing essential tasks on behalf of the Board and the College.

Policy 2C: Board of Directors Code of Ethics Enacted on June 2002 To be reviewed on (date):

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Title: Board of Directors Code of Ethics Purpose: The commitment of each board member to Anabaptist Christian ethical standards is required to ensure that the board can responsibly fulfill its obligations and discharge its duties. Statement: 1. I will be motivated by an earnest desire to serve the Kingdom of Christ and the Rosthern Junior College constituency to the best of my ability so that Rosthern Junior College may meet the educational needs of its students. 2. Recognizing that the expenditure of school funds is a public trust, I will endeavour to ensure that all funds entrusted to the board are expended prudently and in the best interests of students. 3. I will not use my position for personal advantage or for the personal advantage of any other individual, and I will resist outside pressure to so use my position. 4. I will act with integrity, and do everything possible to maintain the dignity of the office of board member. 5. I will carry out my duties objectively and without bias and I will thoughtfully consider all information and opinions presented to the board before arriving at conclusions. 6. I will work with other board members in a spirit of respect, openness, co-operation and courtesy in spite of differences of opinion that may arise during debate. 7. I will accept that authority rests with the Board and that I have no individual authority over school matters aside from that which is explicitly granted by the board. 8. I will abide by the majority decisions of the board once they are made. 9. I will express any contrary opinion respectfully and honestly, and without making disparaging remarks about other board members or their opinions, in or outside of board meetings. 10. I will conduct my relationship with staff, parents, students, the general public and the media objectively, and in a manner which faithfully represents the aims of Rosthern Junior College. 11. I will not divulge confidential information which I obtain in my capacity as a board member, and I will not discuss confidential matters outside the meetings of the board or the board's committees. 12. I will participate in board development opportunities whenever possible, and will endeavour to remain informed on educational and Mennonite Church matters.

13. I will endeavour to commit my talents, skill and time to the work of the board and the committees of the board so that duties are distributed equitably and the necessary work of the board is done and done well. 14. I will prepare myself for meetings by studying advance documents, and will prepare myself to engage in discussion and debate. 15. I will attend all meetings of the board when it is reasonably possible to do so and will withdraw from the board if circumstances make it impossible to maintain a consistent commitment to the work of the board. 16. I will seize every opportunity to serve as an ambassador for the school in my home and church community. 17. I will support the values of Christian education, and will endeavour to participate, and encourage my board to participate, in activities that support or promote Christian education in general.

Policy 2D: Ethical Fundraising and Accountability Code Enacted on November 2007 To be reviewed on (date):

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Title: Ethical Fundraising and Accountability Code (​See Appendix 1​) Statement: Rosthern Junior College hereby adopts Imagine Canada’s ​Ethical Fundraising and Financial Accountability Code​ as its policy. In so doing, members of the governing board commit to being responsible custodians of donated funds, to exercise due care concerning the governance of fundraising and financial reporting, and to ensure to the best of their ability that the organization adheres to the provisions of the Code. It is hereby confirmed that each member of the governing board has received a copy of the ​Ethical Fundraising and Financial Accountability Code​ and that a copy will also be provided to each person who is subsequently elected to the governing board.

Policy 2E: Board Minutes and Information Enacted on November 2007 To be reviewed on (date):

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Title: Board Minutes and Information Statement: The minutes of the board meetings shall be circulated to all board members, principal and to representatives from the staff, alumni and auxiliary. Matters noted in the minutes may be discussed by board members at their discretion with the exception of issues dealing with staff and individual students.

Policy 2F: Policy Making and Review Enacted on November 2007 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Policy Making and Review Statement: Any member of the board or staff may request, in writing, the review of any given policy. Any policy change affecting the school program or the staff should be introduced to the staff at least ten days before being presented to the board. Any procedural change may be carried out within the school without prior board approval.

Policy 2G: In Camera Meetings Enacted on November 2007; Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: In Camera Meetings Statement: In Camera sessions of voting Board Members may be used to discuss sensitive issues such as: contract negotiations, capital purchases, personnel issues, or questionable conduct of a board member. Procedure: 1. The chair needs to identify (in general terms) to the entire board what issues will be discussed during the In Camera session. 2. No formal decisions will be made during the In Camera session. 3. The Chief Executive Officer (CEO) is entitled to attend all In Camera sessions except when the CEO’s performance or salary is in question. The CEO may choose to withdraw from any In Camera session 4. Any Board Member can call for an In Camera session during any discussion to share information relevant to that discussion. 5. Any Board Member who knows in advance of information relative to an item on the Board's agenda that should be discussed during an In Camera session is urged to advise the Chair prior to step # 1 above. 6. Where an In Camera session has identified the need for specific action, the matter will be presented to the ensuing open session of the Board for a decision.

Policy 2I: Reimbursement for Board-Related Expenses Enacted on November 2007 To be reviewed on (date):

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Title: Reimbursement for Board-Related Expenses (See ​Appendix 2​) Statement: Members may submit claims and be reimbursed for the following: 1. Cost of driving a personal vehicle, at the going school rate per kilometre 2. Cost of public carrier transportation 3. Cost of overnight accommodation if necessary 4. Expenses incurred for the staging of committee and board meetings 5. Registration fees for conferences or meetings attended with board approval 6. Meals en route 7. Wages lost in order to attend meetings. A reimbursement form will be made available at board meetings.

Policy 3A: Admissions Enacted on November 2007; Amended on April 2016 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Admissions Statement: Rosthern Junior College primarily seeks to meet the needs of the supporting church constituency. However the school also welcomes students of all faiths who are interested in the kind of education experience that is offered as described in the mission statement, who are willing to co-operate with student expectations and guidelines, who satisfy the academic requirements for admission, and for whom the administration deems there is adequate program available.

Policy 4A: Employees Policy Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Employees Policy Statement: All employees are referred to as staff. At times it may be necessary to specify, according to responsibility, which group of staff is being referenced. The principal is responsible for all staff. This includes hiring procedures, job designations, salary or wage negotiations, general work supervision and all official communication. Staff is expected and encouraged to participate in school life. RJC is a church-related school and its staff is expected to attend church and encouraged to participate in church and conference work. The principal shall create opportunity to nurture spiritual interest within staff. All employees must be Christian. All employees must be committed to the mission of the school. All employees must express a genuine interest in and concern for the academic, spiritual, emotional, physical and social welfare of the students.

