Administration 2010-2000

2010

2010 Arctic Winter Games

Grande Prairie 2010 Arctic Winter Games Host Society FINAL REPORT

A. Executive Summary

VISION: The 2010 Arctic Winter Games are a participant focused circumpolar celebration of sport and culture inspiring a legacy of individual and community growth.

MISSION: Working with the International Committee, we will organize and operate a technically sound, participant focused and responsibly managed Arctic Winter Games in March 2010 by providing effective leadership that engages the support of the community.

• In anticipation of being awarded the Games, Grande Prairie 2010 Arctic Winter Games Host Society was incorporated as a society on January 25, 2007.

• The City of Grande Prairie was awarded the 2010 Arctic Winter Games on January 31, 2007.

• The City of Grande Prairie appointed Debbie Reid as President of the Grande Prairie 2010 Arctic Winter Games Host Society. The City provided Ms. Reid with the authority to recruit the members of the Host Society.

• The City of Grande Prairie and the Grande Prairie 2010 Arctic Winter Games Host Society entered into an Agreement whereby the Grande Prairie 2010 Arctic Winter Games Host Society was contracted to manage and stage the Games on behalf of the City.

• The City of Grande Prairie had two appointees on the Host Society Board of Directors.

• The County of Grande Prairie (a funding partner) also had two appointees on the Host Society Board of Directors.

• A Retreat was held for the Management Committee 3 years out from the Games. This was a critical element in the planning for the Games. o This was designed as a Team Building exercise; o “Why are you here?” was a crucial component of the Retreat; o The Retreat formalized the total commitment of the Board members to the Games; o The Management team stayed intact from this point to the end of the Games. This is truly an accomplishment for the members and evidence of the benefits of the exercise.

• The Host Society established a strong positive relationship with the International Committee. Understanding that the International Committee is the guardian of the traditions of the Games and accepting their experience, wisdom and knowledge, the Host Society worked in concert with them to safeguard the integrity of the event, contributing to the success of the 2010 Games.

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2010 Arctic Winter Games

Host Society Structure:

The Grande Prairie Host Society was structured as part of the City of Grande Prairie but as its own entity. This structure proved very successful and it is recommended as a model for future host societies.

The benefits of this structure include the following:

1. With a separate entity, all financial records are maintained within the society. There is no mixing with the municipality’s regular financial processes. This provides the City, the International Committee, and the Host Society with a more accurate accounting of what it takes to host the Games. 2. This structure allowed the City to track its own contributions without stress and/or administrative activity on the Host Society. The City is in a much better position to track its own activities. The direct costs to the Host Society i.e. facility costs were recorded and provided to the Host Society for inclusion in their budget. 3. This was a much better working group. It allowed prominent and talented community members to be involved. Specific expertise could be sought and used where necessary. 4. Corporate entities were more apt to become involved as sponsors as their contributions were dedicated to the event. Some organizations would only contribute with a separate entity in place. 5. With a Council member and a City employee on the Management Committee, good communications existed. This kept both parties aware of developments, challenges, etc.

With this type of model it is important for the municipality to remember that they still “own” the Games and have responsibility for them. There were some disconnects of this through the term but things came together very well for the Games themselves.

Further evidence that this model should be the preferred model is that these Games produced one of the best Games experiences ever for the participants, set new standards of hosting, provided at a cost similar to the 2008 Games and achieved a surplus. This is outstanding considering that Grande Prairie went through a recession leading to the Games.

As a note of recommendation to future hosts, it is absolutely imperative that strong communications exist between the groups. Activities such as City Council/Games Executive meetings, City Manager/Games General Manager meetings, and joint functions did a great deal in keeping the parties aware and current.

The committee makeup of the Host Society is provided on the attached Organizational Chart. This makeup suited the nuances of Grande Prairie and area and, for the most part, worked well. The Host Society made some changes to the committee assignments based on circumstances.

One move was Merchandise was given to Administration. This was due to the expertise of the Director of Administration. Close communications were maintained with the Marketing Division to promote the Games Store, Gameswear Fridays, and other activities affiliated with Merchandise.

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2010 Arctic Winter Games

The second move was Registration and Accreditation going to Volunteer and Protocol from Communications and It. This move aligned some of the activities better between volunteer recruitment and registering in GEMS. It was also due to expertise that existed with the Director and Assistant Directors of Volunteer and Protocol.

Assumptions The success of any Games is the ability to eliminate Assumptions. There are many means of doing this and the Host Society must adopt those that work for them. Addressing Assumptions is a matter of communicating. The atmosphere around the Host Society must be one of encouraging questions, seeking answers, identification of responsibilities, and accounting for these responsibilities. The intent is to eliminate questions and confusions surrounding any area of responsibility or management. If this atmosphere exists, cross-divisional communications will exist and Assumptions will be eliminated.

Recommendations:

• Conduct an initial retreat: o To set vision and values; o For team building/bonding exercise to create momentum; o Motivational exercise; o Meet and greet board members; o Note: Operations are the purpose of this retreat; • Conduct formal, regular meetings with the President, the Directors, and the General Manager: o This is used as a unifying process; o It provides for effective 2-way communications; o This activity keeps the commitment made at the initial retreat in the forefront. • Develop and implement a system to manage “Assumptions”. • Incorporate regular Cross-Divisional meetings. • Train all Management Committee members on SharePoint. Conduct the training early to ensure better communications throughout. • Include the following in the Staff Orientation Program: o An understanding of the work that the volunteers have done to date; o A description of the roles the volunteers have played and will play as the Games continue; This relates to how the staff will support the volunteers in assisting them in making plans become reality; o Identify the philosophy of staff operations i.e. positive attitudes; o Incorporate training on SharePoint and other operational programs.

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2008

2008 Arctic Winter Games

ADMINISTRATION COMMITTEE FINAL REPORT 2008 ARCTIC WINTER GAMES

EXECUTIVE SUMMARY

1. Overall goals and objectives of the committee.

• To provide financial information, cash and investment management and controls • To facilitate the organization’s budget process and administer audit functions • To provide legal expertise and support to the games organization • To develop personnel and human resource policies for the organization • To administer risk management functions for the organization

2. Structure of the committee.

Director Max Hall Chair – Finance Christine Siu Chair – Legal Loretta Bouwmeester/Kerry Penney

3. Highlight the growing pains of your committee.

The administration committee didn’t experience any major problems. There was a change of staff at the City of Yellowknife in both the legal and finance departments but the new employees seemed to transition smoothly into their respective roles with the Host Society.

4. Overview of the committee’s work.

YEAR 1 (2005)

• The City of Yellowknife established the Host Society by passing By-Law No. 4364 in 2005. • The Board of Directors was appointed.

YEAR 2 (2006)

• Host Society was incorporated by developing and registering constitution and by-laws for the Host Society

Document Number: 143096 2008 Arctic Winter Games

• Reviewed and approved long term lease donation for office space for Host Society • Developed Sponsorship Agreement • commenced the process of securing insurance and liability coverage for the Host Society • The following policies/guidelines were developed: - Purchase Requisition - Cheque and Visa card Acquisitions - Property Acquisition and Disposal - Financial Management, Accountability, Travel Expenses Etc. - Conflict of Interest Guidelines - Sponsorship and Donation Policy - Ticketing Policy

YEAR 3 (2007)

• Various insurance policies secured • Continued review of contracts and legal agreements • Review and revise HomeStay Program documents • Attend to corporate filings

YEAR 4 (2008)

• Continued review of contracts and legal agreements • Receive and review insurance policies • Provide general legal counsel to games staff

5. What were the five best decisions made by the committee?

1. Hired enthusiastic, professional and hard-working people to organize, prepare and manage the Games.

2. Developed a comprehensive Sponsorship Agreement to be executed by all sponsors that outlined the benefits and limitations to be placed on sponsors of various levels.

3. Obtained insurance coverage from a single broker that was experienced in such events which ensured that there were no gaps in coverage.

4.

Document Number: 143096 2008 Arctic Winter Games

6. What were the five decisions made by your committee that you would do differently today and why?

7. Which other Divisions/Committees were you involved with and what were the tasks / projects?

• Transportation – Legal worked closely with the Transportation committee to ensure that all vehicles to be used during the games were properly insured.

• Sports – Administration worked closely with the Chairs to ensure that all venues were properly insured.

•

8. Please provide recommendations for future Games.

• Ensure that all agreements/contracts are reviewed by legal counsel prior to execution •

9. Other comments

None.

Document Number: 143096 2008 Arctic Winter Games

10. Please provide contact info for the major members of your committee. (Name, phone number & e-mail address)

Max Hall (867) 920-5632 [email protected]

Christine Siu (867) 920-5645 [email protected]

Loretta Boumeester (867) 920-5623 [email protected]

Kerry Penney (867) 920-5623 [email protected]

Document Number: 143096

2006

2006 Arctic Winter Games

ADMINISTRATION

Committee: Administration

Chair: Colette Thompson Email: [email protected]

Co-Chair: Dale Bagley Email: [email protected]

Key Individuals

Terry Eubank, Finance Chair Email: [email protected]

Gary Lamb, Risk Management Co-chair Email: [email protected]

Gary Hale, Risk Management Co-Chair Email: [email protected]

Dennis Tidwell, Borough Safety Manager Email: [email protected]

Bill Popp, Finance Co-Chair (& Revenue Chair) Email: [email protected]

Tim Navarre, Treasurer Email: [email protected]

Dave Carey, Vice-President Email: [email protected]

Staff Most Involved with Administration Committee:

Timothy Dillon, General Manager Email: [email protected]

Lin Kennedy, Bookkeeper Email: [email protected]

Terri Nettles, Administrative Assistant Email: [email protected]

Things that went well

1. Very enthusiastic, conscientious, professional and hard-working people were hired as staff for the Host Society.

2. Starting early in the process, the fire marshal thoroughly reviewed all facilities and subsequently took all steps needed to ensure all met fire code requirements for the proposed uses, including sleeping quarters, prior to the games.

