System of Governance 2016 by YMCA América Latina y Caribe

SYSTEM OF

GOVERNANCE LATIN AMERICA & CARIBBEAN YMCA

INTRODUCTION In recent years, various studies and analyses have been carried out in Latin America and the Caribbean; these consistently reveal that the YMCAs of the region are weakest regarding issues related to their government and governance.

The regional governance system will guide and serve as an example to all YMCAs in Latin America and the Caribbean so as to achieve improvement in the three subsystems, including:

Since 2007, the YMCAs in Latin America and the Caribbean have been systematically working to improve governance within the framework of promoted processes, which are coordinated and supported by the regional organization.

Concrete practices in diverse environments that have an impact on governance; the behavior of people who carry out administrative and corporate management roles; and, regulatory frameworks, accountability procedures and mechanisms, monitoring and evaluation, as well as mediation and intervention.

This problem is significant in that it is associated with the capacity of the leadership and directly affects public credibility, programmatic relevance, and the ability to produce and mobilize resources. Weak or ineffective governance is expressed in concrete practices that are neither healthy nor efficient and that, over time, affect the health of the whole organization, which loses vigor, strength, and the ability to make an impact. Improving governance is a central responsibility of the Board of Directors and the General Secretaries. In Latin America and the Caribbean, we interpret governance as the system of relationships and practices through which the leaders of an organization make decisions to achieve its goals and objectives, while coordinating the variety of interests and points of view and creating the necessary conditions for its sustainability and growth. It is a system in which the central model is caring for people in accordance with the biblical concept of Christian stewardship and the principle of authority that serves the common good. Governance includes the attitudes and behavior of all the people that compose the organization, especially those who have roles in administration and corporate management, that is, the governing bodies.

In order to attain these impacts, the Governance System includes three closely linked and complementary components: Standards: the set of standards and norms accepted as such by the national YMCAs, which constitute a benchmark for measuring the quality of governance. These standards aim to improve the subsystem of practices. Code of Conduct: The framework of principles and ethical norms accepted by the national YMCAs that use it as a guiding principle to guide and evaluate the conduct of volunteer and staff leaders. Binding protocol: The document that includes references to the institutional regulatory framework, the procedures and the mechanisms (accepted by the national YMCAs) that regulate the Governance System and enable the application of the Standards and the Code of Conduct.

GOVERNANCE STANDARDS Objective: Why is it necessary to establish governance standards? A healthy YMCA bases its work on the collaboration among volunteers and staff to achieve the Mission and purposes of the movement. Volunteers and staff* act as custodians of the Mission and the values, as well as the organizational culture set forth in the Paris Basis and Challenge 21;these documents are attached as annexes and should support the Strategic Plans and development of the YMCA movement. The roles and responsibilities are clearly defined; volunteers with management roles have the information and the relevant skills to govern the organization effectively and responsibly within the biblical framework of Christian stewardship. Governance is relevant because it is associated with the ability of the leadership, the building of participative processes through which the leadership gives voice to agreements that include the diverse array of people that are part of the YMCA. Implementing a good system of governance contributes to increasing legitimacy, developing high-impact programs, as well as the ability to produce and mobilize resources.

Thus, as a fundamental part of the Regional Governance System, it was deemed advisable to have certain standards or norms, termed “governance standards”, the fulfillment of which enables, among other things: a) Ensuring practices that institutionally strengthen the YMCAs of the region and make the achievement of their objectives possible. b) Protecting the YMCA name and the use of the brand name, registered brands and symbols—as well as the reputation regarding community work and the benefit enshrined in those brands—ensuring that no YMCA acts in a way that negatively impacts the reputation of other YMCAs, the YMCA brand, or the YMCA movement in general. c) Promoting systematic and coordinated operation of programs and services. d) Preventing conflicts among leaders within a YMCA that may compromise its institutional health.

Furthermore, weak or unhealthy governance is expressed in concrete practices which, over time, affect the health of the organization, which loses vigor, strength, and the ability to impact its community. Improving governance should be a main responsibility of the Board of Directors** and the General Secretariat or Executive Management. For these reasons, governance was identified as a critical factor on which to focus and improve in order to foster the comprehensive strengthening of the member movements of the regional organization.

* For the purpose of this document, all the expressions used should be read in gender-inclusive language. We understand this, for example, to mean male and female collaborators, male and female paid personnel, male and female Secretaries, male and female Executives, etc. ** The term “Board of Directors” refers to the qualified body that directs the Association when the assembly is not convened. It is the body that must coordinate the regular operation of the entity and is chosen by the assembly according to the criteria as our Constitutions specify. In some movements, it is known as the Board of Trustees or Board of Managers.

Objective: Why are standards established? This document contains standards that have been established with the goal of serving as a guide for organizations that: - Need to demonstrate that they regularly carry out practices that ensure their ability to exercise healthy governance, where governance is understood to be the legitimate distribution of authority throughout an entire system to the relationship types that enable the government to function. - Aspire to achieve institutional strengthening, where it is understood that a strong movement within the framework of the Mission and goals of the movement is that which: has clarity of Mission, that is, its leaders and members have solid training in the philosophy of the movement and of its role in the creation of God’s Kingdom in society. It is institutionally viable, that is, the resources available to the organization are used transparently and efficiently so as to ensure its stability and growth. The programs or projects that it carries out are socially relevant; that is to say, they are compatible with the Mission, useful, have a positive impact in the community, and the latter recognizes them as an important element of their development. Scope: To whom are the standards applied? The standards described in this document are generic and can be applied to Christian Youth Associations regardless of their size, type of internal structure, or the programs they provide. Therefore, they may be applied to local or national organizations of the region —whether they belong to the regional organization or not— or to the Regional Organization itself, the Latin American and Caribbean Alliance of Young Men's Christian Associations (LACA).

Methodological aspects for the evaluation of the meeting of standards. How is the meeting of standards evaluated? Governance standards constitute requirements and/or patterns whose practice and/or adoption is determined by each organization. In this sense, their existence does not seek to go against the self-determination of the movements—a characteristic that is recognized as a value of the YMCA movement. Evaluation of the meeting of standards can be carried out by, or on behalf of, the organization itself (first party evaluation) for review by senior management as a guide for its development and institutional strengthening, or for other internal purposes. It also can constitute the basis for an organization’s self-declaration of compliance. In the case of first party evaluations, one should pay special attention to the principle of independence with the goal of guaranteeing impartiality of the evaluation and the objectivity of the conclusions. Thus, it is recommended that the evaluators be external to the activity that is evaluated—that they not evaluate their own work—and are free of bias and/or conflicts of interest. The evaluation can also be conducted by other entities that have an interest in the organization to be evaluated, such as users or donors, or by specialized companies that receive the request from aforementioned entities (second or third party evaluation), in which case express consent from the organization to be evaluated will be needed in advance. The evaluation should be conducted with an evidence-based approach, meaning findings of compliance or non-compliance should be verifiable with evidence, and not only by the judgment of the person evaluating. When one or several of the standards cannot be applied due to the structure adopted by the organization being evaluated, or the nature of its programs, it may be considered for exclusion. If this is the case, such exclusions must be clearly indicated and highlighted in the evaluator's report.