Policy 4B: Staff Recruitment Policy Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Staff Recruitment Policy Statement: An attempt will be made to have administrative, teaching and residential staff with formal theological training. An attempt will be made to maintain a reasonable balance between male and female staff. Where assignments warrant, full-time positions are preferred over part-time positions. Along with reference checks, reports and other documentation, the primary consideration will be the match between an applicant and the specific requirements of the assignment(s).

Policy 4C: Teachers Enacted on November 26, 1994; Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Teachers Statement: The Board of Directors for Rosthern Junior College seeks to employ dedicated teachers who are professionally prepared for specific teaching assignments. The overall balance of the staff will reflect consideration given to varying career stages, gender, complementary interests and talents such as leadership, theological studies, diversity, specialization and extra curricular capabilities. The board sets out the following guidelines for the contractual employment of teachers: 1. Publication, by advertising or other effective means, of all teaching positions to be filled is required before considering the applications of prospective teachers. Teaching staff must qualify for approval by the Saskatchewan Department of Education. 2. Reference checks, reports and other documentation will be a requirement of employment. 3. Consideration of contractual employment of teachers who are, or will be receiving pension benefits under The Teachers' Superannuation and Disabilities Act, will be given only when the Board is unable to employ suitable non-superannuated teachers. 4. Clause (3) is not intended to limit the Board's options for entering into an agreement with teachers who wish to volunteer part or all of their professional services.

Policy 4D: Benefits for Non-Teaching Staff Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Benefits for Non-Teaching Staff Statement: Teaching staff will receive benefits according to Saskatchewan Teachers Federation. Non-teaching staff will receive the following benefits: life insurance (one time wage/salary), accidental death and dismemberment, long term disability, and dental insurance (plan B). These are according to the SSBA's benefit program. It is SSBA's policy that if an employee group continues to be part of the benefit program, all employees must do so as well. There is no opportunity to withdraw at one's own choice. The premiums for the life insurance and the accidental death and dismemberment insurance are shared on a 50 50 basis by employer and employee. The premium for the long term disability is paid by the employee and the dental insurance premiums are paid by the employer. Non-teaching staff are also offered contributions to an RRSP on a matching basis of up to 5% of gross salary/wage. RJC's Board's matching contributions for RRSP's and SSBA benefits package cease on behalf of non-teaching staff at age 65. Anyone working more than 15 hours per week is eligible for these benefits.

Policy 4E: Salary Increase Anniversaries for Staff Members Enacted on January 4, 2004; Reviewed on March 5, 2011 To be reviewed on (date): April 16, 2016

Reviewed (initial): GM

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Title: Salary Increase Anniversaries for Staff Members (See ​Appendix 3​) Statement: 1. Where a provincial agreement is ratified between January 1 and May 31, the RJC Board will make every effort to implement the salary grid and other relevant benefits to RJC staff in the school year beginning that same fall. 2. Where an agreement is ratified between June 1 and December 31, involving an increase to the salary grid and other relevant benefits funded by the RJC Board, for that same school year, retroactive or not, the board is not obliged to implement the new terms until Sept 1 of the following calendar year. In such an event, board and staff representatives will meet to discuss and consider options. The board may choose to implement the new terms, in whole or in part, at some point prior to the next school year, normally either if supplementary grant funding is made available from the provincial government or if the school's financial circumstances otherwise permit it. 3. In extraordinary circumstances, the board and staff representatives will meet to discuss the situation and consider possible options, giving highest preference to those that preserve the provincial grid.

Policy 4F: Salary or Wage Policy Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Salary or Wage Policy Statement: Certified teachers shall use the Saskatchewan Teachers Federation grid as of September of the current year accepting that special consideration and conditions, as determined or approved by the Board, may supersede this agreement. The position on the scale is determined by the Board of Teacher Certification. Teachers on probationary certificates will be classified in category 4 if there is evidence that steps are being taken to move toward certification. Non-teaching staff will be paid according to grids established by the Board. The grids for the non-teaching staff will be approved at the time the preliminary budget is presented in spring. Staff, who are hourly employed and who work less than fifteen hundred hours a year, shall regard fifteen hundred hours as the equivalent of one year of employment for grid purposes. Salaried staff will be paid in twelve equal monthly payments beginning in September. Non-salaried staff will be paid monthly according to hours worked.

Policy 4G: Wage Increments for Hourly Employees Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Wage Increments for Hourly Employees Statement: To receive a wage increment given for years of employment, an employee must work a minimum of 1500 hours or work for a calendar year, whichever comes later.

Policy 4H: Letter of Offer Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Letter of Offer Statement: Employees shall sign a Letter of Offer on an annual basis. The terms of employment, FTE status, job description, salary or wage and benefits, shall be included in the Letter of Offer and shall be those mutually agreed upon by the employee and the principal and subject to board approval. The Letter of Offer shall be from September 1 until August 31 following. The Letter of Offer shall be signed by the employee and the principal.

Policy 4I: Permanent Status for Teachers Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Permanent Status for Teachers Statement: Permanent status means that an employee is assured of employment by the administration from year to year instead of having to negotiate annually. This assurance is dependent upon the school's need at that particular time. An employee may be granted permanent status after a probationary period of two years. If an employee is not granted permanent status, the employment shall be reviewed annually for a period of two additional years. Anyone not granted permanent status at the end of this period shall not be considered for reappointment.

Policy 4J: Retirement of Teaching Staff Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Retirement of Teaching Staff Statement: The retirement of teaching staff is determined by the guidelines of the Saskatchewan Teachers' Superannuation Commission. A teacher may give service beyond retirement age on an interim basis and according to financial arrangements as mutually agreed upon if so recommended by the principal and the executive of the board.

Policy 4K: Staff Recognition Enacted on September 2002; Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Staff Recognition Statement: 1. Rosthern Junior College appreciates its staff and the contributions they make to the mission of the school. Recognition of all staff for their years of service to RJC will occur as follows: 2. Acknowledgement of service in five-year increments: a. b. c. d. e.