4 2006 Arctic Winter Games

3. Developed a personnel policy manual before hiring any employees that provided guidance on personnel issues throughout the games.

4. After delays due to a complex financial program, acquired a different financial program and developed good budgets that were updated as needed and proved reasonably accurate.

5. Financial statements were regularly prepared and available to the board throughout the preparations.

6. Developed a clear and concise set of purchasing procedures establishing accountability while including some flexibility for small purchases.

7. Developed and used standardized contracts for hiring independent contractors, sponsors, and merchandizing agreements.

8. Drafted and used fairly simple but complete volunteer and participant release forms.

9. Obtained all needed insurance at reasonable rates prior to the games.

10. To date, no claims have been filed (and none are expected) for damages to persons or property occurring during the games.

11. Thursday morning 7 a.m. meetings with staff and committee chairs significantly improved communications. President Bagley implemented these.

Things that did not go well

1. Although the purchasing and personnel procedures were followed for the most part, people were not committed to following them at all times. This may mean that future policies should be more flexible to account for the crunch times, but people also must be trained to follow the procedures to avoid future problems.

2. We encountered difficulties with converting to the newer financial software program that resulted in delays preparing variance reports for the international committee in the format desired. This was resolved.

3. Due to the increase in financial transactions, financial and other grant reporting requirements, and numerous other financial requirements that arose, in my view we needed an in-house accountant (in addition to the bookkeeper who was hired earlier in the process) during the last few months before the games.

4. The host society cut back on the number of staff hired due to the lack of funds. This added too much additional work for the initial staff of three already on

5 2006 Arctic Winter Games

board, i.e. the sports manager was also the care & comfort manager as well as the facilties & cultural manager until 6 months out from the Games. During the time we were without a GM the small staff of three took on GM duties as well as the marketing manager duties. The host society did not hire any assistants as recommended by the IC. It is imperative to hire enough staff and put the burden of the finances on the fundraiser. Being able to retain staff in this short-term project is crucial to the success of the Games. Overworking staff not only jeopardizes their health but also their commitment to the organization.

5. The original General Manager departed just over one year before the games were held, and the Sports Manager left just four months before the games began. The Host Society should have had a better record retention and organization system to ease the transition of the new people into those positions. (In our case, the new GM assumed the Sports Manager’s role as well as continuing as GM due to the lack of time and his existing expertise in both areas. However, the record-keeping system still required him to spend a lot of time fully learning the current status of what had been handled by the Sports Manager.)

6. Attempts to develop timelines of much detail were generally unsuccessful, with the exception of some committees such as Care and Comfort and Information Technology. Largely this was due to a lack of volunteers’ time and full understanding of expectations.

7. Employment contracts were too long and confusing.

Ideas for future games

1. Adopt a purchasing policy and procedure manual early in the process that allows flexibility for small purchases. Keeping the expenditure reports updated weekly within the last few months before the games will help keep expenses within budget.

2. Generate simple employment contracts, incorporating the employee policy manual and job description by reference. The employment contract itself could simply be a one page offer and acceptance of the named position at a stated rate, including the starting and ending date, and incorporating the above two items as attachments.

3. Avoid complex sponsorship contracts, and establish early the sponsorship programs to ease the process of ensuring that each sponsor receives all items expected when they become a sponsor.

6 2006 Arctic Winter Games

4. Have the fire marshal and, where applicable, municipal building inspector, inspect all facilities early in the process to allow time to bring the facilities into compliance with codes that apply to the intended use.

5. If the local municipality does not handle the financial and purchasing procedures, acquire off-the-shelf simple programs to handle these needs, and hire an in-house accountant about 6 months before the games.

6. Contract with the insurance broker for the Host Society early in the process, and use that broker to acquire and coordinate all coverage to avoid gaps in coverage.

7. Develop a simple timeline with specific goals for each quarter before the games. Instead of referring just to quarter number, include dates of each quarter.

8. Have fun with it while doing all of that work.

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2004

2004 Arctic Winter Games

2004 Arctic Winter Games ADMINISTRATION FINAL REPORT

Executive Summary:

Division Goals:

To hire the best people possible and deliver the “Best Ever” Arctic Winter Games.

Structures:

The General Manager was left to his own devices. Fort McMurray and the Regional Municipality of Wood Buffalo are very busy places, and therefore the administrative pressures were squarely on the General Manager’s shoulders. Due to this fact, the complexion of the 2004 Arctic Winter Games resembled the 2000 Arctic Winter Games, as the General Manager held the same position for each.

Growing pains:

The organization did not have many, if any growing pains. However, staffing was an issue, as the Oil sands companies recruit the best employees, sometimes leaving inexperienced individuals for other projects. Even though our pay scale was much higher than previous Arctic Winter Games, we could not compete with the larger companies.

Surprisingly Fort McMurray lacked experienced sport people. This was clearly evident though the organizing of the 20 sports, as on many occasions sports had novices for Chairpersons. However, each sport was organized in a professional manner, as Chairpersons made up for experience with enthusiasm.

Overview of final product:

The 2004 Arctic Winter Games were the "Best Ever", and this can be attributed to the size of the community, facilities and the people involved in the project. The 2004 Arctic Winter Games Board of Directors was by far the most qualified group ever assembled for a Games.

Five best decisions

1. Deciding to construct the temporary facility.

Without the tent, only a handful of people could have viewed the ceremonies. The Opening Ceremonies will be talked about for years to come. This was the largest crowd (8,000) to watch a ceremony at either an Arctic Winter Games or a Canada Games.

2. Rural Community Involvement:

The communities of Janvier, Fort Chipewyan, Fort Mackay, Conklin, Saprae Creek and Anzac did a magnificent job in hosting the contingents. Each community embraced the Arctic Winter Games and hosted the event in a very special manner.

3. Opening Gameswear Store 17 Months Prior:

The Gameswear store was open for two Christmas’ and this provided the organization with tremendous profile. Over 250 businesses took part in Gameswear Friday and this program drove sales. The final sales were $800,000.00, and the merchandise provided a much-needed marketing vehicle in the community.

4. Developing Visual Image – Branding

The visual image of the 2004 Arctic Winter Games will be engrained in the public eye for many years to come. By developing a consistent visual image, the public knew when they were viewing or listening to an Arctic Winter Games advertisement.

5. Partnership with Fort McMurray Today/OK Radio Group:

Without the Fort McMurray Today and the OK Radio Group the 2004 Arctic Winter Games would not have been successful. The newspaper and radio stations gave an unprecedented amount, and allowed the organization tremendous latitude.

Five worst decisions

1. Lack of a Fundraising Chair

The General Manager was parachuted in to assist with the organizing and was charged with raising the necessary funds. Fort McMurray is similar to most communities and it takes time to learn who the players are. However, once the General Manager learned who the players were, the Games were quickly approaching and his energies were needed to organize the event.

2. Ticketing Chair Recruited to Late in the Process:

Ticket revenue is important to the financial success of the Arctic Winter Games. We wanted to raise $450,000.00 in ticket revenue, and only achieved $230,000.00. Some of this can be attributed to a good portion of the public leaving for a two-week spring break and some to the manner in which the tickets were sold and communicated. A much more conservative approach should have been taken.

3. Volunteer Registration System Completed Earlier:

The Kimik system worked well, once it was completed and understood. However it should have been completed by September 1, 2003 so that it could have been tested. There also were several committees that were not comfortable with the process, and ample time should have been available to educate those having challenges. This would have also allowed time to light a fire under those committees that were not using the system as intended.

4. Lack of Warehouse Space:

Due to the busy nature of Fort McMurray, warehouse space was at a premium. A minimum of 5,000 square feet, with a preferred 10,000 square feet should be secured. The space needs to be accessible for volunteers and deliveries. The space should also be heated. Approximately 2,500 square feel was donated for the final four months and was primarily used as a fabrication shop.

Page 2 of 7 5. Sponsor Servicing:

The Arctic Winter Games have grown to the point where a committee should be organized to service sponsors. In addition, a staff member should be dedicated to this task and this person should work for the Marketing Manager. Gone are the days that allow a Host Society to simply accept donations without a “return on investment”.

Year One

1. Choices:

In the first year the core staff will be hired. Presumably by the time you receive this report, the General Manager will be in place. The largest decision that must be made is whether to hire other experienced staff. It is the General Manager’s opinion that a critical error was hiring persons that were experienced and therefore came in with preconceived ideas. Those staff that did not have Games experience however had organizing or sport administration experience, seemed to be easier to work with and had less preconceived ideas. As long as the General Manager has Games experience, then the remaining staff can learn as they go.

2. First steps:

The first steps were to set up an office and develop administrative policy. This was done in conjunction with the Board of Directors.

3. Sample documents:

The following sample documents are attached: A. Policy and Procedures B. Job Descriptions C. Interview Questions

4. Resources:

The following resources were used: A. Arctic Winter Games Staging Manual B. Canada Games Staging Manuals C. 2000 Whitehorse Arctic Winter Games Final Reports

5. Management procedures:

The General Manager reported to the Board of Directors on a monthly basis. The Executive met every two weeks. The General Manager would have preferred meeting with the Executive on a weekly basis, however the individuals involved were much too busy to meet on this frequency.