The established standards have been divided into two groups. The first group comprises the “minimum standards”, which includes the basic requirements that all organizations using or applying to use the name “Young Men's Christian Association should fulfill, regardless of their size or level of development. Likewise, in addition to the minimum standards, “standards of excellence” have been included for associations that, apart from meeting the minimum standards, adopt practices that promote continuous improvement as a means of optimizing their effectiveness and efficiency in the fulfillment of the Mission and institutional goals, thus guaranteeing their presence over time within their community. Who can verify that the standards are met? Although the Governance Standards have been established so that anyone familiar with compliance evaluation work in general can verify their observance, it is recommended that whomever assumes the responsibility of this task also have basic knowledge of the philosophy and culture of the movement.

AREA: INSTITUTIONAL The YMCA has been able to create an institutional system that encapsulates, sustains, guarantees, and plans its development over time. Developed during almost 170 years, this strength is one of its key assets, the care of which is in the hands of the Voting Members of the General Assembly. The institution should be dynamic, evaluated and updated with the signs of the times so that it maintains its validity. It should guarantee the duties and rights of its members, especially those who perform administrative and management roles, rooted in its Constitutions, By-laws and Regulations, and in compliance with all laws and provisions that govern the operation of the civil society organizations in each country. Furthermore, good governance requires the development of a records system â&#x20AC;&#x201C;a mechanism for the management of information and accountability that give transparency to all matters, especially those related to the decisions of authorities and the use of resources. Healthy governance should contribute to the strengthening and development of all aspects that make up institutional life, beyond the needs, interests, and expectations of those who happen to be in administrative or management roles.

DESCRIPTOR 1. The YMCA must be lawfully established according to the guidelines of each country and have current records that are available in a secure place at the institution.

MINIMUM STANDARD 1. The YMCA should be legally incorporated and recognized by competent public entities. 2. The YMCA should have articles of incorporation and a Constitution where at a minimum the following is specified: 2.1. General information: - Name and nature of the association as a nonprofit organization - Institutional purpose, directly related to the Paris Basis - Legal domicile - Duration of incorporation - Association assets 2.2. Organizational structure of the institution, including the various government and supervisory bodies, as well as their respective functions. Among these bodies we can mention, for example: - General Assembly of Voting Members - Board of Directors - Financial Committee - Trusteeship Committee - Nominations Committee for Voting Members - Committees - General Secretariat

STANDARD OF EXCELLENCE Meeting the basic standards, and additionally: 1. There should be provisions that effectively promote the participation of youth and gender balance at all levels of the Association, including administrative bodies such as the General Assemblies of Voting Members, Boards of Directors, and Executive Management positions (paid staff). 2. The hierarchical structure should include an entity in charge of oversight of the administrative body. 3. The Annual Report on financial matters (balance sheet and statement of activities for the fiscal cycle) to be presented to the General Assembly must be issued with a favorable report/opinion by external auditors and be approved according to the Constitutions.

3. Fiscal obligations 3.1 There should be a formal roster of employees according to the current labor laws and standards of the country. 3.2 Strict compliance with relevant fiscal obligations (taxes, provisional expenses, etc.)

DESCRIPTOR 2. The YMCA should fulfill internal procedures:

MINIMUM STANDARD 1. There must be a General Regulation that is duly approved and consistent with the Constitution. 2. The Constitution of the local YMCAs should be fully aligned with the Constitution of the national organization. 3. There should be Voting Members and Assembly attendance records, which should be safely stored. 4. Minutes must be drafted of each meeting of the Board of Directors, Financial Committee, Trusteeship Committee, Committees. These books should be properly identified, the pages numbered, and signed by the competent authorities and stored safely. 5. There must be a general inventory of current assets; this document should be safely stored. 6. During the General Assembly, an annual report on both activities (operations) and financial matters (balance sheet and statement of activities for the fiscal cycle) should be produced. 7. Property titles, building plans, and insurance policies should be safely stored. 8. Operational planning and associated budget.

STANDARD OF EXCELLENCE 1. There should be concrete actions that effectively promote the participation of youth and gender balance at all levels of the YMCA, including the various levels of management such as the General Assemblies of Voting Members, the Boards of Directors, and the Executive Management positions (salaried positions). 2. The annual reports approved by the General Assembly, both of activities (Minutes) and financial matters (balance sheet and a profit and loss statement for the fiscal cycle) should be made publicly available. 3. Information on the Constitutions, By-laws, and Regulations, Organization and Functions Manual, and the approved organizational chart should be made publicly available. 4. Information on elected authorities and executive personnel from senior management, as well as respective contact data, should be made publicly available. 5. The hierarchical structure should include a body, other than that of management, which is to be responsible for undertaking tasks of evaluation and approval of applicants to become Voting Members. 6. There must be a social balance sheet with the same level of formality as the financial balance sheet. 7. Insurance policies must be purchased that include: civil responsibility, work safety, security of buildings, facilities, and equipment.

AREA: VOTING MEMBERS Contextualization: Voting Members or Basic Members gathered into an Assembly are the maximum authority of our YMCAs. Voting Members are the guardians of the Christian and Ecumenical Mission of the YMCA, as well their purposes and principles. Voting Members ensure that the YMCA remains a volunteer-led movement that works in partnership with the staff. Voting Members, honorably elected, come from different educational, professional, geographic, cultural, and social backgrounds helping incorporate different visions and realities into YMCA plans, programs and services. Consistent with the Paris Basis statement to "extend the Kingdom of God," YMCAs are called to work permanently to recruit, increase and strengthen their group of Voting Members, based on their local context and realities while ensuring personal commitment to the Christian mission, objectives, philosophy and purposes of the YMCA and clearly defining roles and responsibilities for Voting Members in accordance with their policies and development plans. While it may be difficult to standardize how we define working for the extension of the Kingdom of God, and even more difficult to assess whether one person is committed to that purpose, one of the concrete examples of demonstrating that commitment is through voluntary work. The willingness to work on a voluntary basis is considered a key characteristic of Voting Members. For this reason, many YMCAs required previous, outstanding voluntary YMCA work to be considered and elected as Voting Member. Most requirements for Voting Members currently included in YMCAâ&#x20AC;&#x2122;s Constitutions and By-laws are no longer sufficient for todayâ&#x20AC;&#x2122;s challenges. For this reason, it is highly recommended that all YMCAs have orientation and training for future Voting Members with a curriculum that includes basic and contemporary components to ensure that Voting Members know, identify, commit, and contribute to the YMCA.