Year 5 - $50 gift voucher Year 10 - $100 gift voucher Year 15 - $150 gift voucher Year 20 - $200 gift voucher Year 25 - $250 gift voucher

3. Public acknowledgement of these service milestones at the annual Fundraising and Appreciation Banquet. 4. Appreciation for staff ending their tenure at RJC will be shown as follows: a. Recognition at year end staff-board function for those completing fewer than 15 years of service at RJC. b. Recognition at a public event for staff completing 15 or more years of service at RJC. c. The Board reserves the right to hold a public event for a staff member whose service to RJC does not exceed 14 years but whose work at RJC has been instrumental.

Policy 4L: Staff Reduction Policy Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Staff Reduction Policy Statement: RJC is committed to quality instruction including the basic core curriculum of Saskatchewan Ministry of Education with an enriched program in outdoor education, music, drama, art and religious studies as well as in inter-school sports. This program requires a qualified teaching and residence staff, as well as a capable complement of support staff. Staffing and staff reduction policies need to consider this basic and enriched program. Where staff reduction becomes necessary as a result of student enrolment or salary budget allotment, avenues other than staff reduction need to be explored first. These would include but not be limited to the following: 1. Job sharing 2. Education leaves 3. Non-education leaves 4. Early retirement incentives If the above have been explored and it is still necessary to reduce the FTE of staff, then the following criteria will be used to determine which staff members will be retained, and for what FTE. 1. Staff, who are competent or plan to become competent in a particular field in order to maintain the needs of the RJC program, will be considered for staffing assignments. 2. Staff who have served the greatest number of months or years with RJC would have the highest priority for staffing assignments. 3. If two staff have the same number of years of experience, then the person with the greatest number of years of experience at RJC would have the highest priority. 4. The years of experience (seniority) is defined as the number of months of continuous full-time equivalent service to RJC. Time spent on leaves such as education or related leaves, will not count as part of the total number of months or years of employment. Staff on such leave will not be considered as having broken their continuous employment. 5. In most situations, staffing concerns will focus on staff in a particular area, for example, academic, kitchen and so on. However, in some situations there may be some transfer between departments such as the residence and classroom.

Policy 4M: Professional Development Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Professional Development Statement: All staff, particularly deans and teaching staff, are expected to engage in professional development opportunities. These are to be arranged in consultation with the principal. Due consideration needs to be given to time and costs involved.

Policy 4N: Supervisions and Evaluation of Staff Enacted in 2003; Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Supervisions and Evaluation of Staff (See ​Appendix 4​) Statement: 1. The RJC Board mandates the principal of the school to enact a staff evaluation and supervision process which shall include at least: 2. A formal review by the appointed supervisor of each individual staff member of that staff member's performance. a. The review should be conducted annually within the first three years of the staff members' employment at RJC, and not less frequently than every four years thereafter. b. A staff member may request a formal review at any time. 3. A staff member's review shall include at least: a. A summary of any objectives for the year as defined at the opening of the school year, and an appraisal of the degree to which objectives are being addressed and met. b. An appraisal of the staff member's contribution to the goals and purposes of the school. c. An appraisal of the staff member's role performance, and d. Any recommendations for further professional development. 4. The Principal is authorized to assign the supervision and evaluation of staff to such persons as are deemed by experience and training to be competent to perform these tasks, including the periodic employment of outside personnel to facilitate the processes mandated above. 5. The Principal shall maintain files of evaluation documents and ensure that evaluated staff members are given the opportunity to file a response with any such document. 6. The Principal shall meet annually with the Personnel Committee of the Board to summarize the relevant issues raised by the evaluation of staff members.

Policy 4O: Leave of Absence Enacted on January 19, 2002; Reviewed on March 5, 2011 To be reviewed on (date):

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Title: Leave of Absence Statement: A study leave is regarded as a leave of absence. A leave of absence shall be for a maximum of one year unless otherwise agreed upon by the employee and the board. Annual leaves for non-teaching staff are granted according to the Labour Standards Act and as arranged by the principal. Leaves for conference and church-related business will be considered as a request for a Personal Leave. Requests for leave due to personal reasons need to be arranged with the principal, with the proviso that the disruption of the school's program is minimized. In order to sustain a quality educational program at RJC, opportunities for professional development and personal renewal are essential. To that end, the following leave options -are available to staff, teaching and non-teaching, within the terms specified in each case. A. EDUCATIONAL LEAVE Eligibility: 1. A staff member may request a leave of absence that will enable him or her to upgrade professional qualifications while remaining employed by the school. The request should be submitted to the Principal no later than January 31 in the school year prior to the one during which the leave would commence. The applicant must have been employed at the school for at least four years prior to the proposed leave, or since returning from a previous leave, and must demonstrate that the study leave would benefit RJC. The length of an educational leave will normally be either a single semester or an entire year. 2. The Board will consider all reasonable requests for an educational leave, and may even invite particular staff members to take advantage of opportunities for professional upgrading by this means. The Board, however, will also be concerned to minimize the impact of this policy on the school's program. Normally, no more than one full-time member of the teaching staff (one full time equivalent) will be on leave at any time. In the event that more legitimate leave requests are received for the same period than can be granted, the Board's decision in favour of any one of them will be based on considerations such as the following: anticipated long-term benefit to the school, availability of a study program in subsequent years, and length of continuous service without a leave.