Once the Managers were hired, a weekly Management meeting was also held. The minutes of these Management meetings were distributed to the Board of Directors.

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6. Policy overviews:

The Policy was developed by Administration and approved by the Board of Directors. As policies were required they were brought to the Board of Directors for discussion and ratification.

7. Sample contracts:

Attached is a sample contract that was used for sponsors.

8. Roles and responsibilities of various Games agencies:

The Arctic Winter Games International Committee was of assistance to the Host Society. Monthly conference calls were held with the Chefs de Mission. The International Committee and the Chefs de Missions traveled to Fort McMurray on two occasions in year one. Ian Legaree was of assistance to the Host Society with respect to technical matters. The President of the International Committee and the General Manager conversed on a regular basis with respect to challenges, issues and concerns. The President of the International Committee and the General Manager had a good working relationship.

9. Divisional goals and objectives:

The Host Society met in the first year to develop the goals and objectives. At this time, the Board of Directors developed a Mission Statement, Mandate and Values. These statements carried the Host Society through the ensuing two years.

10. Milestones:

A Milestones document was developed approximately three years prior to the onset of the Games and was reviewed on an annual basis.

11. Organizational choices:

Very few large organizational choices were made in the first year. These choices grew in the second year.

12. Budget guidelines:

The budget was revised on several occasions in the first year. The Whitehorse 2000 Arctic Winter Games budget was used as a guideline. Individual Divisions and Committees were asked to review the budget for accuracy. However it should be noted that the budgeting process intensified in the final year of preparation.

13. Contacts/resources:

After the 2002 Arctic Winter Games, Division Directors and Chairpersons contacted their counterparts in Iqaluit and Nuuk. These individuals were of great assistance in the planning process. In addition, Chairpersons from the 2000 Whitehorse Arctic Winter Games were contacted for information.

14. Key volunteer recruitment:

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In the first year all Division Directors were in place and most if not all Chairpersons were recruited. Recruitment of the individual Chairpersons was to be the responsibility of Division Directors. From time to time, the General Manager assisted in this recruitment process.

Year Two

1. Detailed budgets:

No less than ten drafts of the budget were completed prior to Games time. Of these drafts, seven were completed in year two. The budget was always a working document that was revised when accurate prices and quotations were secured.

However the Managers did not embrace the budget process as much as the General Manager would have liked. Most of the Managers were not comfortable with the AS400 system and had a difficult time reading the spreadsheets. In addition, the budget was broken down by year rather than leaving it as a project. Therefore a parallel excel spreadsheet had to be developed. Additional comments on the budget will be made in the Finance section of the final report.

2. Action plans:

Action Plans were developed for each committee. However on many occasions these action plans/timelines were developed by staff and therefore had very little buy-in by the key volunteers. Only a few committees’s actively followed these timelines.

3. Community activities:

The Marketing Division did a tremendous job of organizing and hosting regular activities. In this manner the 2004 Arctic Winter Games and our branding image were always front and centre. Many of these activities were centered around the Gameswear Store, in order to raise awareness of the Games as well as sell apparel.

Sport also did a great job of marketing the Games through the “On the Move” program. The “On the Move” program was a partnership with the Government of Alberta, the Regional Municipality of Wood Buffalo, Suncor Energy and the Host Society. Approximately 1,000 youth were trained in Arctic Sports and Dene Games in the 18 months leading up to the event. Many youth were educated and trained in both of these sports.

4. Staffing choices:

The final staff were hired in year two, raising the number of full time employees to 17. This was by far the largest Arctic Winter Games in terms of staff. These numbers of staff were necessary due to the busy nature of the Board of Directors.

5. Implementing and executing a Games:

Due to the fact that the community of Fort McMurray hosted the 2003 Alberta Senior Summer Games, things did not start to heat up until September 2003. This allowed six months in order to put the final touches on the planning process. For most if not

Page 5 of 7 all of the Committees, this was ample time to complete the planning process and stage a successful Arctic Winter Games.

6. Final action plans:

Transitional timelines were developed for the 6-8 weeks preceding the 2004 Arctic Winter Games. These were the step-by-step plans that were necessary to host an Arctic Winter Games, and make the transition from staff to volunteers. Once again however, these plans were completed by staff and therefore did not have a solid buy-in from the volunteers. These plans were only monitored by a few committees.

Interdependencies with other divisions or units

The Administration Division was a link between all Divisions and Committees. The Administration Division was primarily the General Manager taking direction from the Executive and the Board of Directors. The Administration Division was human resource management, finances and fundraising.

A critical decision was made in September 2003 when an additional administrative support person was hired. At this time the Office Manager became the Chief Financial Officer and the new hire became the Manager of Administration. Since the budget had grown to in excess of 6 million dollars, a financial specialist was required.

Conclusions

1. Recommendations:

A. A committee is necessary to spearhead the fundraising activities. If a General Manager is being parachuted into a community, then you cannot expect that person to know the lay of the land and the key community contacts. This is an acquired knowledge and skill and will be garnered over the ensuing three years.

B. The Regional Municipality/Borough must take a leading role in the organizing of the Games. The City Manager must assume the role of Director of Administration and provide direction to the General Manager.

C. When hiring Managers, games experience need not be the most important factor to consider. As long as the General Manager has Games experience, then this person can provide direction to the remaining Managers. If those hired have had previous Games experience, then they must have tremendous flexibility and must want to take direction from the General Manager.

D. Directors, Chairpersons and Managers must be involved in the building of a budget. It is not sufficient to simply use the best-case scenario from a previous Games. While this can be a basis for the building of your budget, the document must be predicated upon the wants and needs of your community and your set of Games.

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2. Precedents:

The construction of the tent/temporary facility was precedent setting. The fact that 8,000 individuals watched the Opening Ceremonies was amazing. However, with the increased size of a facility and the temporary nature, came additional and extra costs. While the temporary facility was necessary due to the sheer size of Fort McMurray and the Wood Buffalo Region, it also taxed the Host Society with respect to fundraising.

A total of 5,150 volunteers was also precedent setting. While the number may seem impressive, once again there were additional costs that taxed the Host Society. Volunteer uniforms cost approximately $250,000.00. Once again this taxed the Host Society. A much simpler type of recognition, rather than a jacket, could be considered in the future.

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2002

Arctic Winter Games 2002 Nuuk Host Society Greenland Final report

FINAL REPORT ADMINISTRATION

Area of responsibility: Administrative tasks included:

• bookkeeping, • writing letters, e-mails and messages • translations Danish / English – English / Danish • maintain office archives • recording minutes from meetings, • answering phones, • maintaining a stock of office supplies of all kinds, • maintaining a schedule for the meeting rooms, • booking of hotels/ airline tickets, • Assisting chairs and volunteers and participants before and during the Games with any issues related to administration

Administration worked out policies that covered guidelines for: • handling of mail in the office • bills • who may approve payment of bills • shopping on behalf of the AWG • travelling expenses • rate of per diem • rules regarding the cash on hand at the office

Beside the aforementioned ongoing duties, some specifically assigned to each person and others shared, Henriette was very much involved in registration and contact with the huge number of volunteers drafted for the Games. Henriette was also involved in the work of the volunteer committee, apart from being administrative staff, as their meetings were mostly held outside regular office hours. Grace was assigned the task of setting up Mission Center including setting up a committee to handle the task. Grace was appointed chairperson of this committee. A final report has been filed separately regarding Mission Center.

The five best decisions: 1. To ”employ” a volunteer who is a fully trained bookkeeper to do the bookkeeping. 2. To have the bookkeeper coach and train the administrative coordinator in the craft of bookkeeping. 3. To ”employ” volunteers at the office to handle registration of volunteers. 4. To have 3 morning meetings every week for the whole office. 5. To be able to acquire all the needed office supplies from the Municipality of Nuuk.

Administration - Page 1 of 4 Arctic Winter Games 2002 Nuuk Host Society Greenland Final report

The five worst decisions: 1. To have all 900 volunteers come by the office in order to be registered and receive their complementary cap and pin. This registration should have been moved to another location. 2. To let the administrative coordinator handle all payment of fees, per Diem, etc without prior proper training. 3. The administrative coordinator was not trained in using the Municipality’s bookkeeping system. 4. To have the administrative coordinator handle registration and administrative functions in the Volunteer Committee on top of all the administrative work in general at the AWG office. 5. That no representative for the administrative section of the office was present during the Chef de Mission meetings in the mornings during Games week.

Comments regarding the five best decisions: 1. It was a great relief for the administrative coordinator that a volunteer skilled in bookkeeping and with extensive banking experience took over the task of keeping the books before, during and after Games week. The bookkeeping work was quite extensive and easily provided enough work for at least 1½ volunteer during Games week and the week following Games week. 2. It was a good thing that the administrative coordinator received sufficient training in doing the bookkeeping on computer according to the municipal system, which resulted in current expenses being added continuously. This allowed for an ongoing print out of an accurate balance sheet. 3. It was a good decision to get a volunteer to handle the huge task of registering all the volunteers, as this in itself was a full-time job. 4. At the meetings everyone got a good idea of how the work was progressing in the committees, since a great part of the administrative duties concern assisting chair people, volunteers and the public in general both inside and outside of Greenland. 5. It was a great assistance to us that we were able to acquire any type office supplies and equipment at any time from the Municipality. This saved tremendously on our budget and on the time, we would have had to spend ourselves, purchasing the supplies needed.