DESCRIPTOR 1. Describes the current rules and standards, which are clear and known to all members (volunteers and the staff team).

MINIMUM STANDARD There should be clear standards for the recruitment, evaluation, admission, induction and termination of Voting Members with the aim of ensuring that those who enjoy this status are committed volunteers.

STANDARD OF EXCELLENCE Meet the basic standards and, additionally: 1. There should be a system for recruitment, training, development, and monitoring and evaluation of the performance of volunteers with the goal of having a pool of potential applicants that serves, in turn, as a source of resources for the selection of Voting Members. The system should also include measures for limitation of rights, revocation, suspension and/or termination of Voting Member status when they are no longer volunteers. 2. The following requirements should be included: a) Recurring informational meetings for members or beneficiaries, with an emphasis on showing the YMCA as a volunteer Christian movement. b) There should be a Voting Member â&#x20AC;&#x153;graduationâ&#x20AC;? ceremony that promotes a sense of unity and belonging. c) In the YMCA planning document, a number of new Voting Members to be recruited should be specified, as well as the constant evaluation of the number of Voting Members as an annual objective. Due to the importance of this objective, follow-up should be carried out by the General Directorate and of the Board of Directors or the Nominations Committee.

2. Describes basic training and knowledge that Voting Members must acquire.

It shall consist of thematic meetings, developed both by volunteer leaders and the staff team with a minimum attendance requirement of three quarters of the course. At the minimum, the following topics shall be included: - National YMCA (history, organizational chart, structure, general operations, projects, etc.). - International YMCA (LACA, World Alliance, cooperation with other movements, etc.). - Specify the legitimate spaces and ways of participation of the Voting Members within the movement. - Definition of roles and responsibilities of Voting Members. - Constitutions, By-laws, and Regulations of your YMCA. - Strategic Planning. - Operational and investment budget. - Fundraising.

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DESCRIPTOR 3. Describes a set of characteristics required to attain Voting Members status, which establishes common, and, thus, standardized norms.

MINIMUM STANDARD

STANDARD OF EXCELLENCE

The YMCAs shall include policies or other mandatory standards in their Constitutions, with provisions designed to set common characteristics as requirements for attaining Voting Member status; these are described as follows: - Integrity in all spheres of life, which is reflected in responsible behavior with family, in work life, school, in civic and community duties, as well as written references from at least two Voting Members. - Strong institutional commitment; sharing the Mission, philosophy, principles, and values of the YMCA defined in the Paris Basis, Challenge 21, and other declarations and institutional policies. This should be reflected in the individual's comments, attitudes, and behavior (this should come from a personal interview). - Clear dedication to service and a willingness to be involved by making concrete contributions in accordance with their abilities and talents through consultancy, donations and/or fundraising, dissemination of information, contacts, support for programs or services of the movement and others (this should come from a personal interview).** - Willingness to contribute financially within their ability and to actively collaborate to introduce the YMCA to their community and mobilize resources of all types (this should come from a personal interview).** - Creativity, innovation, and common sense (this should come from a personal interview and written references from volunteer team and/or senior staff). - Leadership qualities (this should come from a personal interview and written references from the volunteer team and/or senior staff). - Active participation in the institution (written references from the volunteer team and/or senior staff). - Aptitude for team work with volunteers and senior staff (written references from the volunteer team and senior staff). - Capacity for understanding and tolerance of the points of view of others (written references from the volunteer team and senior staff). - Willingness to volunteer their time to the YMCA, dedicating time to participate in at least one monthly meeting and to be trained and learn the topics required for the roles that they should perform (this should come from a personal interview). ** - Willingness to learn, accept, and respect the characteristics of the movement, its operational system, and historic tradition (this should come from a personal interview). ** ** All individuals applying to become Voting Members are required to have a personal interview with the committee or Board responsible for the evaluation of applicants.

DESCRIPTOR Rights and obligations of Voting Members.

MINIMUM STANDARD In their Constitutions, policies, or other standards, the YMCAs shall establish provisions designed to define the common rights or obligations afforded to Voting Members. The rights and obligations are defined as follows: 1. To protect the Mission, taking into account all related official declarations. 2. To vote and to be voted for in the General Assembly so as to join the Board of Directors. 3. To participate in the committees and/or working groups of interest and contribute to achieving the objectives of the area to which he/she is committed. 4. To pay the fee established by the Board of Directors, to make donations and/or to obtain resources within their capability. 5. To ensure that officially-adopted declarations, policies, standards and regulations are observed, as well as all aspects characteristic of the identity of the movement and its organizational system. 6. To represent the movement regarding business within their competence at the request of the Board of Directors. 7. To receive training and to stay informed on YMCA matters. 8. To promote the movement among their family, friends, and in their place of work, community and/or place of study. 9. To inform the relevant individuals regarding opportunities that, to their understanding, can benefit the movement, or to inform them of risks that may affect it.

STANDARD OF EXCELLENCE To meet the basic standards and additionally: 1. There should be a system for recruitment, training, development, and monitoring and evaluation of the performance of volunteers with the goal of having a pool of potential applicants that serves, in turn, as a source of resources for the selection of Voting Members. The system should also include measures for limitation of rights, revocation, suspension, and/or termination of Voting Member status when they are no longer volunteers. 2. The following requirements should be included: a) Planning should include recurring informational meetings for members or beneficiaries with an emphasis on showing the YMCA as a volunteer Christian Movement. b) There should be a Voting Member “graduation” ceremony that promotes a sense of unity and belonging. c) YMCA planning should specify the number of new Voting Members to be recruited, as well as the regular evaluation of the number of Voting Members as an annual objective. Due to the importance of this objective, the follow-up should be undertaken by the General Directorate and of the Board of Directors or the Nominations Committee.

10. To accept and fulfill the responsibilities of the positions for which they are chosen. 11. No Voting Member that exercises administrative functions (member of the Board of Directors or Committees) may have an contractual relationship with their YMCA in salaried form nor receive any benefits from it. 12. Voting Members do not have any “special” privileges to benefit from the services that the YMCA provides in its buildings and facilities, nor in any other place. Likewise, they may not benefit from the activities of any of its various programs, nor the materials or goods that are used. Therefore, their right will be no different from that of any YMCA member or beneficiary.

DESCRIPTOR 4. Describes the responsibility for recruiting Voting Members, where it is understood that this is a task shared between the professional staff and the volunteer leaders.