Terms: 1. An educational leave normally will involve no remuneration from the school, though staff members would be encouraged to enrol in the Deferred Salary Leave Plan (section C below). 2. In an unpaid leave, a staff member will be given the option of continuing to pay their health benefits, as well as the Board's contribution, during the period of this leave. 3. In exceptional cases, having to do with either a particular educational opportunity or the needs of the school, the Board may choose to subsidize an educational leave. It may do so by paying some or all of the cost of tuition and/or maintaining employment benefits (excluding pension plan contributions). The Board also retains the right to pay a portion of a staff member's regular salary in order to make possible an educational leave that is judged to be crucial to the school's program. In all cases where the Board chooses to subsidize an educational leave, the minutes shall record the rationale for the exception. 4. A staff member who has taken a paid leave is required to return to his or her regular employment at the end of the leave period for a period of at least one year for a one-semester leave and two years for a one-year leave. 5. Staff taking an unpaid leave must indicate in writing by March 30, whether they intend to return. 6. The staff member will submit to the Principal, within 30 days of returning to regular employment, a report plus supporting documentation (i.e. transcripts) indicating what was accomplished during the leave. 7. The staff member will be assigned to the same position he or she held prior to the leave. If that position no longer exists, due to a shift or decline in enrolment, or some other significant loss of revenue to the school, the staff member's reassignment will be determined according to the terms of the collective agreement and other relevant policies. 8. The period of the leave shall not be counted towards a staff member's years of experience for calculation of salary and benefits. Staff members who are enrolled in the Teachers Pension Plan should apprise themselves in advance of regulations concerning the purchase of service credit. 9. Sick leave will not accumulate during the period of the leave, but will be reinstated on return to regular employment. 10. There shall be no break in service or loss of seniority as a result of a leave. B. PERSONAL LEAVES Eligibility: 1. A staff may request a leave of absence for such reasons as personal renewal, family circumstances, and participation in service opportunities (i.e. Mennonite Central Committee). The request should be submitted to the Principal no later than January 31 in the school year prior to the one during which the leave would commence. The applicant must have been employed at the school at least four years prior to the proposed leave, or since returning from a previous leave. For teaching staff, the length of a leave normally will be either a single semester or an entire year to minimize disruption in the classroom. 2. The Board will consider all reasonable requests for a personal leave, and will do its best to accommodate staff members as opportunities and emergencies arise. The Board, however, will also be concerned to

minimize the impact of this policy on the school's program. Before granting a leave, the Board must be satisfied that suitable replacement staff are in place. Normally, no more than one full-time member of the teaching staff (or one full-time equivalent) will be on leave at any time. In the event that more legitimate leave requests are received for the same period than can be granted, the Board's decision in favour of any one of them will be based on considerations such as the following; anticipated long-term benefit to the school, personal circumstances, and length of continuous service without leave. 3. A staff member who participates in the Deferred Salary Leave Plan (Section C below) essentially 'reserves' a leave several years into the future. By offering this option to staff, RJC commits itself to accommodating such requests and planning around them. The Board, however, reserves the right to defer a leave for no more than one year in the event that a suitable replacement cannot be hired by April 1 of the school year prior to the one for which a leave is planned. (See C.7 below). Terms: As per study leaves. Note: There is no possibility of subsidy in the case of a personal leave. C. DEFERRED SALARY LEAVE PLAN A staff member may plan financially for a leave by electing to defer salary. For example: Option 1: Single semester DSLP ● Two year (work three semesters, on leave one) defer 25% of salary ● Three year (five + one) defer 16.4% of salary ● Four year (seven + one) defer 12.5% of salary Option 2: Full year DSLP ● Three year (work two years, on leave one) defer 33.33% of salary ● Four year (three + one) defer 25% of salary ● Five year (four + one)defer 20% of salary ● Six year (five + one) defer 16.66% of salary Terms: 1. Interest shall be paid to the plan member monthly on accumulated, withheld salary at the 30-day term deposit rate for amounts over $10,000 (of the bank with which RJC deals), in effect on the last Friday of each month. 2. The staff member's benefits will be maintained by the board during the leave of absence. Any benefits tied to salary level shall be prorated according to the actual salary paid, with the exception of the long-term disability benefit and the life insurance benefit. The staff member will choose whether to pay premiums for long term disability and life insurance on full or actual salary; that choice will be specified at the point when participation in the plan commences. 3. The leave shall be taken only in the last semester (in the case of option 1) or last year (in the case of option 2) of the plan. 4. A participant in the plan may withdraw from it any time prior to April 1 of the year of his or her leave of absence. Any monies accumulated plus interest owing will be repaid to the employee within sixty days after such notification of withdrawal is received. Should a participant die, any monies accumulated plus interest owing at the time of death will be paid to the employee's estate.

5. A participant in the plan whose position is terminated by the school before a leave is taken will be required to withdraw and will be paid a lump-sum adjustment for any monies deferred plus interest owing at the time of withdrawal. Repayment shall be made within sixty (60) days of withdrawal from the plan. 6. In the event that the Board exercises its right to defer a leave under this plan (B3) the employee may choose either: a) to remain in the plan, in which case any monies accumulated by the terminal date of the plan will continue to accumulate interest until the leave of absence is granted; or b) to withdraw and receive any monies plus interest accumulated to the time of withdrawal. In the latter case, repayment shall be made within sixty 60 days of the date of withdrawal. 7. A staff member who is enrolled in the Teachers' Pension Plan will have deductions continued based on current pension plan regulations. He or she should be aware of requirements concerning the purchase of service credits. 8. Note: Under Revenue Canada regulations, a staff member may not work for the school in any capacity during the period of deferred salary leave.

Policy 4P: Sick Leave Enacted on January 19, 2002; Reviewed March 5, 2011 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Sick Leave Statement: Eligibility: Employees are eligible for salary during periods of injury or illness as follows: 1. Employees who are members of Saskatchewan Teachers Federation (STF) are covered by the STF benefits package. 2. Other employees who are employed, on an average, for a minimum of 15 hours per week during the months of September to June inclusive are eligible for salary during periods of injury or illness according to the terms and procedures set out below. The paid sick leave benefit becomes effective 30 calendar days following a staff member's employment start date. Terms and Procedures: 1. A medical certificate must be provided where an employee is absent due to injury or illness for more than two consecutive days or more than five days over a two-week period. 2. Sick days may be accumulated at a rate of 1.5 days per months to a total of 18 days per year, prorated on the basis of a full-time equivalency of 2080 hours per year for wage employees or of FTE status for salaried employees. Sick leave may be accumulated to a maximum of 180 days. 3. Paid sick leave can begin to be accumulated following 30 calendar days from a staff member's employment start date. 4. The full annual sick leave shall be credited and available to the employee upon reaching the point of eligibility. 5. On July 1 of each year, the school shall credit the unused accumulated sick leave as at the previous June 30. 6. Employees may not make a claim against their accumulated sick leave for statutory holidays, annual vacation, or other paid leaves, or while receiving benefits from the Workers' Compensation Board, Disability Income Plan or any other third party contributor. 7. Reimbursement for paid sick leave is paid at 100% of an employee's wage or salary. 8. The Saskatchewan School Board Association (SSBA) Long Term Disability plan employee benefit becomes effective 105 calendar days after the onset of injury or illness. If an employee's accumulated sick leave is exhausted before the Long Term Disability Plan takes effect, he or she may apply for

Employment Insurance benefits. The employee must transfer to the Long Term Disability Plan at 105 days as a condition of the plan regardless of any accumulated sick leave days left. 9. All staff who are not members of the STF shall be enrolled with the Workers' Compensation Board. In the event of work related injury or illness, WCB guidelines will apply.

