By / par Rob Thacker (CASCA President)
(Cassiopeia – Autumn / l’automne 2021)
I’ll start by wishing you all well as the fall starts. There are a lot of nerves in the university community – trust me I know as Chief Negotiator for the Saint Mary’s Faculty Union – and I hope that you are able to work effectively with your own administrations to manage COVID-19 workplace concerns effectively.
While a message like this is inevitably quite arms-length, I sincerely hope you are all able to maintain your mental hygiene. While more and more workplaces are bringing in various support mechanisms along these lines, it can still be difficult to find time for this type of self-care when so many other tasks need to be done. I can certainly say I find it difficult, especially as the service part of my work has grown. Personally, one of the most useful things I have learned is how to avoid ruminating. If you are self-critical that can be quite a debilitating habit. I found this talk by Dr Guy Winch especially enlightening.
It has obviously been an extremely difficult summer for CASCA, but as I have indicated discussions are ongoing and I am optimistic that we seem to be moving forward. The end of August saw something of a pause on efforts as multiple people were out of the office until the start of term. I pass on my personal thanks to all those people that have taken time to talk with me, I have learned much. When trust breaks down it is difficult to quickly rebuild working relationships and as a society of volunteers, we rely immensely on labour that is provided for free. Moreover, those efforts are often provided in situations with limited authority and resources. Remember, the annual budget of CASCA is a fraction of a single faculty salary, compare that to CAUT which receives over $7m a year.
As a note, historically we have tended to not spend resources on Board member training so that we can distribute more funds for supporting conferences. As astronomy working practices are evolving so perhaps should our training expectations. With the past two AGMs functioning in virtual form the Society’s financial picture is relative stable and fees will remain flat again this year. We can thus see a potential for devoting a modest amount of funds towards this. The one challenge with this approach is that directors cycle-off on a 2-year timescale, so whatever is put in place can’t be a one-off situation. There are several resources around anti-racism, as well as other topics around inclusion, that I’ve witnessed used with other Boards quite effectively. Note, I am all too aware of “tick the box” criticisms through my union work, avoiding that is important. I’m not mentioning indigenous issues and reconciliation here as that is a very important issue for the Society which I will address on its own in a future message.
In terms of major civic issues impacting astronomy, by the time you read this we will know the outcome of the federal election. The surprise election of a conservative majority government in Nova Scotia is a stark reminder of the uncertainties of polls. To a certain extent the Coalition has prepared for a possible change of government, but there is only so much that can be done. The decision making and bureaucracy systems function at the will of the government, so we are anticipating an inevitable pause in interactions this fall, precisely how long is difficult to know. As a rough timeline, we can expect a new cabinet appointed by mid-October and Parliament to resume in November.
Rather than outlining summaries of the ongoing status of various projects, which are frequently described in more detail elsewhere in Cassiopeia, in this message I’m going to take some time to talk about the Society and what is expected of directors as well as the process by which directors are appointed.
Of course, research continues apace, and I pass on thanks to all the authors that have contributed to this edition of Cassiopeia. If I can just inject one suggestion, I encourage everyone to read Kristine Spekkens’ SKA update as a lot has been happening there. Joanne Rosvick gets another big thank you for her continued duty and diligence as editor of Cassiopeia!
And, of course, my thanks as always to those of you who continue to give your time to CASCA and to the upkeep of our wider community in general!
CASCA Office Update
I need to inform you all that our webmaster Don Hutton had a heart attack in August. He was given a stent, and while discharged after three days and back at work a few more days later, he tells me he is still tiring easily even if his cholesterol is now impressively low after a change in diet and some medication. While I appreciate that the vast majority of you will not have interacted with Don, I am sure the entire membership will join me in passing on our best wishes for a continued recovery.
Expected Duties of Directors
While a President’s report is perhaps not a great place to give a detailed breakdown of the expected duties of directors, I thought it might be prudent to outline what the typical expectations are. For CASCA, because our resources are comparatively limited compared to the number of members we have, we cannot afford to employ an Executive Director. Consequently, the Board must function perhaps more as a “management Board” than desired, arguably the role of Boards is really meant to be oversight and to a lesser extent strategic direction, among other things.