MINIMUM STANDARD

STANDARD OF EXCELLENCE

Examples of best practices: a) Systematic, regular meetings between the Voting Members. (The topic should be focused on showing the YMCA as a national and international Christian movement of volunteers.) b) Strengthening the team spirit of Voting Members encourages the applicants to want to belong to that group. Therefore, any activity that speaks to that outcome (fostering the special feeling and values of belonging to the YMCA) will directly impact appealing to future Voting Members. An example of these activities is the moment of “graduation” or “acceptance” as a Voting Member. Several YMCAs have established a special moment for such an objective. c) Another way to promote the recruitment of Voting Members, both at the level of voluntary leaders (Board of Directors) and staff, is to set as a goal proposing “x” number of Voting Member applicants in a certain period. This objective should be expressed during the strategic planning.

AREA: BOARDS OF DIRECTORS, INTEGRATION, STRUCTURE, ROLES AND FUNCTIONS Contextualization: The Young Men’s Christian Association was founded on Christian principles with the aim of being an entity of volunteers. During its years of existence, it has served as inspiration for many other organizations in its integration model for the common good. The Boards of Directors and the committees were created in order to enable governing of the organization, which led to a broader dimension of volunteer work. They also became the link that articulates and drives mechanisms for the collective establishment of agreements. Likewise, by delegation of the Assemblies that choose them, the Boards of Directors are responsible for decision making. These functions have been efficiently developed since the beginning of the movement, but there is a need to revise them in a way that allows the organization to retain its the initial momentum; using creativity and innovation while fostering the continuous growth of the YMCA's work and its relevance in the societies where it operates. The YMCA has been a pioneer in the development of community leaders, who, inspired by Jesus’ example, work to improve the quality of life of people and communities, which has allowed it to grow during so many years, in the face of wars, disasters, and economic and political crises. Like any human group that is actively growing and developing, it only maintains its quality when the experiences, knowledge, and best practices are continually communicated and consulted. How can one love an organization that they don’t know? Who doesn’t have a reference from their glorious past? How can one promote an organization if they don’t know its products and services?

DESCRIPTOR 1. Describes the profile of members.

MINIMUM STANDARD

STANDARD OF EXCELLENCE

The members that form a YMCA Board of Directors should be selected by taking into account their path within the institution (program volunteer, Voting Member, etc.) following strict criteria to uphold the Mission and vision of the organization, cited in the Paris Basis and Challenge 21.

The members of a Board of Directors represent the diversity of the local community and respond to the following profile:

1. To have a solid network of social relationships that can serve to both support and integrate more people into the work of the YMCA.

1. In their private lives, they should be a model of social commitment and family development based on ethical and moral principles.

2. They should participate in at least two important events a year (for example: represent the YMCA internationally or in local events, participation in fundraising, etc.).

2. They should have a Christian or spiritual background, preferably regularly practicing. 3. They should have the vocation to serve others.

3. The skills of the members of the Board of Directors are complementary and contribute to the needs of the strategic plan and vision of the YMCA in the medium term.

4. They are spokespersons of consultation processes for the volunteerism organized by their YMCA, and demonstrate a democratic, participatory, and accepting spirit regarding the decisions of the majority. 5. They should be respectful and understanding of the points of view of other generations, nationalities, religions, and the preferences and backgrounds of others. 6. They should be able to contribute talent, time, financial resources or contacts in this field. 7. They should have the ability to adapt to changes and the flexibility to accept new paradigms in the world and society which they serve. 8. Participate in their YMCA fundraising efforts. i) They should have the capacity to lead (knowledge and experience in decision-making, managing interpersonal relationships, executive capacity, budget handling, mobilizing resources, ability to see the â&#x20AC;&#x153;big pictureâ&#x20AC;?, etc.).

DESCRIPTOR 2. Identifies and describes the main roles and responsibilities.

MINIMUM STANDARD

STANDARD OF EXCELLENCE

They should ensure the institutionality and proper operation of the YMCA. 2. Establish the vision, participate in the design of the strategic plan and approve it. Monitor its implementation and evaluation. 3. Form working groups that support and monitor their own operation and the scope of the proposed results. 4. They should be good ambassadors of the YMCA anywhere they might work. 5. They should attend meetings and take an active role in them, thereby decisively contributing to them so that the agendas are relevant. 6. To the extent possible, they should participate in YMCA services as a way of leading by example. To this end, they should ensure that those services are of high quality and propriety. 7. The Board of Directors should ensure a good relationship between volunteers and staff by promoting a pleasant environment and, at the same time, being an example of it.

3. Describes the knowledge and skills that are required.

Volunteers with leadership responsibilities should participate at least once a year in a training course and, at the same time, act as instructors of other courses for volunteers and officials. In order to enhance their contribution, their training should focus on their development in topics of institutional philosophy, leadership, ethics and social responsibility, economic, social, and political environments, finance and fundraising.

AREA: RELATIONS BETWEEN THE BOARD OF DIRECTORS AND GENERAL SECRETARIES Contextualization: One of the functions of the Board of Directors is to select, hire, evaluate, and assign a salary to the individual that holds the position of Executive Director, General Manager, or General Secretary based on the criteria established in the Constitutions, By-laws, Regulations and Policies. In some countries, the person that holds the aforementioned position is also the Legal Representative. The Constitution, By-laws, Regulations, and Manual of Functions specify the roles and responsibilities of the Board of Directors and the General Secretariat, grounded in very specific characteristics and the historic tradition of the movement worldwide. The goal is to ensure a balance of strengths, while respecting the distinct roles of these two bodies. The YMCA uses the image of an airplaneâ&#x20AC;&#x2122;s wings to represent the balance they provide. One of the wings represents the volunteer service, and the other, the staff team. The motors located under the wings symbolize the commitment and energy of the volunteer service and the staff team that generates the force or combustion required for the aircraft to take off and reach people that experience the impact of the Mission. The Mission is represented by the compass that points to an arrival place or final destination. The leadership of the movement is represented by the concept of participative and shared leadership. This leadership is the result of the synergy obtained through healthy and sufficient channeling of the conceptual contributions of the volunteers and staff team regarding the Mission, vision, and goals that were established by consensus of the group of people, in their respective areas and competency levels. This model has worked successfully during the history of the global movement, but it has had serious difficulties or complete failures when its importance is not known or when the roles of each of its entities are disregarded. This has caused severe crises when volunteers or staff encroach upon the spaces that are not within their purview, thus resulting in an imbalance of forces that generally concentrates power and the taking of significant decisions within the Board of Directors or the General Secretariat. A healthy, appropriately managed movement will place much value on the following aspects:

DESCRIPTOR 1. Describes performances that contribute effectively to a complementary, cooperative, and productive relationship between the Board of Directors and the General Secretariat.

MINIMUM STANDARD 1. Criteria and requirements for candidacy for the Board of Directors should be clearly defined and in written form. 2. Executive Directors should receive intensive training prior to assuming their positions, with an emphasis on the Association model and roles. 3. The roles and responsibilities of the Board of Directors, which are incorporated in the Constitutions, should be complete, clear, precise, and leave no room for ambiguity.