Comments regarding the five worst decisions: 1. The Secretariat was not properly prepared to handle, register and photograph nine hundred volunteers. There was not enough physical space in the office and there were to few employees to handle the job. A minimum of at least four people were needed, so that they were in a position to overlap each other, as volunteers came in continuously throughout the day in the months prior to the Games. Only one computer and web cam was set up for the job, which proved to be inadequate. There should have been more computers and web cams set up for the job. 2. An employee in the Municipality's personnel department, skilled in the Municipality's procedures regarding salaries, should have been appointed as a contact person to the administrative coordinator, with any issues regarding salaries. Moreover, the administrative coordinator should have been provided with an either a course or a thorough introduction to the Municipal system and rules regarding salaries. This could have saved many headaches and unnecessary problems, as it seemed the regulations continuously changed depending on, which one talked with at the personnel department. 3. Likewise a support person from the Municipality's financial department should have been assigned to assist the administrative coordinator and been given a given a course in how the

Administration - Page 2 of 4 Arctic Winter Games 2002 Nuuk Host Society Greenland Final report

system works. This should have been done when the administrative coordinator started on the job. 4. The assignments in administration were in themselves a full-time occupation which meant that working on the volunteer project took on became a second priority. This was not satisfactory either for the volunteer attached to the volunteer project or for the administrative coordinator. The functions of administrative coordinator and as an employee working with the volunteer committee should have been separated. . 5. A great deal of information was presented each morning at the Chef de Mission meetings. It was therefore unfortunate that the administrative coordinator was not present during these morning meetings, since the AWG office during Games week became a hub were everyone was seeking information and the office was not always in a position to help them.

Some of the committees discovered shortly before or during the Games that they needed spontaneously to purchase a number of smaller items. This included everything from pens to coffee. There were too many of these last minute buys. In addition, several committees found in the last minutes before the Games that they needed extra office supplies. These late purchases added needlessly to the over all costs and could have been avoided with better planing in the committees.

The administrative staff in the AWG office had a good rapport with the staff working for the Municipality. Particularly the mailroom staffs were very supportive and helpful whenever we needed anything mailed or shipped or a large number of copies printed. Likewise the Purchasing Department was also very helpful as we, through them, could get almost all the office supplies we needed.

Overlapping Everyone working in that department could handle most of the work that needed to be done in Administration. However, there were some areas like translations, and salary payment that had to be done by specific individuals. Grace J. Nielsen was chair of the Mission Center Committee and this took her way from the office during a large part of Games week. The office was thus cut short one person. The office had shortly before hired a helper to register and photograph the volunteers. This person was soon given additional tasks. During Games week, the chairs of courses and of the language committees joined volunteered to assist in the office. A schedule was worked out that enabled the administration workers to work in shifts and thus provide most with some time to go see the Games.

Recommendations for the next AWG: It is an advantage to have an administration, employee who has knowledge of bookkeeping, salary payment, deductions and taxes. This individual should be involved in all decisions pertaining to AWG financial matters. It is important that there be harmony among the staff and that they are able to work well together as it was in our case. If the AWG staff is united in mind and spirit and all work for the good of the others, then this all-important feeling of unity will permeate to the rest of the AWG organization. Basically speaking, it was this togetherness, this feeling of unity that was the all-important factor responsible for the success of the Games, not our sometimes feeble efforts.

Administration - Page 3 of 4 Arctic Winter Games 2002 Nuuk Host Society Greenland Final report

Furthermore it is essential that the staff be very open and welcoming to anyone who comes into the office.

It is helpful if the Secretariat has knowledge of more than one language. In Greenland, it was essential that in the AWG office we knew how, to use Greenlandic, English and Danish as all three were used on a daily basis. Furthermore, office employees could muster native speakers in Japanese, German, Swedish and French.

Conclusion After careful assessment of the performance by the AWG administrative department, the verdict comes up satisfactory. The weeks and days just before the Games were extremely hectic and even more so than they maybe needed to be since all 900 volunteers came by the office, some more than once. In addition, many other people came by the office as well. I believe the staff handled the situation well and was always forthcoming and helpful. The number of people working at the office tripled shortly before the Games, which made the place quite cramped. The place at times became very noisy, which was a disadvantage when one needed peace and quiet in order to concentrate on the work that needed to be done. However, the office building was not adapted to handle the registration of 900 volunteers, who needed their photos taken, The work of signing up, registering and photographing all the volunteers should have been don at another location.

Staging Manual A few ideas from the Staging Manual were used, but not much as conditions in this area in Greenland differs from the rest of North America.

Henriette Rosing Grace J. Nielsen Administration Coordinator Co-coordinator

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ORGANIZATIONAL STRUCTURE-REPORTING RESPONSIBILITIES

The 2002 Iqaluit Arctic Winter Games Host Society was made up of seven divisions: Sport, Communications & Information Technology, Facilities & Operations, Finance & Administration, External Relations, Programs, and Volunteers.

The General Manager reported to both the Executive Committee and the Board of Directors. Each Manager reported to their Division Director, Chairpersons, and the General Manager. Co-coordinators and Trainees reported directly to their respective managers as well at the General Manager.

Communication between all levels of the Host Society organization was essential to the success of the games. The General Manager and staff were responsible for the day-to- day activities at the office. Directors and Chair people were responsible for their divisions and committees. Everyone had to work closely together to keep the whole operation running smoothly. Through the use of e-mail, minutes of meetings were quickly relayed to the board of directors.

Despite some turnover, the Host Society was made up of a dedicated group of people who were determined to put on the best set of games ever!

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SALARY RANGES

Position Salary Range Hiring Date Termination Date General Manager $80,000 per annum August-99 May-02 External Relations Manager $65,000 per annum November-99 May-02 Sports Operations Manager $57,000 per annum May-00 April-02 Programs Manager $54,000 per annum May-02 March-02 Finance & Administration Manager $50,000 per annum December-99 May-02 Volunteer Coordinator $20/hr May-01 April-02 External Relations Coordinator $20/hr October-01 April-02 Programs Coordinator $20/hr October-01 April-02 Sports Operations Coordinator $20/hr October-01 April-02 Finance & Administration Trainee $18/hr December-00 April-02

OVERTIME/TIME IN LIEU POLICY

Overtime was expected for each position. As the games drew nearer, the amount of overtime worked increase dramatically for everyone. Coordinators were given two weeks paid vacation time at the end of their contract to compensate for extra overtime worked.

RECRUITMENT

Recruitment timing for each position varied slightly. Due to the size and isolation of Iqaluit, many of the Host Society employees were recruited from the south. In these cases, relocation time had to be taken into consideration. Some staff members were hired locally and this process was much more time effective. Hiring was complete within a few short weeks. Of course, adequate time was taken for advertising, resume review, interviewing, and job offer.

OFFICE SET-UP AND SPACE REQUIREMENTS

Initially, the Host Society office was located at the ______building. The four existing managers shared a common room, each maintaining their own personal workspace. In ______of 2000, the office was relocated to the Parnaivik Building where it remained for the rest of the project.

At the Parnaivik, there was a front reception area and a separate office for each manager. The Volunteer Coordinator, starting in May of 2001, also had her own office. The Programs, External Relations, and Sports Coordinators, who were hired in October 2001, shared a large common area until February 2002. At this time, the coordinators were moved into the offices of their respective manager in order to facilitate a closer working relationship.

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The Host Society also had access to a boardroom belonging to Nunavut Power Corporation. This room could be used for board and committee meetings if not in use by the owners. It would be very helpful to have a small meeting room exclusively for use by the staff as well.

During games week, several volunteers supervised the front reception area during the evenings. If this approach is used, volunteers must be trained to have all appropriate information at their fingertips. It would be helpful to have a volunteer assigned to the main reception during the daytime to assist people. This way, the Finance & Administration Trainee can concentrate on answering telephone inquiries.

The public was directed to the Host Society office for information such as sport, cultural and bus schedules, etc. This method of information dispersal caused quite a bit of congestion in the front office. Perhaps a better solution would be to have information booths set up a various locations or direct the public to the Village Mayor’s Office.

The Host Society also had access to 6270 square feet of warehouse space. This storage space should be heated and in a very secure location.

Recommendations:

1. Make sure that all staff who work closely together (Managers & Coordinators) are situated closely together.

2. Set up public information booths away from your front reception area to avoid congestion at games time.

3. If you disperse all information from your main office, it is vital that all volunteers have the latest updated information at their fingertips.

4. At least one volunteer should be assigned to answer phones, run errands, etc during games week to alleviate pressure on the staff.

OFFICE EQUIPMENT AND SUPPLIES

# Equipment Location 12 Personal Computers Host Society Office 2 Fax Machines Host Society Office 3 Photocopiers Host Society Office 6 Printers Host Society Office 1 Server Host Society Office

Other Equipment used:  Adding machines  Label Maker  Laptop Computer

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 Filing Cabinets  Work Stations  Microwave  Fridge  Toaster Oven  Phones/Phone lines/voice mail  Internet Accounts  Filing Cabinets

RISK MANAGEMENT

As an organization we acquired the following insurance:

Type of Insurance Purpose Amount Directors/Officers Liability and Corporate Reimbursement Aug. 2001-Aug. 2002 $1,530.00 Vehicle Insurance Staff Vehicles $3756.00/Year FOL Insurance FOL Hangars $4,000.00 General Liability (10 million coverage) Games Week $15,000.00 Motor Pool Insurance Games Week $40,000.00

POLICY MANUAL

The Hosting Team Roles and Responsibilities for the 2002 Arctic Winter Games in Iqaluit

The International Arctic Winter Games Corporation (IAWGC) has “leant” the Games to Iqaluit for 2002

• The International Arctic Winter Games Corporation has a legal contract with the Municipality of Iqaluit to host the Arctic Winter Games to a certain standard.