Policy 4Q: Compassionate Leave Enacted on June 10, 1995; Reviewed on March 5, 2011 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Compassionate Leave Statement: Compassionate leave with pay shall be granted for up to five (5) days upon the death of a member of an employee's immediate family (i.e. spouse, parent, child, sibling). Whenever an employee is to serve at a funeral, compassionate leave shall be granted for up to one day with pay. Compassionate leave with pay shall be granted up to five (5) days in each case of critical or grave illness of a member of an employee's immediate family (i.e. spouse, parent, child, sibling). The principal shall have the discretion to grant additional compassionate leave.

Policy 4R: Discretionary Leave Enacted on May 2011; Review on March 5, 2011 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Discretionary Leave Statement: Employees are eligible for two discretionary leave days with pay during the school year. In exceptional circumstances a third day without pay may be granted at the principal's discretion. In order to minimize the disruption to the school and teaching schedule, requests for discretionary leave days must: 1.

Be requested five working days before the date

2.

No more than two staff will be allocated discretionary leave days at the same time.

In the event of multiple requests for the same time period, the first request will receive first consideration. Discretionary leave days are not cumulative. The principal shall have the discretion to grant discretionary leave requests.

Policy 4S: Dismissal of Staff Reviewed on March 5, 2011 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Dismissal of Staff Statement: A staff person may be required to terminate his or her service for one or more of the following reasons: 1. incompetence with regard to duties 2. neglect of duty 3. failure to work cooperatively within the mission and structure of the school. 4. serious misconduct in or out of school 5. discontinuation of courses or insufficient students. In all situations the principal shall meet with the staff person to discuss the issue(s) involved and to arrange a program of remedial measures in an effort to eliminate the problem. Other staff, board members, or our Director of Education may also be solicited to help remedy the situation. If the remedial measures fail, then the staff person will be advised to terminate and will be given a written statement of reason(s) for the dismissal. The staff member then has ten days to request a hearing with the Board of Directors at which time a board decision will be made.

Policy 4T: Dispute Resolutions Reviewed on March 5, 2011 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Dispute Resolutions Statement: Differences of opinion and disputes are a natural result of people working together, and can be a healthy experience if handled with sensitivity and goodwill. RJC intends to provide for the resolution of disagreements and grievances in the spirit of Christian love and according to the teachings of Jesus in Matthew 18. If a dispute surfaces between employees every attempt shall be made to have the disputants come to an agreement acceptable to both parties. If the resolution of the dispute by the parties involved is not possible, a mediator shall be appointed by the RJC executive (chair) committee. The mediator should be a neutral third party who will then proceed working with the disputants toward an agreement according to proper mediation guidelines. If mediation is unsuccessful, then the dispute shall be forwarded to the RJC executive committee for a decision. If the dispute is between an employee and the board, a mediator shall be named by the Mennonite Church Saskatchewan conference executive and the above procedure followed where Mennonite Church Saskatchewan executive acts instead of RJC executive.

Policy 4U: Job Security While on Long-Term Disability Enacted on September 2002; Reviewed on March 5, 2011 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Job Security While on Long-Term Disability Statement: RJC will make every reasonable effort to provide job security for staff members who must take long-term disability leave and to facilitate their return to work. When a staff member on long-term disability leave is able to return to work within two years of beginning a leave, that staff member will be reinstated to the position that he or she left, to the extent that this is possible. If the staff member has not returned after two years, a review will be conducted to determine how much longer a leave period will be required. At this point the Board may decide either to extend the leave period to accommodate the staff member's return, if it is imminent, or to fill the position on a permanent basis. In the latter case, the person on leave would be permitted to return when he or she is able and when a suitable position becomes available. The person's seniority would remain in place for all relevant purposes, including the calculation of vacation and other benefits. The wage paid would be determined as per the position he or she assumed. When the staff member on leave is a dean or teacher, the Board may decide that it is in the best interest of students that a return to position be delayed until the next semester or school year. In that case, every effort will be made to find alternative work in the interim at the same rate of pay. Where this is not possible, the Board reserves the right to pay out a staff member for the balance of a semester or year, RJC is not obliged (though the Board may choose) to extend the terms of this policy to staff members who have been employed for a period of less that 13 weeks or, for positions to which it is applicable, have not completed their probationary period. When a staff member is on long-term disability, the prospect of returning to work can be stressful. RJC will make every reasonable effort to accommodate a staff member in such a position through a transitional Return-to-Work program whose terms will be decided jointly between the staff member, his or her doctor, the benefit payer, and the school administration.

Policy 5A: Investment Policy Enacted on November 2007 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Investment Policy (i.e. Operating Fund and Capital Improvement Fund Investments Policy) Statement: The Board of Directors of Rosthern Junior College commits to the responsible stewardship of financial resources. The Board of Directors will make investment decisions with the following objectives: 1. maximize return of funds employed, 2. minimize risk to preserve capital invested, 3. maintain appropriate liquidity to match the needs of the beneficiaries of the funds invested, and 4. invest funds with socially responsible entities.

Policy 5B: Budget Enacted on November 2007 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Budget Statement: Preparing the budget is the responsibility of the Board. The principal and business manager are expected to work with the board’s finance committee in preparing it. All budget requests must be submitted to the Principal before March 31 to be considered for the following year. The Principal is responsible to see that expenditures are controlled within the approved budget.