STANDARD OF EXCELLENCE The members of the Board of Directors and Executive Management should receive regular training on the Association model and clarity of their roles, with the support of volunteers and senior staff with recognized experience within the movement and that have reflected an understanding of the movement through their behavior.

4. The Board of Directors should define and approve all the policies or criteria that guide the movement. Therefore, it is the highest body that is responsible for approving plans, budgets, contracts, procurement and sale of property, and other functions stipulated in the Constitutions. Executive Management should be responsible for implementing such decisions without interference from the Board of Directors or its members in operational matters. Nevertheless, and in keeping with that set forth under contextualization, in the process of definition and approval, contributions from both the staff team and the Board of Directors should be valued, and consensus established as a result of the synergy sought.

5. In the evaluations that should be carried out at least once a year, it is important to verify that there are no relationship problems between the Board of Directors and the Executive Management (fraternity, trust, respect and mutual support, fear of expressing concerns, proposals, doubts or questions).

Create a Regular Evaluation Committee.

6. The Board of Directors should exercise its authority as a body while gathered formally in meetings, and should record the minutes of the session. 7. The authority of the Board of Directors should not be divided individually among its members (regardless of their positions). The Board of Directors should exercise authority as a single body, gathered formally in meetings. This authority should not be distributed individually among its members (including the chair) outside of these meetings. However, they should be able to delegate functions, thereby becoming communication channels and/or facilitators when delegated by Board of Directors to undertake specific representation or spokesperson tasks.

8. The Board of Directors and the Executive Management should reflect their identity with the philosophy, Mission and principles of the movement through their positions, opinions, attitudes, and decisions., This leaves no room for doubt as to their ethics and Christian values, which are above differences of opinion and any type of conflict.

DESCRIPTOR Describes circumstances, behavior, and problems that, when no Voting members are available at a YMCA, create a situation that requires the intervention and/or support of the national organization (in the case of a local YMCA), or of the LACA (in the case of a national YMCA). This way, appropriate measures may be taken that ensure a return to normal.

MINIMUM STANDARD 1. Voting Members or a Board of Directors that meet all the requirements stipulated in the Voting Members and Board of Directors Policies. 2. Written criteria and requirements to apply to the Board of Directors. 3. To assume roles after receiving basic training.

STANDARD OF EXCELLENCE Members of the Board of Directors and Executive Management should receive regular training in the Association model and clarity of their roles, with the support of volunteers and senior staff with recognized experience within the movement and that have reflected an understanding of the movement through their behavior.

4. Board of Directors assumes its respective roles according to these standards and has a work plan in keeping with its responsibilities that allows monitoring of the plans, budgets, and other matters within its purview. 5. Intensive training of the General Secretariat and the staff team, of the Voting Members and of the Board of Directors, with a focus on the operations model of the YMCA. 6. Clearly defined roles and responsibilities that are set forth accurately and plainly in the Constitution, and are also respected. 7. Recognition, cooperation and complementarity in the performance of roles: a) Of the Members of the Board of Directors in the leadership processes with staff that depend on the supervision of the General Secretariat. b) Of the General Secretary in policy matters for which volunteer leaders are responsible. 8. Clear communication that circulates through the regular and organic channels established in the organizational chart. 9. Decentralized, participative, and shared leadership; well understood authority that is sustained in service to and care of others, and is legitimatized in practice. 10. Introduction of resources and operational systems of other organizations that are compatible with, contribute to, and enrich the Association model. 11. A Board of Directors that does not assume the role and responsibilities of the General Secretariat or vice versa.

The YMCA has documents that define a policy for conflicts of interest, as well as the procedures to alert and act organically. These documents take into consideration international benchmarks on the topic.

12. Conflict of interest*. 13. Predominance of the collective over the individual, cooperation over competition. 14. Appreciation for diversity and plurality in strong work teams. 15. No one on the Board of Directors has an interest in participating in the business of the YMCA in order receive benefits from it. 16. There are no frequent serious conflicts between members of the Board and the General Secretariat. 17. Careful and planned transition processes for the General Secretariat, which give unequivocal signs of institutional stability and security to the volunteers and officers. 18. Planning for succession of leadership both in general management and the board of directors.

*A conflict of interest arises when a YMCA Board member or trusted employee has interests resulting from financial or personal matters that they (or a relative) may have in an operation or transaction proposed to the same organization.

AREA: PROFESSIONAL LEADERSHIP Contextualization A key factor in the governance of the YMCAs is the â&#x20AC;&#x153;development of professional leadershipâ&#x20AC;? regarding professionals who implement and provide feedback for the policies defined by the Board of Directors, particularly the General Secretariat. The senior management staff is the entity that has direct contact with the community through programs and daily activities. They staff Councils and Committees; they identify, propose, and promote members at the different levels of participation in the Association, including Voting Members and future members of the Boards of Directors; they lead the development and training of volunteers and their peers; they provide professional assistance to the Board of Directors and Committees during processes of evaluation of the organization and staff; together with the Board of Directors, they design long, medium, and short term strategic plans; they encourage communication and feedback among the different management levels; and they establish the budgetary lines, investments, and programs for decision making by the Board of Directors. YMCA professional leadership is headed by the General Secretary, a trusted person of Board of Directors, the latter of which hires him/her and sets his/her compensation, benefits, and performance bonuses. The Board evaluates and supervise his/her performance. The General Secretary should choose his/her work team for the execution of the tasks entrusted to him/her by the Board of Directors; delegate duties and tasks; evaluate and supervise staff; establish communication policies and provide regular reports to the Board of Directors; develop conflict resolution and negotiation tasks at all levels; act at all times as motivator of the mission, doctrine, and institutional ethical values; protect the legal and institutional framework, obey the laws, Constitutions, By-laws, and Regulations; professionally prepare the senior executive team and other staff; form the volunteer senior management; and promote youth leadership.

DESCRIPTOR 1. Describes a series of skills of the Senior Staff.

MINIMUM STANDARD YMCA staff fulfill the following requirements: 1. They should have a Christian background. 2. They should have thorough knowledge of the institutional doctrine, ensured by seniority criteria, national and international participation, leadership of programs and projects, work experience with Committees and Councils, etc.

STANDARD OF EXCELLENCE The members of the Board of Directors and Executive Management should receive regular training regarding the Association model and clarity of their roles, with the support of volunteers and senior staff with recognized experience within the movement and that have reflected an understanding of the movement through their behavior.

3. They should have thorough understanding of the internal and external organization of the YMCA, its development models, history, ecumenism, mission, regional and world organization, volunteer service, youth, and camps. 4. They should have leadership skills in managing and working with groups: motivating, encouraging, communicating, managing, etc. 5. They should be dedicated to service, honesty, transparency, loyalty, and a sense of belonging.