• This Contract requires the Municipality to form a Host Society to manage the Games on behalf of the Municipality. The Municipality has therefore formed and provided funding to the 2002 AWG Host Society.

• The Government of Nunavut has funded the Host Society and has an interest in the Games through its appointments to the International Arctic Winter Games Corporation.

The Board of Directors of 2002 AWG Host Society is the “Keeper of the 2002 Games Mission”…

The Board of Directors of the Society is responsible to the Members of the Society and the Municipality to “keep” the following mission of the Board or as that mission

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may change from time to time as the Board decides. The Board does this by doing two things: 1) deciding policy and 2) monitoring operations.

…“To manage a unique, inclusive, memorable set of Games that remains relevant to the culture of Iqaluit and its people… Committed to leaving a lasting legacy of memories, pride, volunteerism and infrastructure behind…and strive to showcase excellence in sport, community spirit and vitality in the arts, crafts and culture of Nunavut’s people. All this while the world looks on!”

• DECIDING POLICY - The Board of Directors as a whole will decide on the Host Society’s budgets, policies, and any and all other decisions that either fall outside the Board-approved budget and policy or outside Board-delegated functions. The Board will do this by reviewing and considering proposals from staff and committees. Policies that the Board shall approve include: o The strategic and/or business plan, o Marketing and communications plan, o Visual identity and overall image of the Games policy and standards, o Purchasing policy, o Spending/signing authorization (i.e. who can sign/commit expenditures at what dollar levels), o Sponsorship / Friends of the Games Policy o The Host Society’s Budget o Regular Financial Statements for the Board o Personnel Policy o This document - a description of roles and responsibilities. o

• MONITORING OPERATIONS - Each Board member is also responsible to the rest of the Board for the smooth operation of their respective Division (i.e. Sports, Facilities, External Relations, Finance & Administration, Communications & Information Technology, Volunteers, and Program).

The Board will manage this responsibility by receiving and discussing regular and monthly reports from Division Directors and the General Manager regarding progress.

The General Manager and his staff are responsible to the Board for the smooth operation of the 2002 Games.

This means, the General manager/staff has a strong partnership with the Board Members, Committee Chairs and volunteers with the Board being the dominant partner.

• Board Expectation of the General Manager: o Serves as a professional advisor to the Board

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o Recommends appropriate policies for consideration o Implements all policies adopted by the Board o Provides accurate, appropriate and timely information about policy issues and major issues affecting the organization o Recruit, supervise and develop competent staff

• General Manager Expectations of the Board: o Set parameters for the operations of the executive director o Advise the executive director giving the benefit of the Board’s judgment, expertise and familiarity with Iqaluit. o Delegate responsibility for management and refrain from handling management functions. o Make all staff responsible to the executive director o Support the General Manager in all decisions and actions consistent with policies of the Board o Hold the General Manager accountable for the performance of the organization o Evaluate the work of the General Manager.

• The Manager/Staff bringing proposals and recommendations to the Board or Committees and the Board or Committees take the time to carefully review the proposals and consider where value can be added and ensure the best possible decisions are made.

• The individual Director of the Board takes responsibility for ensuring their respective committee chairs have all that is necessary to do their jobs. This includes:

o The Director keeping the Board informed of progress in their respective Division, o The Director making sure the Board’s budget, plans and policies support the Division’s work, o The Director working with staff and committee chairs to ensure committees are supported, o The Director providing advice to committee chairs.

The Executive Committee reflects Board direction and is the day-to-day “sounding board” for the General Manager.

• The Executive Committee is made up of the President, Vice President, Director of Finance & Admin and Director at Large from the Municipality. • The executive committee shall determine if issues warrant board action by deciding if they are policy or administrative issues. They do not approve policies. • The Executive Committee is a between-board-meetings “sounding board” for the General Manager regarding draft policies and other recommendations going to the Board.

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• The Executive Committee may also be a general advisor to the General Manager to ensure the General Manager has everything he needs to do his job on a day-to- day basis. • Any decision-making of the Executive Committee will be within the policies as decided by the Board.

The Chairs and their Committees are the Do-ers of the Games. They deliver the goods in partnership with staff.

• The Chairs and their committees, with the support of staff, and Division Directors deliver the goods in every area: – Media and Public Relations, Merchandise, Tickets, Advertising & Publications, Fund raising, Sport officials and each of the Sport Committees, Finance & Administration, Language, Government Liaison, Facilities, Security, Accommodation, Medical, Transportation, Catering, Awards, Cultural Programs, Ceremonies, Guest Services & VIP’s, Hospitality, Systems, Telecommunications, Data, Information, Volunteer recognition, Volunteer placement, Volunteer Centre, and Volunteer Training.

A “Decision-making Template” for how issues might be brought to the Board or Committees for decision.

Recommendations should always be in writing and presented to the Board and Committees with enough time for members to fully understand the information being presented and the consequences of their decision. Following are important elements of a recommendation:

Objective: What are we really trying to achieve with this recommendation.

Background: What are all the pertinent facts so we can make the best decision.

Options: What are the various options along with a brief discussion of the pros and cons of each.

Financial Implications: How much will this recommendation cost. Is it in the Board- approved budget? If not, where will dollars come from.

Recommendation: What’s the best decision that can be made.

Signed by: Director in Charge (if appropriate) and General Manager.

One of the principal tasks of the General Manager is the control of the quality of information that flows to the Board. This is the mandate of the General Manager (and the respective Division Director where appropriate) and no one else. As a result the GM is expected to` “sign off” any report or recommendation to the Board to indicate his agreement.

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THE “PERFECT GAMES”… ______

…Starts with the Board Members individually and collectively being committed to a “Great Games”, having a clear vision of what the Games will look like, having a clear idea of their responsibility as Board members and comfort in exercising that responsibility….

…. It continues with the Board sticking to making the “policy decisions” and monitoring the big picture while letting the great staff and volunteers deliver the goods…

… It continues with enthusiastic Committee Chairs being empowered to deliver their part of a “Great Games”…

… It continues with passionate Staff who believes in the Board’s vision and wants to work with the Board, the Chairs and all of the other volunteers to deliver a “Great Games”…

…It ends with the athletes, guests, volunteers, board members, staff and community as a whole saying after the Iqaluit 2002 Arctic Winter Games - “That was fun and I was part of a great historical event for Iqaluit.”

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Purchasing Policy

Coming Into Effect

This Policy is in effect, immediately upon approval by the Host Society Board of Directors, for every contract initiated thereafter.

Authority

In exercising its wider responsibilities and prerogatives, the Host Society Board of Directors may, on an exceptional basis, depart from the application of provisions of the Policy.

Title

The Policy is entitled the 2002 Iqaluit Arctic Winter Games Host Society Purchasing Policy or “Games Purchasing Policy”.

Application/Accountability

The Policy applies to the design, award, administration and interpretation of any Contract for purchasing goods and services required to successfully host the 2002 Arctic Winter Games.

The Director, Finance and Administration is responsible for ensuring that no contract shall be awarded and no purchase of goods or services shall be made if sufficient funds have not been allocated within the Society’s budget. This responsibility has been delegated to the General Manager.

Objectives

The Policy has the following objectives:

(a) Good Value and Fair Competition

To secure goods and services for the 2002 Iqaluit Arctic Winter Games Host Society at the best value, recognizing the higher cost of doing business in Nunavut, and using a contracting process that is clear, fair and equitable and timely.

(b) The Success of the Games

As a non-profit organization, dependent on generating revenue through donations and sponsorships, the prudent and sound expenditure of funds will be critical to maintain integrity and confidence in the organization. In addition other factors,

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such, as quality, delivery time etc., will be given consideration.

(c) Sponsor Participation & Recognition

Supporters of the Games through cash or in-kind contributions will have their valuable contributions considered in the purchasing process.

Bidding Process

The bidding process shall be as follows, and where written quotes or invitational bids are requested, Nunavut-based firms shall be solicited in the first instance (where appropriate):

(a) The General Manager may authorize the purchase of goods and services up to a value of $5,000;

(b) The General Manager or his delegate shall obtain a minimum of three written quotes where a proposed contract for goods or services has a value between $5,000 and $25,000. The General Manager shall provide a report, each quarter, to the Board of Directors identifying all contracts let and purchases made between $5,000 and $25,000.

(c) The General Manager or his delegate shall solicit a minimum of three invitational bids or go to public tender/request for proposals where the estimated value of a proposed contract exceeds $25,000. A designated Tender/Proposal Evaluation Committee comprised of at least the General Manager, Director of Finance and Administration and one other Executive Member shall present contract award recommendations to the Board of Directors for approval.