Policy 5C: Capital Assets Policy Enacted on November 2007 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Capital Assets Policy (See ​Appendix 5​ and ​Appendix 6​) Statement: The RJC Board of Directors formally adopts a fixed capital asset policy whereby capital items include those in excess of $500.00 and items less than $500.00 are expense items.

Policy 5D: Capital Fund Policy Enacted on June 1995 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Capital Fund Policy (See ​Appendix 6​) Statement: Procedures and Regulations 1. Each student will be assessed an annual capital replacement fee. At the time of setting the annual budget the Board of Directors will set the capital replacement fee as a percentage of the constituent/alumni base tuition fee. These funds will be placed in "capital reserve" for use as specified by the Board. The Board may also designate funds from other sources to the capital replacement fund. 2. On an annual basis the Facilities and Planning Committee, in consultation with the Finance Committee, will identify major projects prior to actual need so that the accumulation of capital funds will cover these projects. The Board will approve, by resolution, planning for these projects by establishing a prioritized list of projects. 3. Capital Replacement Funds may be made available for specific pre-planned., projects which are beyond the scope of regular operating replacement and maintenance budget items. At the time of setting me annual budget the Facilities and Planning Committee will present details of these projects to the Board for approval. Funds available in a given year will be up to 50% of student capital replacement fees collected for that year plus annual interest earned on the principal to a combined maximum of $15,000, 4. Upon special resolution by the Board, capital replacement funds may be made available to a maximum of the current student capital replacement fees for that year plus annual interest earned on the invested principal. The following year's allocation would be reduced by any amount approved in excess of $15,000 in year one. (i.e. if $25,000 was allocated in year 1, a maximum of $5,000 would be available for year 2). 5. Upon resolution by the Board the capital replacement fund will be accessible for major emergency repairs or replacements where costs exceed $20,000.

Policy 5E: Student Fees Enacted on November 2007 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Student Fees Statement: The student fees for the following year are to be approved by the board at its initial meeting of the new year. A proposal will come to the Board from the Principal.

Policy 5F: Tuition Reductions for Staff Policy Enacted on April 1995 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Tuition Reductions for Staff Policy Statement: Reduction for current RJC Staff: 1. A 25% reduction/year/student 2. Those staff that have one year of FTE employment at RJC would be eligible for a 50% reduction/year/student Reduction for Former RJC Staff: 1. Those staff that were employed for 5 - 10 years of FTE service would be eligible for a 25% reduction/year/student 2. Those staff that were employed for more than 10 years of FTE service would be eligible for a 50% reduction/year/student Where the 2nd child reduction and staff tuition reduction apply to the same student, the 2nd child reduction shall be applied first.

Policy 5G: Financial Assistance Policy Enacted on March 2004; Amended on March 9, 2013 To be reviewed on (date):

Reviewed (initial):

To be reviewed on (date):

Reviewed (initial):

Title: Financial Assistance Policy (See ​Appendix 7​) Statement: Procedures: 1. All transactions will be carried out and documented according to generally accepted business and accounting procedures and the regulations of Revenue Canada. 2. Procedures, guideline and regulations for the payment and collection of tuition fees will apply to all students including bursary recipients. 3. Application forms and supplemental information are to be provided to parents/guardians who have expressed a need and an interest. It is to be indicated to parents/guardians that the Bursary Fund Committee makes final decisions regarding the allocations of financial assistance. Information provided by parents/guardians is to be kept in confidence by the committee and delegated staff. 4. Bursary decisions will be made by school administration. A board member will be present at the meeting. This committee will convene in June and in August for the purpose of allocating bursaries. If additional meetings are necessary, these are to be called by the Principal. 5. Decisions of the Bursary Committee will be made based on the information as provided by the applicant family through the provision of the most current tax returns, and from interviews with them by the staff. 6. In the interest of fairness to those paying full tuition, when a student receiving financial assistance chooses to participate in an RJC service tour at a cost to the student of one thousand dollars or more, an amount equal to the cost of the trip, but not exceeding the amount of the tuition, will be deducted from the student's financial assistance allocation. 7. Only in exceptional cases shall the amount of financial assistance exceed the amount of the tuition. Primary criteria for the disbursement of financial assistance funds shall include: a. demonstrated financial need b. suitability of the applicant to the RJC program c. need to stabilize enrolment and protect the integrity of programs. One half of the total financial assistance awarded will be applied to the student's account at the successful completion of a semester. To have successfully completed a semester means: a. The student has maintained acceptable academic work. The teachers and deans have noted that the student takes his/her academic work seriously and shows effort and diligence. b. The student has exhibited acceptable behaviour. The teachers and deans have observed that the student and parents are willing to work with teachers and deans to meet academic and school community goals.

c. The student remains until the end of the semester. Any early withdrawal will forfeit the financial assistance for that semester and will mean the liability for the total account will be the responsibility of the student/parent. 8. If these conditions are met the financial assistance will be awarded as indicated. Should the conditions not be met, the financial assistance will be revoked and other applicants will be considered. 9. The total monetary amount of financial assistance should not exceed the budget figure for the item "Bursaries Paid Out''. Unless otherwise determined, this budget figure shall reflect the interest earnings from the bursary endowment fund and current donations designated for bursaries. The principal amount of the bursary endowment fund is not available for student bursaries.

Policy 6A: Church Constituency Enacted on March 2004 To be reviewed on (date): ]

Reviewed (initial): ]

To be reviewed on (date):

Reviewed (initial):

Title: Church Constituency Statement: The churches of Alberta and Saskatchewan that belong to Mennonite Church Canada constitute the primary supporting church constituency. The viability of the RJC program is dependent on the ability of the Board and staff to identify and meet the needs and expectations of its supporting church constituencies. The school must ensure continuing dialogue with these supporting church constituencies to define those expectations and determine the school's effectiveness in fulfilling those needs. The school must confirm its mission to function as a Christian Mennonite Church School through constituency dialogue. The school must adapt the direction it receives from the constituency into the school program providing it is consistent with the mission and adequate funds are available.