2. Describes a series of conditions for the development of a General Secretariat.

1. They should be able to work with the Voting Members, members assigned to Committees, Councils, and Governing Boards, all of which have regular staff support and respective regulation. 2. For the General Secretary, there should be a clear description of both their role and the responsibilities inherent to their position. These should be set forth in writing in the Constitution and/or the Regulations, and approved by the corresponding body (Assembly or Board of Directors).

A budget should be determined that includes a development plan for the senior management staff that includes compensation levels, benefits, and performance bonuses, training subsidies, internships, supervision, and internal auditing.

3. There should be protocol for the selection and designation of the person who will occupy the position of the General Secretary (in the event of vacancy of the position). Likewise, there should be a protocol for staff recruiting procedures Senior Management. This protocol should establish profiles, minimum education requirements, experience, and transparent selection procedures. 4. The Constitutions, By-laws, Regulations, ethics and conflicts of interest codes, as well as commitments with the regional and international organizations of the movement (LACA, World Alliance, etc.) should be upheld. 5. Clear definition of roles and responsibilities of the General Secretariat to avoid conflicts of interest that may jeopardize both the tangible and intangible assets of the institution.

AREA: MONITORING OF THE BOARD OF DIRECTORS AND THE GENERAL SECRETARIAT Contextualization To be able to monitor and evaluate the Board of Directors and the General Secretariat, their basic responsibilities must be defined. Below is the list of ten responsibilities of the Board of Directors identified in â&#x20AC;&#x153;Ten Basic Responsibilities of Nonprofit Boardsâ&#x20AC;?, which was published by the National Center for Nonprofit Boards in Washington, DC. - Determine the mission and the purposes of the organization. - Select the Executive Director - Support the Executive Director and review their performance - Ensure effective organizational planning - Ensure adequate resources - Manage resources efficiently - Determine and monitor the organization's programs and services - Enhance the organization's public image - Ensure the organization's legal and ethical integrity and maintain transparency. - Assess its own performance. In sum, the Board of Directors should govern the organization. Objectives: The Board of Directors represents and speaks for the interests of the community within the organization, ensuring that it fulfills its mission, that it knows the needs of its elements, and operates legally, efficiently, and effectively. Processes for action: The Board of Directors acts like a single unit with the help of the committees. At the same time, the Directors act as individuals in the committees.

DESCRIPTOR 1. Determine the Mission and purposes of the organization.

2. Select the person responsible for the General Secretariat and monitor and evaluate their performance.

MINIMUM STANDARD - Written declaration of the Mission. - The declaration should be widely circulated and known to the Board of Directors, Voting Members, volunteers, and all personnel.

STANDARD OF EXCELLENCE Achieve a shared organizational Mission in which the values that guide organizational action are articulated; establish main objectives, and outline strategies to achieve the objectives.

- Define long-term priorities for the term of the General Secretary.

- Establish a training program and regular updates for the General Secretary.

- Define clear objectives and plainly establish expectations for the General Secretary.

- Conduct a formal evaluation of the General Secretariat's performance.

- Define a clear description of their responsibilities and the tasks that he/she will undertake, as well as the Board's expectations for this position.

- Formalize a forum for dialogue between the General Secretariat and the Board of Directors, or the person the latter designates, with the aim of analyzing the general functioning of the Board of Directors with a constructive approach.

- Explain the qualities, knowledge, and the style that is sought in a new General Secretary. - Offer appropriate compensation and satisfactory work conditions..

3. Support the General Secretariat.

- Promote a balance between the Board of Directors and the General Secretariat that allows constant communication. - By way of their relationships, the Members of the Board of Directors will introduce the General Secretary to other leaders and/or public, private, and social organizations. - Is invited to important social functions. Is congratulated for exceptional initiatives.

4. Ensure effective organizational planning.

- The members of the Board of Directors participate extensively in the planning process so that they take on the plan and thus, contribute to attaining of the goals and objectives. - The structure of the Board of Directors, which is organized in committees, allows the participation of its members in certain areas specified by the plan. - The Board of Directors participates in the planning process. - The Board of Directors approves the plan.

Have a strategic plan that features the following elements: - Declaration of the Mission and of its objectives - Future estimates (possible internal and external circumstances) - Current programs and services - New programs and services - Strategies for the incorporation and retention of new members - Staff (current and expected) - Financial projections - Fundraising strategies - Public relations strategy - Current and proposed organizational charts, financial development for the three or five previous years and five-year projections, information on usersâ&#x20AC;&#x2122; profiles, clients, beneficiaries, and new trends. - Conduct periodic analyses and evaluations. - Establish an operational plan for each unit.

DESCRIPTOR

MINIMUM STANDARD

STANDARD OF EXCELLENCE

5. Ensure that the organization has enough resources (financial viability). The effectiveness of an organization depends, among other things, on the resources available for fulfilling its purposes.

- Fundraising is above all the responsibility of the Board of Directors and of the General Secretariat. - The Board of Directors participates in fundraising. - The Board of Directors contributes resources. - The Board of Directors opens doors and influences potential prospects.

Lead philanthropic activities and fundraising campaigns.

6. Resources oversight and asset protection.

Define the investment policy and risk management together with the relevant committee, if it exists, to be presented to the Board of Directors for their due consideration.

Establish an external audit system.

7. Determine the programs and services of the organization.

- The members of the Board of Directors are the ambassadors of the organization to the community. - The Members of the Board of Directors establish connections with government officials and civil society, mass media, and sources of current and potential funding. - Establish public relations and communication strategies. - The Board of Directors is the main spokesperson of the organization.

DESCRIPTOR 9. Ensure the adherence to of legal and ethical norms, thereby promoting transparency.

MINIMUM STANDARD

STANDARD OF EXCELLENCE

While the Board of Directors is the entity that develops policies, many of the specific activities that are required to maintain transparency fall to the staff. Nevertheless, it should be taken into consideration that there are activities that are ultimately the responsibility of the Board of Directors, and therefore, it cannot delegate them. Some of them are: - The Board of Directors ensures that the organization adheres to legal, fiscal and ethical norms. - Adhering to the organization's constitutional provisions and articles of incorporation, correcting them when necessary. - Submitting the organization to an annual audit by an external office of recognized prestige. - Publishing an annual report in which the Mission is described together with its programs, revenues, expenditures, and impacts, as well as the organization's financial condition.

DESCRIPTOR 10. Guide new members of the Board of Directors and support their growth.