Evaluation Process

The evaluation process for the award of Tenders and for the cost criteria portion of Requests for Proposals shall be as follows:

(a) All Tenders submitted should meet minimum contract requirements specified in the request for tender or proposal and should demonstrate a capability of carrying out the work;

(b) All Tenders meeting the requirements outlined in (a) and the cost criteria of relevant Proposals shall then be adjusted based upon Sponsor of the Games status, Nunavut Business status and Inuit Firm status of the proponent, general contractor, subcontractors, and suppliers;

(c) The bid adjustment values shall be as follows:

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(i) Sponsor of Games, all other cost components being equal, will be given right of first refusal to deliver goods and services to the Host Society; (ii) Nunavut firm status, with documentation provided, an adjustment of 3%; (iii) Inuit firm status, with documentation provided, an adjustment of 3%.

D. E. Conflict of Interest

Any member of the Host Society, either staff or volunteer, in which the member has an interest, wishing to sell goods or services to the society, shall be governed by any Conflict of Interest Policy established. In particular, the member shall avoid any conflict of interest, real or perceived, and remove him/herself from any discussions or decisions regarding the award of a contract on which he/she has submitted a bid.

No member of the Host Society, either staff or volunteer, may solicit, accept, or agree to accept any gratuity or offer of employment from a supplier which would create a conflict of interest for the Host Society member.

APPENDIX “A”

DEFINITIONS

The following definitions apply to this purchasing policy:

Bid Adjustment – the amount by which the face value of a Bid is reduced in accordance with this policy. The Bid Adjustment is used for Bid evaluation purposes only. The Bid price minus the Bid Adjustment will be referred to as the adjusted price.

Inuit Firm – an entity which complies with the legal requirements to carry on business in the Nunavut Settlement Area, and which is

i) A limited company with at least 51% of the company’s voting shares beneficially i. Owned by Inuit, or

ii) A cooperative controlled by Inuit, or

iii) An Inuk sole proprietorship or partnership.

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Nunavut Business – a business, which complies with the legal requirements to carry on business in Nunavut, and meets the following criteria:

i) Is a limited company with a least 51% of the company’s voting shares beneficially Owned by Nunavut Residents, or ii) Is a cooperative with a least 51% of the Resident’s voting shares beneficially Owned by Nunavut, or

iii) Is a sole proprietorship, the proprietor of which is a Nunavut Resident, or

iv) Is a partnership, the majority interest in which is owned by Nunavut Residents and In which the majority benefits, under the partnership agreement, accrue to Nunavut Residents, and complies with the following:

a) Maintains a registered office in Nunavut by leasing or owning office, commercial or industrial space or in the case of service oriented businesses, residential space, in Nunavut on an annual basis for the primary purpose of operating the subject business, and b) Maintains a Resident Manager, and c) Undertakes the majority of its management and administrative functions related to its Nunavut operations in Nunavut.

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ASSET DISPOSAL/SURPLUS POLICY

Purpose:

To ensure that all assets are disposed of in an appropriate manner, while respecting the financial situation of the Host Society.

Policy: 1. That the Host Society keeps an accurate record of capital assets, including the date purchased and cost of each item. 2. That an asset sale be organized for immediately following the 2002 Iqaluit Arctic Winter Games where appropriate items are sold to the public. These items will include assets that would not be of value to Nunavut Sport and Arts Organizations. A list of items, which will be sold at this auction, will be provided for the approval of the Board of Directors prior to such a sale.

3. If the Host Society is in a surplus situation, then certain remaining capital items may be donated to appropriate Sports and Arts Organizations. This includes office and sporting equipment.

a) In the event that capital items are available for donation, a public posting of all available assets will be made within Nunavut requesting non-profit organizations to present a proposal, in writing, describing why the assets should be donated to their organization. A decision on where to donate each asset will be made by majority vote of the Board of Directors of the Host Society present at a special meeting called for this single purpose only.

b) In the event that a cash surplus accrues to the Host Society upon final audit, the Host Society will solicit proposals from Nunavut Sport and Arts organizations describing how these funds would be used and recognized as an ongoing legacy from Nunavut’s successful hosting of the 2002 Arctic Winter Games. The Host Society Board of Directors will decide by majority vote, which proposals to support.

4. At the conclusion of the Arctic Winter Games and as the Host Society winds down, that the By-Laws of the 2002 Iqaluit Arctic Winter Games be respected, and at the conclusion of the Games, any potential surpluses can be dealt with at that time.

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CONFLICT OF INTEREST POLICY

PURPOSE

The ability of the directors and volunteers (members) of the 2002 Iqaluit Arctic Winter Games Host Society (Society) to make objective and informed decisions is affected profoundly by the personal and professional interests of individual members. The Society is entitled to a member’s best judgment, which should not be clouded by the fact a member has a personal agenda that conflicts with the Society’s best interests.

It is imperative for members to remember that the Society depends on the trust of donors, other volunteers, and other supporters. Even the appearance or suggestion of conflict can damage the Society’s reputation and ability to carry out its work. The appearance of reality is critical, and a perceived conflict of interest of a member could have devastating consequences, even if the questionable transaction fails to meet the relatively narrow legal definition of conflict of interest. In terms of the public perception of the Society, it is important that not only are conflict of interest situations identified and managed, but that they are seen to be handled in a manner which is fair, consistent, above-board and transparent.

This conflict of interest policy does not prohibit conflicting interests, but provides a formal process to manage conflicting interests successfully. The policy has two basic purposes:

1 To allow approval of contracts or transactions by decision makers who have knowledge of the circumstances of a transaction, so that decisions are both informed and objective.

2 To ensure that a contract or other transaction between the Society and an individual member who revealed his or her interest, and which was awarded in accordance with the purchasing policy, cannot be challenged if it is fair to the Society.

POLICY

1. Definition of Conflict of Interest: Throughout this policy, conflict of interest broadly refers to any situation in which a member of the Society is influenced in an organizational decision by personal, financial, business, or other concerns unrelated to the Society’s best interests. It also deals with situations where it could be perceived that a member is in a conflict situation as described above.

2. No member shall use his or her position, or the knowledge gained therefrom, in such a manner that a conflict between the interest of the Society and his or her personal interests arises.

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3. Each member has a duty to place the interest of the Society foremost in any dealings with the organization and has a continuing responsibility to comply with the requirements of this policy.

4. The conduct of personal business between any member and the Society is prohibited, except when approved pursuant to this policy.

5. Members may not obtain for themselves, their relatives, or their friends a material interest of any kind from their association with the Society, except when approved pursuant to this policy.

6. If a member has an interest in a proposed transaction with the Society in the form of a significant personal financial interest or in any organization involved in the transaction, or holds a position as trustee, director, or officer in any such organization, he or she must make full disclosure of such interest before any discussion or negotiation of such transaction.

PROCEDURES

7. A member is considered to have a conflict in connection with a proposed transaction of the Society in the following circumstances:

7.1. The member has an interest in the proposed transaction in the form of a significant personal financial interest or in any organization involved in the transaction, or holds a position as trustee, director, or officer in any such organization;

7.2. A member of the immediate family of a member has an interest in the proposed transaction in the form of a significant personal financial interest or in any organization involved in the transaction, or holds a position as trustee, director, or officer in any such organization (immediate family is considered to include a spouse, child, brother or sister, or any family member financially dependent on the director); and

7.3. In any other circumstance where the member, or any other Society member, believes that a real or perceived conflict may be present.

8. It is the responsibility of a member to declare circumstances where a conflict exists. Furthermore, any Society member may also identify situations where they believe that another member has a conflict.

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9. The Board of Directors must approve all conflict of interest situations involving a transaction with a financial value or benefit in excess of $1,000. Conflict situations involving transactions below this dollar threshold must be approved by two Society directors not affected by the decision, provided that such transactions do not represent a series of transactions (in such cases the series of transactions must be approved the Board of Directors).

10. In considering conflict situations, the Board of Directors must consider the following guiding principles:

10.1. The process for selecting the other party to the transaction and whether appropriate tendering has been undertaken to identify appropriate parties and to validate the value of the transaction;

10.2. The business needs of the Society for entering into the transaction and whether such needs are best satisfied by the party that has caused the conflict situation to arise; and

10.3. Notwithstanding the above principles, whether entering into the transaction with the party could be perceived by a reasonable person to represent an unacceptable conflict and where such perception could damage the reputation of the Society.

11. When the Board of Directors is discussing a transaction involving a conflict of interest:

11.1. The conflicted member may not participate in such discussions as an advocate on their own behalf, either formally at the Board of Directors meeting or informally through private contact, communication and discussion, unless such participation is approved by a unanimous vote of the other Directors.

11.2. Except where the participation of a conflicted member in the discussion of the matter has been approved as set out in 11.1 above, the member should not be present at that portion of a meeting when matters in which they have an interest are considered.

11.3. The conflicted member may not participate in the vote on the matter.

11.4. In order for the transaction to be approved, there must be a unanimous vote of the directors present at the meeting who are not affected by the decision. In order for such a vote to be held, there must be a minimum of three unaffected directors present at the meeting.

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12. All discussions related to conflict of interest situations will be clearly documented in minutes of the Board of Directors meeting.

13. Gifts

13.1. From time to time, Society members may be the recipients of gifts during the course of conducting activities on behalf of the Society. The following applies with respect to gifts:

• any official gift accepted by a member acting as a representative of the Society is the possession of the Society; and

• Any gift received as personal recognition for the member can be received for the personal benefit of such member - the member must declare any gifts with a value greater than $100 to the Society Board of Directors.

13.2. A member must decline to accept any gift, or series of gifts, where the receipt of such gift or gifts could be perceived in a manner that would damage the reputation of the Society. In particular, no gift can be accepted in circumstances where the party providing the gift is, or could be perceived to be, attempting to influence a decision or vote of the Society in matters concerning the Society.