Appendix 1: Ethical Fundraising and Financial Accountability Code The registered charity undertakes to adhere to the standards set out in the Imagine Canada Ethical Fundraising and Accountability Code in its treatment of donors and the public, its fundraising practices and its financial transparency, and to be accountable through it Board of Directors in doing so. A: Donor Policies and Public Representations 1. The charity shall prepare and issue official Income Tax receipts for monetary gifts and for gifts-in-kind pursuant to any policy established and published on minimum amounts to be receipted and in compliance with all regulatory requirements. The charity shall acknowledge in writing contributions not entitled to be officially receipted, subject to any policy established and published on minimum amounts to be acknowledged. 2. All fundraising solicitations by or on behalf of the charity shall disclose the charity’s name and the purpose for which the funds are requested. Printed and online solicitations (however transmitted) shall include its address or other contact information. 3. The charity shall provide the following information promptly upon request: a. the charity’s most recent annual report and financial statements as approved by the governing board; b.the charity’s registration number (BN) as assigned by the Canada Revenue Agency (CRA); c. any information contained in the public portion of the charity’s most recent Charity Information Return (form T3010A) as submitted to CRA; d.a copy of the Charity’s Investment Policy relating to its investable assets, if applicable (see C8); e. a list of the names of the members of the charity’s governing board; and f. a copy of this Ethical Fundraising and Financial Accountability Code. 4. The charity or those fundraising on its behalf shall disclose, upon request, whether an individual or entity soliciting contributions is a volunteer, an employee or a contracted third party. 5. The charity shall encourage donors to seek independent advice if the proposed gift is a Planned Gift and/or the charity has any reason to believe that the proposed gift might significantly affect the donor’s financial position, taxable income, or relationship with other family members. 6. The charity shall honour donor’s requests to remain anonymous in respect to: a. being publicly identified as a supporter of the organization; and/or b.having the amount of their contribution publicly disclosed. 7. The privacy of donors shall be respected. Any donor records that are maintained by the charity shall be kept confidential to the greatest extent possible. Donors shall have the right to see their own donor record, and to challenge its accuracy. 8. If the charity exchanges, rents, or otherwise shares its fundraising lists with other organizations, a donor’s request to be excluded from the list shall be honoured. 9. Solicitations by or on behalf of the charity shall treat donors and prospective donors with respect. Every effort shall be made to honour their requests to: a. limit the frequency of solicitations; b.not be solicited by telephone or other technology; c. receive printed material concerning the charity;

d.discontinue solicitations where it is indicated they are unwanted or a nuisance. 10. Recognition mechanisms created due to a gift shall not be arbitrarily changed or withdrawn. Unless otherwise negotiated at the time of the gift or changed through a joint agreement between the charity and the donor or the donor’s family or legal representative, the original form of the recognition mechanism will be maintained. If the mechanism cannot be physically retained, it will be changed to another consistent with the original agreement. If continuation of the recognition creates a reputational risk for the charity, it may be terminated or altered. 11. The charity shall respond promptly to a complaint by a donor or prospective donor about any matter that is addressed in this Ethical Fundraising and Financial Accountability Code. B: Fundraising Practices 1. Fundraising solicitations on behalf of the charity shall: a. be truthful; and b. accurately describe the charity’s activities and the intended use of donated funds. 2. The charity shall not make claims that cannot be upheld. It shall refrain from using marketing materials or making representations that could be misleading. The charity shall not exploit it beneficiaries. It shall be sensitive in describing those it serves (whether using graphics, images or text) and fairly represent their needs and how these needs will be addressed. 3. When the charity conducts online solicitations its practices shall be consistent with or exceed the provisions of the Canadian Code of Practice for Consumer Protection in Electronic Commerce, which is downloadable at: ​Canadian Code of Practice for Consumer Protection in Electronic Commerce​. 4. When the charity conducts face-to-face solicitations, including but not limited to door-to-door campaigns or street-side fundraising, its practices shall include measures to: a. provide verification of the affiliation of the person representing the charity; and b. secure and safeguard any confidential information, including credit card information, provided by donors. 5. Volunteers, employees and third party consultants/solicitors who solicit or receive funds on behalf of the charity shall: a. b. c. d.

adhere to the provisions of this Ethical Fundraising and Financial Accountability Code; act with fairness, integrity, and in accordance with all applicable laws; adhere to the provisions of applicable professional codes of ethics, standards of practice, etc.; cease solicitation of a prospective donor who identifies the solicitation as harassment or undue pressure, or who states that he does not wish to be solicited; e. disclose immediately to the charity any actual or apparent conflict of interest or loyalty; and f. not accept donations for purposes that are inconsistent with the charity’s objects or mission. 6. The charity shall provide, upon request, its best available information on the gross revenue, net proceeds and costs of any fundraising activity (including the fundraising costs categorized as education and/or public awareness) it undertakes. 7. The charity shall not, directly or indirectly, pay finder’s fees, commissions or percentage compensation based on contributions.

8. Charities that undertake cause-related marketing in collaboration with a third party shall disclose how the charity benefits from the sale of products or services and the minimum or maximum amount payable under the arrangement. If no minimum amount is specified, the charity should disclose this. 9. The charity shall not seek its donor list. If applicable, any rental, exchange or other sharing of the charity’s donor list shall exclude the names of donors who have requested (as provided in section A8, above). If a list of the charity’s donors is exchanged, rented or otherwise shared with another organization, such sharing shall be for a specified period of time and a specified purpose and must be limited to what is allowed under Federal and/or Provincial privacy legislations. 10. The charity’s governing board shall be informed at least annually of the number, type and disposition of complaints received from donors or prospective donors about matters that are addressed in this Ethical Fundraising and Financial Accountability Code. C: Financial Practice and Transparency 1. The charity’s financial affairs shall be conducted in a responsible manner, consistent with the ethical obligations of stewardship and all applicable law. 2. All donations shall be used to support the charity’s objects, as registered with CRA. 3. All restricted or designated donations shall be used for the purposes for which they were given unless the charity has obtained legal authorization to use the for other purposes. Alternative uses will be discussed where possible with the donor or the donor’s legal designate. If the donor is deceased or legally incompetent and the charity is unable to contact a legal designate, the donation will be used in a manner that is as consistent as possible with the donor’s original intent. If necessary, the charity will apply to the courts or the appropriate regulatory body to obtain legal authorization to use the donation for other purposes. 4. Annual financial reports are necessary to achieve transparency and accountability to donors and the public. All charities issuing receipts should produce them and make them easily accessible. Financial reports should: a. b. c. d. e.