MINIMUM STANDARD

STANDARD OF EXCELLENCE

Orientation related to the Board of Directors and its members: - Institutional responsibility - Constitutional provisions - Structure of the Board of Directors. - Structure of the advisory Committees. - Type of meetings - Meeting structure - Orientation regarding the organization: - Mission, vision and objectives - Programs and services - Goals and aspirations - Financial diversification strategies - Organizational structure - Gender and generational equality Consequently, it is necessary that the Board of Directors have: - A profile of the members of the Board of Directors to identify experiences, aptitudes and skills - A rotation system for members of the Board of Directors - Development of materials to guide board members in terms of their responsibilities and in relation to the organization - Establish a Nominations Committee when appropriate Draft manuals that must include general aspects to which the members of the Board of Directors commit, at least in the following areas: - General expectations: Mission, purposes, goals, guidelines, programs, services, strengths, and needs of the organization. - Meetings: prepare for each meeting, maintain the confidential nature of the meetings, propose agenda items. - Relationship with staff: Advise the General Secretariat when necessary, refrain from requesting special favors from staff, such as requests for detailed information; this should be carried out through the General Secretariat. - Avoid conflicts: serve the whole organization, not a group or sector with special interests. - Fiduciary responsibility: act with prudence within the Board of Directors regarding the management and transparency of resources, read and fully understand the financial statements and assist the Board of Directors in fulfilling their fiduciary responsibility. - Generation of resources: to make an annual contribution, always in keeping with their financial capacity, collaborate with the committees and staff in the implementation of strategies for fundraising, leveraging their relationships and contacts with public and private companies.

MONITORING AND EVALUATION OF THE GENERAL SECRETARIAT Given that the success or failure of an institution largely depends on the General Secretariat, the evaluation of its performance by the Board of Directors is an important element of its monitoring and governing responsibilities.

DESCRIPTOR 1. Design and implementation of programs.

MINIMUM STANDARD

STANDARD OF EXCELLENCE

- The General Secretariat should have legal status approved by the competent public entities. - Works with the Board of Directors and officials to ensure that the organization has a long-term strategy in accordance with the Mission. - Provides leadership in the development of programs and in the organizational plans. - Achieves the goals of the programs both in quality and in quantity. - Demonstrates sound analysis and judgment in the planning, implementation, and evaluation of programs. - Demonstrates creativity and initiative in creating new programs.

2. Management of human and administrative resources.

- Efficiently assigns and delegates work with degrees of authority and freedom. - Leads a management team.

To receive regular training with the goal of remaining current in the areas of management and efficiency.

- Maintains an appropriate balance between administration and programs. - Ensures that descriptions of functions are properly developed and performance evaluations are carried out. - Adheres to the legal regulations in terms of staff policies. - Ensures that policies and procedures are sufficient to maximize the participation of volunteers. - Promotes the training and constant improvement of staff and volunteers. Maintains an environment that attracts, retains, and motivates staff.

DESCRIPTOR 3. Relationship with the Community.

MINIMUM STANDARD

STANDARD OF EXCELLENCE

- Acts as spokesperson for the organization, representing the programs and points of view of the organization to other institutions. - Establishes healthy relationships and promotes collaboration agreements with the groups and organizations of the community.

4. Financial management in accordance with legal provisions.

- Has the adequate accounting measures and develops and maintains healthy financial practices. - In collaboration with the Board of Directors and staff, the General Secretariat prepares the budget and ensures that the organization operates within its parameters. - Ensures that funds allocated by donors are applied according to the latter's will.

5. Mobilization of resources and fundraising.

- Develops, with its team, fundraising plans. - Applies the fundraising plan. - Involves the Board of Directors, volunteers, and staff in fundraising. - Establishes positive relations with prospective parties (government, foundations, and individuals).

6. Relationship with the Board of Directors

- Provides the Board of Directors with appropriate and timely information. - Works harmoniously with the Board of Directors. - Keeps the Board of Directors informed of the state of the organization and all factors that can impact it.

CODE OF CONDUCT

FOR THE GOVERNANCE OF THE YMCAs OF LATIN AMERICA AND THE CARIBBEAN OBJECTIVES To facilitate the unification of essential criteria for the YMCA that translates to practices in accordance with the standards and the binding protocol of the Regional Governance System. To guide leaders and Boards of Directors in their attitudes, decision making, and procedures so that they are consistent with the Mission of the YMCA. FOUNDATION For the purposes of this document, and in the context of the Governance System of the YMCAs in Latin America and the Caribbean, the present Code of Conduct is a framework of principles and standards that offers behavioral parameters in accordance with the Christian and ecumenical Mission of the YMCA derived from the Paris Basis, the Declaration of Kampala, and Challenge 21.

but who want to contribute in diverse ways to improving the lives of other people through the YMCA. Those who become involved in the YMCA will be able to experience, at all levels of leadership and participation, an environment in which the experience of Christian values prevails, and with respect, love, service, and understanding, the conditions exist to help one another grow in faith, as well as in practice. An effective system of governance based on the Mission of the movement will only be possible to the extent that it ensures that its leadership rests in the hands of young people and adults who have fully internalized the Mission. These individuals, above all benefit, interest or role, assume attitudes and behaviors consistent with the Mission and movement, with the aim of helping to promote true human development of members and beneficiaries, as well as to avoid abuse and conduct that harm the YMCA and society.

A Code of Conduct for governance is rooted in the essence of the original and foundational ethical principles of the YMCA movement. Given its characteristics, it can be considered a non-governmental organization (NGO) or a service-based social organization that includes philanthropic activities. However, due to its identity, mission, philosophy, and purpose, it is a Christian and ecumenical movement led by individuals that, according to the Paris Basis, â&#x20AC;&#x153;want to be disciples of Jesus and work together to extend His kingdom among young people.â&#x20AC;? Likewise, in reality, it is an organization open to people that want to collaborate or benefit from its programs or services, and that hold other beliefs or none in particular,

The above implies that the Board of Directors, Voting Members, volunteers, General Secretariat, coordinating bodies, executives, and staff are committed to working for and serving society by adopting the following principles, of which they will be conscious in all their processes, decisions, and activities, assuming attitudes and behaviors that reflect such convictions:

Behavioral standards that govern the conduct of members, volunteers, and staff of the YMCA.

1. Respect for diversity, which implies advocating for the rights of all people regardless of race, ethnic origin, nationality, social status, political or religious convictions, gender or sexual orientation, as well as any factor that differentiates them or that threatens their dignity and well-being.

2. To respect diversity, fight all forms of prejudice and discrimination, and to hold attitudes in keeping with institutional procedures.

2. Respect and defense of human life and that of all creation. 3. Sensitivity, solidarity, generosity, and service with a concern for knowing and discerning the needs and problems of people, communities, and the global family of YMCAs.

1. To serve the ideal of the YMCA in its Mission, concepts, principles and practices, inspiring others mainly by example: by working.