13.3. In no circumstances can a member accept a gift from another party that has a commercial relationship with the Society unless such receipt is approved by the Society Board of Directors following the procedures for conflict of interest set out in this policy.

14. Disclosure

14.1. Society members must submit each year at the AGM a declaration form concerning conflict of interest (refer to Appendix 1) and, if not previously disclosed, will make disclosure of particular transactions before any relevant Board or committee action.

14.2. These reports will be reviewed annually by the respective Board of Directors and before transactions when disclosure relating to such is submitted.

15. Implication of Breach of Conflict of Interest Policy

15.1. If it is determined that a member has violated the Society Conflict of Interest Policy, the circumstances of such violation will be reviewed by the unaffected directors. If decided upon unanimously by these directors, the

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member who has violated the policy will be asked to resign from their Society position.

15.2. The Board of Directors will take whatever steps it feels are appropriate under the Society By-laws to deal with any situation that cannot be resolved through the process described in the preceding paragraph.

Appendix 1

2002 IQALUIT ARCTIC WINTER GAMES HOST SOCIETY

ANNUAL DECLARATION CONCERNING CONFLICT OF INTEREST - VOLUNTEER

This declaration is to be signed upon election and each year at the AGM.

I have read the Arctic Winter Games Host Society policy regarding conflict of interest.

To the best of my knowledge and belief, except as disclosed herewith, neither I nor any person with whom I have or had a personal or business relationship is engaged in any transaction or activity or has any relationship that may represent a potential competing or conflicting interest, as defined in the policy.

Further, to the best of my knowledge and belief, except as disclosed herewith, neither I nor any person with whom I have or had a personal, business, or compensated professional relationship intends to engage in any transaction, to acquire any interest in any organization or entity, or to become the recipient of any substantial gifts or favors that might be covered by the policy regarding conflicts of interest.

(A) Without exception ____ (B) Except as described in the attached statement ____

Name of member: ______Signature of Member Date

______Signature of witness

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SOCIETIES ACT

Nunavut Territory

Application for Incorporation

We, the undersigned, hereby declare that we desire to have a Society incorporated under the Societies Act and that

I. The name of the Society is:

2002 Iqaluit Arctic Winter Games Host Society

II. The objects of the Society are:

a. To stage, finance and promote the 2002 Arctic Winter Games (“the Games”) in accordance with the contract signed between the Municipal Corporation of the City of Iqaluit (“the Municipality”) and the Arctic Winter Games International Committee, a copy of which is attached hereto and marked as a schedule to this application for incorporation;

b. To establish such committees and subordinate bodies as are necessary for the successful organization and staging of the said games;

c. To do any and all things as may be necessary to ensure the attainment of the objects of the 2002 Iqaluit Arctic Winter Games Host Society.

III. The operations of the Society within the Territory of Nunavut are to be chiefly carried on in:

Iqaluit, Nunavut

IV. The by-laws of the Society shall be the following:

BY-LAWS

1. Definitions

a) “Members” means the Board of Directors elected to the 2002 Iqaluit Arctic Winter Games Host Society.

b) ”Executive Committee” is made up of the President, Vice President, Secretary-Treasurer, and the Chief Administration Officer of the Municipality of Iqaluit and others that the Board may deem appropriate to serve in an ex officio member from time to time. The Executive

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Committee is a between-board-meetings sounding board for the General Manager and any decision-making of the Executive Committee shall be within the policies as decided by the Board.

c) “Municipality” means the Municipal Corporation of the City of Iqaluit.

2. Members of Society

a. The Society shall consist of no fewer than twelve (12) directors and not more than twenty-four (24) directors. Members shall be appointed in accordance with the following procedures:

i. The Municipal Council of Iqaluit (“Council”) shall appoint two (2) elected representatives of the City other than the Mayor of the City of Iqaluit and appoint three (3) officials including the Mayor, the Senior Administration Officer, and the Finance Director.

ii. Council shall have the right to appoint a replacement representative should any elected representative appointed by the City withdraw or be expelled from the Society;

iii. The Arctic Winter Games International Committee may designate two (2) of its members to be ex officio members of the Society and may replace any members designated by it;

iv. The Society may appoint a member of the Legislative Assembly of the Nunavut Territory from any one its electoral ridings to sit as an ex officio member of the Society;

v. The Board may, by majority resolution, admit as members such additional residents of the City of Iqaluit as it may deem appropriate to maintain the membership of the Society between twelve (12) and twenty-four (24) members.

2. Rights and Obligations of Members

a. All members shall have the right to take part in all Society activities;

b. All members shall act diligently and responsibly in assisting with the organization of the 2002 Arctic Winter Games and shall act in such a manner as shall enhance the image of the said Games and the City of Iqaluit;

c. All members shall serve on the Board of Directors;

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d. The members shall serve without remuneration from the Society or elsewhere. Nothing herein shall prevent the Society from reimbursing a member for expenses incurred in conducting Society business;

e. The Society shall appoint and employ a General Manager in accordance with its mandate set out in the contract between the City and the Arctic Winter Games International Committee.

3. Withdrawal and Expulsion of Members

a. Any member may withdraw from membership in the Society by notice in writing to the President;

b. Any member whose conduct is considered detrimental to the Society may be expelled by a resolution passed by a majority of the Directors of the Society. Without limiting the generality of the foregoing, recurring failure to attend meetings or failure to perform assigned duties shall be considered conduct detrimental to the Society.

4. Officers of the Society

a. The Officers of the Society shall be a President, Vice President, Secretary- Treasurer and such other Officers as the Board in its discretion may from time to time determine to be necessary or desirable;

b. The Officers of the Society shall be known as the Executive;

c. The President of the Society shall be elected by the members and shall hold office at the pleasure of the members. Elections will be held at the annual general meeting. Upon the withdrawal, expulsion or removal of the President, the members shall elect a new President from the membership of the Society; either at the annual general meeting, or at a special meeting as defined in section 5-c.

d. In the event of withdrawal or expulsion of any Officer other than the President, the Board of Directors may, by secret ballot of a quorum of 50% plus 1 member, fill the vacancy from within its own membership;

e. The Chief Administration officer of the Municipality of Iqaluit shall hold an Officer position, but not the position of the President.

5. Meetings

a. Meetings of the Executive and the Board shall be held at the call of the President;

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b. The Society shall hold an Annual General Meeting once each year. The date of the Annual General Meeting shall be determined by the Board, but shall not be sooner than 30 days nor later than 180 days after the fiscal year end of the Society;

c. Any eight (8) members may call a Special Meeting by presenting a signed request to the President or (in the President’s absence) to the Vice President, who shall call such Special Meeting within five business days after receipt of such request;

d. General Meetings and Special Meetings of the Society shall be open to the public, but only members shall be entitled to vote at such meetings;

e. A quorum for all meetings of the Society shall be seven members;

f. Rules of procedure in all meetings shall be governed by Robert’s Rules of Order;

g. All members of the Society shall have one vote at a General or Special Meeting. In the event of a tie vote, the motion will be lost.

6. Committee

The Board of Directors may from time to time establish Standing Committees or any other Committees, as the Board might deem necessary or desirable to fulfill the objectives of the Society.

7. Signing Officers

Any member of the Executive together with the Society’s General Manager or, alternatively, any two members of the Executive, may sign contracts, agreements, bills of exchange, cheques or other instruments on behalf of the Society, whether under the corporate seal of the Society or otherwise.

8. Seal

a. The seal of the Society shall consist of the word “Seal” in a circle formed by the words “ 2002 Iqaluit Arctic Winter Games Host Society”;

b. The seal shall be kept in the custody of the Secretary-Treasurer or their designate.

9. General Manager

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The General Manager is responsible to the Society. Direction to staff will flow from the Society through the President or his/her delegate to the General Manager and through him/her to all staff.

10. Duties of Officers

a. The President shall preside at all meetings, Special Meetings, Directors Meetings and Executive Meetings;

b. The Vice President shall assist the President in his or her duties when called upon and assume the responsibilities of the President in the President’s absence;

c. The members of the Executive shall ensure:

i. Minutes are kept of all General, Special and annual Meetings, which minutes shall be sufficient in detail to reflect the tenor of discussions at such meetings and not merely the resolution adopted; ii. Minutes of all meetings are circulated to all members of the Society, and to the members of the Arctic Winter Games International Committee within seven days after such meetings; iii. Notices of meetings are provided to all members entitled to attend that meeting and such other individuals as may be directed by the President. Notice of a meeting need not be given to a member who was present at an earlier meeting during which the date of the meeting was established. iv. Records of the Society, including minutes of meetings, are made available to members for inspection during normal business hours at the registered Office of the Society or the Society’s business premises, as the President may determine.

d. The Secretary-Treasurer shall:

i. Establish a financial management system in accordance with good accounting practices (generally accepted accounting principles) :

ii. Place all monies in the Society’s bank account;

iii. Issue cheques and pay all accounts that are duly authorized by the Executive;

iv. Keep accurate records of all such receipts and disbursements and submit the records with proper vouchers to the auditors appointed for the current year;

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v. Prepare a financial statement at the end of the fiscal year;

vi. Prepare interim reports not less than quarterly.

vii. Annual financial reports and interim reports may be made available to the City and council upon request.

11. General Manager and Other Employees

a. The Society may hire a General Manager and such other employees, as the Board may deem necessary or desirable for the purpose of fulfilling the Society’s objectives. All contracts of employment shall be term positions;

b. The General Manager shall be responsible to the President of the Society. Direction to staff will flow from the Society through the President or his or her delegate to the General Manager and through him or her to all staff.