be factual and accurate in all material respects; disclose the gross amount of fundraising revenues (receipted and non-receipted); disclose the total amount of fundraising expenses (including salaries and overhead costs); disclose all donations that are receipted for income tax purposes; disclose the total amount of expenditures on charitable activities (including gifts to other charities); f. segregate undesignated and designated funds (for aggregate amounts over $100,000); g. identify government grants and contributions separately from other donations (for aggregate amounts over $100,000); and 5. Financial statements should be prepared in accordance with generally accepted accounting principles and standards established by the Canadian Institute of Chartered Accountants, in all material respects (or disclose a discrepancy between the practice and GAAP). 6. The cost-effectiveness of the charity’s fundraising programs shall be reviewed regularly by the governing board. No more will be spent on administration and fundraising than is required to ensure effective management and resource development. The charity shall disclose its process for evaluating its spending.

7. The charity shall, upon request, disclose the revenue and expense assumptions for its fundraising activity as approved by its Board in its annual budget. 8. If the charity has annual revenue in excess of $250,000, the financial statements shall be audited by an independent public accountant. 9. If the charity’s investable assets surpass $1,000,000, and Investment Policy shall be established setting out asset allocation, procedures for investment decisions, and asset protection issues. 10. If the charity receives, or anticipates receiving, gift-in-kind of $100,000 or more in a year and has annual revenue in excess of $500,000, it shall establish a Gift Acceptance Policy (including valuation issues) for the receipt of gifts-in-kind.

Appendix 2: Reimbursement for Board-Related Expenses Rationale: The Board of Directors of Rosthern Junior College understands that it is important to attract members who are enthusiastic supporters of the school, representative of the constituency, and competent in board work. The Board further understands that the conditions under which members serve should be as equitable as possible, so that board service is not, in effect, restricted only to those who are financially independent or who live near the school. Fair and reasonable compensation of board related expenses contributes to a sense of equity; it enlarges the pool of potential members and the contribution that individual members can make. It also provides a truer reflection of the cost of the Board's work on behalf of the school. Board membership traditionally has been considered a voluntary activity. When individual members have claimed expenses, the practice has been for them to return the reimbursement to the school as a donation. Such generosity continues to be acknowledged. As a matter of general policy however, Board related expenses such as travel and attendance at conferences or meetings should be reimbursed as they are for staff. Board members retain the option, without prejudice, not to return expense reimbursement to the school as a donation.

Appendix 3: Salary Increase Anniversaries for Staff Members Rationale: As a matter of principle, and for the sake of attracting and retaining good instructional and administrative staff, and recognizing their contribution outside of school hours to the welfare of the school and its students, RJC is committed to maintaining a salary grid and benefit package for instructional and administrative staff that is equivalent to that pertaining in the public school system of Saskatchewan. Notwithstanding the above, the board recognizes that a tentative annual budget must be established prior to the June board meeting, said budget to include student fee schedules, and that increases to its revenues from provincial grants cannot be counted on as a consequence of any salary increases negotiated provincially. Furthermore, RJC is dependent on Mennonite Church Saskatchewan and Mennonite Church Alberta grants and on individual donations, as well as returns on investments, all of which are out of the board's control and variable in response to economic factors, and Furthermore, the board recognizes its responsibility to the Corporation to maintain the fiscal viability of the school by balancing expenditures with revenues.

Appendix 4: Supervision and Evaluation Process Rationale: The Board of Rosthern Junior College believes that the school's most important assets are the individual employees, both teaching and non-teaching. Staff members working together and fulfilling their individual roles effectively ensure the well-being and development of the students entrusted to the school's care. The board also believes that the attainment of the stated educational goals can be enhanced through soundly and appropriately administered supervision and evaluation of staff, and that the ongoing professional development of staff members is absolutely essential in a changing environment at the school. The board believes that RJC's special mandate to be a school with a "Christian Plus" requires that the dialogue over teaching and residential objectives must be ongoing and rigorous, and that the contribution of individual staff members to the stated philosophy and goals of the school is part and parcel of their employment at the school. The Board further believes that the ultimate purpose of a supervision and evaluation process is the growth and development of the skills of staff members, and that any process specifically designed to evaluate performance must identify strengths as well as weaknesses, and must recommend appropriate avenues toward professional growth.

Appendix 5: Length of Service for Capitalization Rationale: Common practice also takes into account length of service for an item. If item is to last for more than 1–2 years, it should be capitalized. (This statement in a handwritten note on board policy 5C.)

Appendix 6 – Capital Replacement Fund Rationale: The Board of Directors of Rosthern Junior College believes that the Christian emphasis presented in the Mission Statement, and the quality academic programs offered, are enhanced by school and residential environments that are safe, functional and aesthetically pleasing. The "longevity or predictable presence" of Rosthern Junior College has helped to ensure spiritual, philosophical and financial support from our constituents and others. The Board believes that the responsibility for long-term capital maintenance, replacement and additions also rests with those whom the College continues to serve. The Board is committed to careful financial planning and management so that funds will be available for capital project requirements in the future.

Appendix 7 – Bursary Policy Rationale: In recognition of the benefactors who contribute funds for student financial assistance, the board of Rosthern Junior College commits itself to responsible stewardship of these donated resources. The objective is to ensure that financial assistance is distributed fairly, and in a manner that makes the school's program accessible to those who would not otherwise be able to attend because of financial hardship, and to bring stability to the enrolment levels in as far as financial assistance is able to do this.

Rosthern Junior College

The third primary function of the Board is that of monitoring the ongoing life and operation of the College. This implies a continuing and sensitive awareness of what is ...... the Board of Directors will set the capital replacement fee as a percentage of the constituent/alumni base tuition fee. These funds will be placed in "capital ...

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