3. To establish relationships based on respect, commitment, and trust, always protecting the spirit of brotherhood and the quest for understanding in the event of conflicts. 4. To create realistic expectations and make promises that can be fulfilled. 5. To act in a cooperative, assertive, and proactive way. 6. To assume a constructive attitude when criticizing or receiving criticism.

4. Responsibility and commitment to our duties as Christians with our family, the community, and with all that concerns our planet, with the knowledge that we live in an interdependent world.

7. To refrain from establishing relationships that foster interests that are incompatible with the Mission of the YMCA and hinder the realization of the common good.

5. To live in truth, integrity, and transparency in all our personal, group, and institutional spheres.

8. Demonstrate an upright life according to the Mission in each of the activities that are undertaken in the personal, volunteer, and professional spheres of the YMCA and society.

6. To work for justice, giving fair treatment to all persons, especially to those who depend on us, and offering equal opportunity without seeking favoritism or situations that privilege any person in accessing opportunities or benefits.

9. The businesses of the YMCA should be defined within institutional ethical principles. 10. To ensure that the established rules are observed.

7. To promote peace, interpreted as the willingness and ability to solve conflicts with fairness, acting as peacemakers. 8. To work with diligence and discipline. 9. Responsibility in business and wise financial management, ensuring transparency and accountability. To strike a balance between present and future needs to ensure self-sustainability.

PROTOCOL FOR EFFECTIVE GOVERNANCE Definition This document subscribes to the Governance System of the YMCAs of Latin America and the Caribbean, which comprises: 1. Governance Standards; 2. Code of Conduct; and 3. a series of mechanisms and procedures that should be followed for the proper application of these standards and the code of conduct. Goal To regulate the proper application of the Governance System of the YMCAs of Latin America and the Caribbean. Objectives

The members are part of a body whose head is Christ, and each member’s freedom is conditioned by the integrity, survival, and dignity of the whole community; in this case, the YMCA. Within the context of increasing globalization and interdependence, the development and the care of the YMCA brand and the public credibility of the organization as a whole is one of the main assets of the global YMCA movement. This requires a renewed regulatory framework and mechanisms that contribute to the achievement of the standards in the governance of all the YMCAs of the region, as well as to ethical conduct of their volunteers and staff. To reach future generations, a stronger YMCA movement is necessary. It must demonstrate a strong commitment to youth empowerment and an active role in transforming communities. This challenges us to be innovative in order to create institutional capacity geared towards transformation.

1. To put into practice the Governance System and to evaluate results by means of indicators and verification tools. 2. To create a procedural framework to meet the Governance Standards and abide by the Code of Conduct in the life of the national and local YMCAs, as well as review processes, audits, and continuous improvement. Foundation The autonomy of local and national YMCAs is a basic principle in the world movement and the basis for its governmental systems, structures, and management. Nevertheless, within a global Christian movement, the autonomy of the members is not an absolute good: “As it is, there are many parts, but one body (1 Corinthians 12:20).”

Organization for implementation The Regional Governance Committee was created as a permanent body within the LACA structure. It has the following responsibilities: 1. To supervise the management of the Regional Governance System. To propose relevant actions for its implementation, training, counsel, and audit, reporting directly to the Executive Committee of LACA. 2. To develop the Governance Certification System and oversee its operation. 3. To form and actuate special Committees on mediation and arbitration in the case of conflict related to governance topics, having the consent and/or at the request of national YMCA authorities.

6. To develop communication strategies to disseminate and promote the implementation of the governance system, thereby contributing to a culture of partnership, continual improvement, and accountability. 7. To link governance with policy and strategies for the development of the YMCA brand. Location in the structure and lines of communication The Regional Governance Committee will report to the Executive Committee regarding problems in the government of the national movements and will be directly accountable to the Assembly when there are cases of extreme gravity or issues related to governance problems within LACA's government structure itself.

4. In extremely severe cases, after all assistance, advisory, training, support, and/or mediation options have been exhausted and have not resulted in significant changes for the better, the Regional Governance Committee may present the case in the General Assembly and urge the use of sanctions in accordance with the seriousness of the incident. 5. In the context of the Regional Governance System, extremely serious cases are those that derive from the confusion of roles, responsibilities, and functions, or their usurpation on the part of Executive Management, the Presidency, the Board of Directors or any person, group, or groups that take decisions that: are outside their purview; for personal benefit; contrary to the Mission and purposes, or that set forth in the Constitutions, By-laws, Regulations, Policies or Code of Ethics; and/or by administrative negligence that cause situations that harm the good name of the movement, its public image, or affect its financial stability, assets, survival, as well as the integrity and security of its volunteer team and staff.

Mechanisms and instruments:

Notes:

1. Protocol management: includes monitoring and periodic evaluations.

The Protocol will enter into force once it is reviewed by all national movements, approved by the Executive Committee, and ratified in the Assembly.

2. Self-evaluation of governance of national YMCAs: Self-evaluation of each YMCA beginning with governance standards and the principle of trust to validate it and, consequently, to verify it. 3. Audit Mechanisms and Certification of Governance. 4. Training and counsel: Production of a manual on governance and an online course to be periodically offered. An agreement of technical cooperation will be negotiated with the YMCA Universities in the region.

From that moment forth, the “Regional Governance Committee” will come into full force and will join the permanent entities of LACA. This Committee will be composed of two representatives from each of the five sub-regions. This document was drafted by the Regional Governance Committee, taking into account the agreements and recommendations of the working groups of the “Improving Governance” seminar, held in Viña del Mar, Chile, May 10-12, 2012.

5. Creation of mediation and arbitration Committees: An agreement has been made to train volunteer mediators and, for those that have acquired the necessary competencies, create mediation Committees. The Regional Governance Committee will be the body that requests the support of these Committees when the situation requires, taking on the duties of guidance and support. Once the mediation has concluded, they will submit a report to the Regional Governance Committee. Arbitration instruments and mechanisms will be developed with the participation of external experts that will report to the Regional Governance Committee. 6. Declarations and recommendation of measures: Concrete proposals to be presented and submitted for consideration at the LACA General Assemblies that are associated with the aforementioned serious cases. 7. Communication: It is recommended that online and in-person meetings of LACA’s Executive Committee be included in the agenda, including the following item: Governance Committee Report. It is also suggested that this topic be included on the agenda of the Board of Directors meetings in 2012. 8. Budget: Beginning in 2013, a line item will be included in LACA’s operational budget for the implementation of the instruments and mechanisms planned in this Protocol.

Alianza Latinoamericana y del Caribe de ACJ, A.C. Latin American and Caribbean Alliance of YMCAs Av. Ejército Nacional 253 1er Piso Colonia Anáhuac, Delegación Miguel Hidalgo C.P. 11320 México, D.F. info@lacaymca.org www.lacaymca.org