12. Committees

a. The Board may establish such committees, as it may deem necessary or desirable for the purpose of fulfilling the objects of the Society. Except as provided herein, persons on such committees need not be members of the Society;

b. The Chairperson of a committee shall be appointed by resolution of the Board, but such Chairperson need not be a member of the Society;

c. Each committee shall be responsible to the Society and may not incur financial obligations or make policy commitments without approval of the Board;

d. One member of the Society shall sit on or chair each committee.

13. Indemnification

a. Except in respect of an action by or on behalf of the board to procure a judgment in it’s favor, the board may indemnify a director or officer of the board, a former director or officer of the board, or any person who acts or acted at the board’s request as a director or officer of an entity of which the board is or was a shareholder of or in which the board has or had a financial interest, against all costs and expenses reasonably incurred by the person, including amounts paid in settlement or to satisfy a judgment, in respect to any civil, criminal or administrative action or proceeding to which the person is made a party by reason of being or having been such a person, if

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i. the person acted honestly and in good faith with a view to the best interests of the board or the entity; and

ii. In the case of a criminal or administrative action or proceeding enforced by monetary penalty, the person had reasonable grounds for believing that the impugned conduct was lawful.

Indemnification in derivative action

b. The board may with the approval of a court, indemnify a person referred to in subsection 13-1, in respect of an action by or on behalf of the board or an entity referred to in that subsection to procure a judgment in it’s favor to which the person is made a party by reason of being or having been a director or an officer of the board or entity, against all costs and expenses reasonably incurred by the person, including an amount paid in settlement or to satisfy a judgment, in respect of that action if the person fulfils the conditions set out in paragraphs 13-1 (a) and 13- 1 (b)

Right to indemnity

c. Notwithstanding the other subsections of this section, (13) a person referred to in subsection 13-1 is entitled to indemnity from the board in respect to all costs and expenses including an amount paid in settlement or to satisfy a judgment, reasonably incurred by the person in respect of the defense of any civil, criminal, or administrative action or proceeding to which the person is made a party by reason of being or having been a director or officer of the board or of an entity referred in that subsection, if the person seeking indemnity

I. Was substantially successful on the merits in the defense of the action or proceeding; and

ii. Fulfils the conditions set out in paragraphs 13-1 (a) and (b).

Personal representatives

d. Where the board could indemnify a person under any of the subsections 1 to 3, the board may to the same extent indemnify the heirs or personal representatives of the person.

Definition of “proceeding” e. For the purpose of this section, “proceeding” includes an investigation that

i. Pertains to the administration or enforcement of an Act of Parliament or of the legislature of a province or territory; or

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ii. Is authorized by or pursuant to an Act of Parliament or of the legislature of a province or territory; or

iii. Is within a class of investigations prescribed in the regulations.

Director’s and officers insurance f. The board may purchase and maintain insurance for the benefit of any person referred to in subsection 13-1 and the personal representatives of that person against any liability incurred by the person

i. In the capacity of a director or officer of the board, except where the liability relates to a failure to act honestly and in good faith with the best interests of the board; or

ii. In the capacity of a director or officer of another entity where the person acts or acted in that capacity at the board’s request, except where the liability relates to a failure to act honestly and in good faith with a view to the best interest of the entity.

14. Borrowing Powers

The Society shall borrow money only through and upon the prior consent and authority of the City.

15. Impending doom clause

The Municipal Council may;

a. Inspect or require the production of any record, book, account, or document of the society and make copies of it;

b. Require any member or employee of the society or any person managing or administering money belonging to the society to provide any information and explanations that are necessary;

c. Enter society premises at any reasonable time;

d. Obtain from a bank or other financial institution any financial information it may have respecting the society.

e. By resolution declare the society to be under the control of a council appointed receiver if;

i. The society is incapable of meeting its financial obligations

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ii. The society has failed to perform a duty required of it under it’s own by-laws;

iii. The council is of the opinion that for other reasons it is in the best interests of the society that it is under the control of a council appointed administrator or receiver.

iv. The society has failed to meet its obligations under the Municipality of Iqaluit by-law numbered 492.

16. Fiscal Year

The fiscal year of the Society shall end on the 31st day of December in each year.

17. Auditor

The Auditor of the Society shall be appointed by the members at each Annual General Meeting to serve for a one-year term.

18. Distribution of Assets

The Society shall not distribute any part of its income to any of its members. This does not preclude the payment of reasonable salaries or employees’ benefits, nor does it preclude the reimbursement of reasonable out-of-pocket expenses. On a winding up of the Society, all remaining assets shall be distributed in accordance with the 2002 Iqaluit Arctic Winter Games Society disposal of assets policy.

19. Amendment of Bylaws

Bylaws of the Society may be amended by majority resolution of the members present at a duly convened Annual General Meeting or Special Meeting of the Society or at any time by a resolution in writing signed by not less than two thirds of the members of the Society.

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BUDGETING

Over the course of three and a half years, the budget was revised a total of eight times with minor adjustments along the way. The first budget was created in October of 2000 and totaled 4.8 million dollars. The seventh draft of the budget had grown to 7.6 million. One reason for this dramatic increase was the inclusion of “Donations in Kind” to the budget. In order to be able to provide tax receipts to the participating businesses, it was necessary to include the donation in kind as well as the related expense in the budget.

CONTINGENCY

During the budget revisions of July 2001, a contingency of 11% was added to the budget. As the divisions and committees grew it was determined that some unexpected cost had surfaced and they were provided for from this contingency. By the time the final revisions were completed the overall contingency had been eliminated. However, there was a 6% contingency within the Programs Division that was available for reallocation if it was required. Fortunately, there were no large unforeseen costs during games week and this was not required at that time.

CASH MANAGEMENT/ACCOUNTING SYSTEMS

The Finance & Administration Manager was responsible for all day-to-day accounting related to the Host Society. This included accounts payable, accounts receivable, payroll, inventory, bank services, and general ledger entries. The accounting system used was Simply Accounting.

Other areas of responsibilities for the F&A Manager included:  Hotel Bookings Four Hotels in the area block booked all of their rooms for the AWG Host Society during games week. All hotel room requests from VIP’s were directed to the F&A manager (and approved by the General Manager). She met with a representative from each hotel to help organize placement.

 Internal Flight Bookings The F & A Manager organized the majority of staff and volunteer flight bookings. In the month leading up to games week, this number increased dramatically since many officials, medical staff, performers, etc. had to be recruited from the south.

 Managing Budget Changes The AWG Host Society budget was a working document. During the final six months before the games, many revisions and additions were made. Along with the General Manager and the Director of Finance, the F&A Manger met with each Division Director to discuss necessary budget changes.

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 Reports With the help of a local Accounting Firm (MacKay Landau), the F&A Manager gathered information needed to compile variance, revenue and expenditure reports.

 Receiving Donations Since the Host Society was not a charitable organization, all donations had to go through a City of Iqaluit municipal account before being deposited into our operations account. This made it possible for sponsors to obtain a tax receipt for their contribution. All tracking was done by the F&A Manager.

 Minutes All minutes (Board and Chef’s meetings) were complied and forwarded to the appropriate people through e-mail.

 Value In Kind It is very important that the External Relations Manager and the F&A Manager have a close working relationship from the beginning. This way, at anytime a new VIK donation is received, the F&A Manager is aware of the change and can make the necessary adjustments to the budget and cash flow documents.

 Contribution Agreements Agreements with several organizations had to me monitored to ensure that all regulations were properly followed. Detailed expenditure reports also had to be compiled.

 Supervision F&A Manager was responsible for the supervision of the Finance & Administration Trainee. She was also responsible for the selection and supervision of the volunteers who supervised the reception area prior to and during games week.

 Tracking Registers Several contracts/agreements required tracking (hotel rooms, flights, etc.). Also a close eye had to be kept on employee holidays, overtime, and sick leave. Spreadsheets were created and maintained for each of these purposes.

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EXPENDITURE CONTROL/APPROVAL REQUIRED/PURCHASING POLICY

The Host Society adopted a purchasing policy soon after the birth of the organization. A copy of the policy has been attached.

A Finance & Administration Manager was hired to complete all accounting services. A local accounting firm, Mackay Landau, did audits.

Three separate purchase order forms were created:  The first authorized purchasing up to $5000. The General Manager could approve these purchases internally.

 The second authorized purchasing between $5000-$25000. Signatures from the General Manager, Secretary/Treasurer, and the related Director were required. The General Manager must obtain three written quotes or the Divisional Manager related to the expenditure.

 The final PO authorized purchasing above $25000. The General Manager through invitational tender must obtain three bids. A designated Tender/Proposal Evaluation Committee comprised of at least the General Manager, Director of Finance and Administration and one other Executive Member shall present contract award recommendations to the Board of Directors for approval. Signatures from the General Manager, Treasurer/Secretary, and the Divisional Director are required for such purchases.

AUDITED STATEMENTS

Mackay Landau completed audits for the Host Society at each year-end. The 2001 audit has been delayed until the conclusion of the project and will be completed by June 2002.

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2000

2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games 2000 Arctic Winter Games Appendices

2004 Arctic Winter Games

Administration Committee Job Descriptions

2002 Arctic Winter Games

Administration Committee Job Descriptions

2000 Arctic Winter Games

City of Whitehorse, Yukon Assistance Provided Summary Spreadsheet

Administration Committee Organizational Structure Chart

Administration Committee Job Descriptions