For not-for-profit boards, the generally accepted duties are as follows:
- Duty of Care: Directors have a duty of competence, namely the requirement to act with a certain level of skill in making decisions for the organization. The duty of care describes the level of attention required of a director, arguably one might consider it a “duty to be informed,” and to act with competence and diligence. The law doesn’t require directors to be experts, but it does expect that they act in accordance with a reasonable standard of care and to act responsibly to maintain such standards.
- Duty of Loyalty: Directors must act honestly and in good faith, in essence putting the best interests of the whole organization ahead of their own interests. The duty of loyalty is a personal duty of directors, it cannot be delegated to management, staff, or volunteers of the organization.
- Duty of Compliance (Obedience): An NFP corporation must follow applicable laws and regulations including its own bylaws. This essentially encapsulates that the organization must adhere to its stated corporate purposes in the Articles of Incorporation.
You can easily find many articles on the web that will define further legal duties, but these three high level requirements outline the key expectations of directors. Duty of Care is interesting in that the ultimate standard is that you show appropriate diligence in your role as director. Attending meetings, for example, is considered one of the parts of this requirement. Note I will say upfront that since we transitioned to monthly meetings on top of the longer quarterly meetings it has proven to be a challenge to find slots that work for everyone. Navigating four time zones across nine people each with difficult teaching schedules can be a struggle.
Duty of Loyalty encapsulates all the conflict of interest concerns we often worry about. It is perhaps the most straightforward expectation, but it can be difficult to meet. We may often not appreciate our own biases, for example. Duty of Compliance is straightforwardly understood.
Some of you may have guessed that I have an ulterior motive for the above few passages. Specifically, next year will be a significant one in terms of elections. Moreover, that process actually has to start surprisingly soon. So, I’ll finish this update with an important discussion of the upcoming elections and the bylaw processes that need to be followed.
2022 AGM Board Elections
One of the roles of the Past President is to organize nominations for the upcoming elections as Chair of the Nominations Committee. I had been looking at this with some trepidation, as for 2022 we have a significant slate of positions to fill on the Board. No less than four officer position and two director positions are potentially up for election as both the Secretary and Treasurer have the choice to offer for a second term.
The precise number of vacancies is determined not less than six months before the AGM, and for this year, November 15th is the latest date. I can say upfront that both myself and Erik, as Acting President & Interim Vice President respectively, will not be continuing beyond the AGM, as we are both in these positions under bylaw 9.1, which allows for emergency actions as needed but only until the next election cycle. Thus, both the Presidency and Vice Presidency must be filled by election in 2022. In case anyone is wondering about the normal succession process of the Vice President becoming the President, that is a policy rather than a bylaw. The bylaws themselves state clearly that office of the President is a position that is elected, in practice the succession approach means we have filled it via acclamation (this point has been emphasized at recent business meetings).
In the recent past, the Nominations Committee has frequently had to canvas people in the community and to generate nominations by that process. While always conducted, IMHO, in a spirit of openness, nonetheless the small size of the Nominations Committee has sometimes limited its awareness. I include myself in that criticism as a former member of the Nominations Committee.
With this in mind, I want to remind the community of the full process of nominations is outlined in the Society bylaws. In terms of eligibility, bylaw 5.2.1 states that directors must be ordinary members of the Society, which means those individuals that have either graduated from a PhD or been granted ordinary membership status. Bylaw 5.2.4 then outlines the Secretary puts out a call for nominations six months before the AGM, and nominations must be supported by five members eligible to vote. The role of the Nominations Committee is essentially to prepare a list of candidates and ensure consent of said individuals.
The remainder of the bylaw describes that members should be informed of the list of candidates at least 60 days before the AGM, although candidates can actually continue to be added up to 40 days before the election date. Note, some of bylaw 5.2.4 is archaic in places, in that we have moved to electronic voting, but the meaning is sufficiently clear it is not problematic. It could be changed, but it’s worth remembering every bylaw change must be filed with Corporations Canada so it is not as trivial as just changing a word document.
OK, I hope that clears up the precise nomination process. If anyone has any questions, you are of course welcome to ask myself, or Judith Irwin the society Secretary.
Wishing every one of you a safe and productive fall,