Public Hours
Wednesday - Friday
12:00 - 4:00 PM
Saturday
10:00 AM - 4:00 PM
Please ring bell if door is locked.
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Workers Arts & Heritage Centre
Governance Policy
Purpose of the Governance Policy
The purpose of the Governance Policy is to outline the vision, mission and mandate for the Workers Arts and Heritage Centre, to delineate structures/positions for and areas of responsibility in WAHC, and to provide conflict of interest guidelines.
Vision, Mission and Mandate
Vision
WAHC’s vision is a Canadian society that recognizes, remembers and values the experiences and continuing contributions of all workers, their unions, organizations and communities to the quality of life we enjoy.
Mission
WAHC’s mission is to become a national centre that celebrates the arts, heritage and culture of working Canadians, supported by organizations and individuals who value workers’ contributions to the creation of a better society.
Mandate
As outlined in its Letters Patent, WAHC is mandated to establish, operate and provide a public resource centre for the preservation, display and communication of workers’ arts, heritage and culture. This includes providing/undertaking the following for the benefit of the general public and school students:
- a physical and on-line exhibition space for the display of works, technologies and community life;
- a workers’ history library with archival resource centre;
- a museum of artifacts of workplace life;
- a theatre for the performing arts, film, video and lectures for and by workers, their communities and the labour movement in general;
- an outreach program to encourage the development of labour history, labour arts and labour archives; and
- an evolving on-line presence that links supporters and audiences through social technologies.
Structures/Positions and Areas of Responsibility
Board of Directors
The responsibilities of the Board of the Workers Arts and Heritage Centre are as follows.
- Determine the mission. … The Board establishes and, on a regular basis, reviews a statement of mission that articulates WAHC’s goals, the means through which these goals will be achieved and the primary constituents that the Centre serves.
- Establish policies. … The Board formulates and reviews written policies defining WAHC’s programs and services and governing its operations.
- Undertake effective planning. … The Board actively participates in comprehensive planning processes, and it assists in implementing the plans that are developed and in monitoring the achievement of plan objectives.
- Ensure adequate financial resources. … The Board secures adequate resources for WAHC to fulfill its mission and mandate.
- Protect the assets and provide proper financial oversight. … The Board provides for the safety, security and preservation of WAHC’s collections, the maintenance of its building, and the prudent use of its resources. It approves an annual budget and ensures that proper financial controls are in place.
- Select and support the Executive Director. … The Board defines the Executive Director’s responsibilities and undertakes a careful search, as required, to find the most qualified individual for the position. It ensures that the Executive Director has the support required to further WAHC’s goals. It also undertakes an annual evaluation of the Executive Director’s performance.
- Monitor and strengthen programs and services. … The Board ensures that WAHC’s programs and services are consistent with its mission, and it assesses and enhances their effectiveness.
- Enhance public standing. … The Board clearly articulates WAHC’s mission, goals and accomplishments to the public, and it garners support from constituent communities.
- Ensure legal and ethical integrity. … The Board bears ultimate responsibility for WAHC’s adherence to legal standards and the ethical guidelines outlined in its policies.
- Oversee the Committees. … The Board oversees the operations of the Standing Committees and approves all Committee decisions.
- Build a competent Board. … The Board orients new members and periodically evaluates its own performance.
- Guide the Co-Chairs and Executive Committee. … The Board guides the Co-Chairs and the Executive Committee in the exercise of their functions.
Labour/Management Committee
The Labour/Management Committee is a joint union/employer body prescribed under the collective agreement. The responsibilities of the Labour/Management Committee are to promote and provide effective and meaningful communication of information and ideas, to discuss and review matters relating to the application of the collective agreement and resolve issues before they become the subject of a grievance, and to recommend actions to the Union and the employer with respect to the discussions held by the Committee. The Committee also acts as a joint Health and Safety Committee.
Executive Committee
The Executive Committee provides leadership towards WAHC’s effective operation and the achievement of its vision, mission and goals.
The Executive Committee is responsible for coordinating the duties of the Officers of the Corporation as outlined in the By-laws. Between regularly scheduled meetings of the Board, it oversees the day to day operations of WAHC and deals with urgent and pressing matters that require immediate decisions. All major Executive Committee decisions are submitted for approval by the Board as soon as is practicable.
Terms of Reference for the Executive Committee are included below in this policy.
Standing Committees of the Board
Standing Committees
There are four Standing Committees of the Board:
- Programming Committee,
- Education Committee,
- Outreach and Fundraising Committee, and
- Building and Space Utilization Committee.
All Standing Committees are expected to link with other Standing Committees through their Chairs on matters of common concern.
Programming Committee … The purpose of the Programming Committee is to create innovative and engaging public programming for WAHC.
Education Committee … The purpose of the Education Committee is to develop compelling educational programs for the public, focusing particularly on union and adult education, and for students and teachers at all levels of schooling and post-secondary study.
Outreach and Fundraising Committee … The purpose of the Outreach and Fundraising Committee is to establish meaningful connections with WAHC’s union and community supporters, and to ensure that they, in turn, provide profile and funding to advance the Centre’s work.
Building and Space Utilization Committee … The purpose of the Building and Space Utilization Committee is to effectively manage and to enhance the physical infrastructure/resources of WAHC and its collections.
Terms of Reference for each Standing Committee are included below as a part of this policy.
Project Advisory Groups
Project Advisory Groups are established, on a time-limited basis, by the Board as it deems necessary. A Project Advisory Group undertakes an in-depth examination of a specific subject or issue identified by a Standing Committee or it assists in the planning and implementation of a specific project endorsed by a Standing Committee. Each Project Advisory Group is sponsored by, and reports to the Board through, a Standing Committee.
The purpose of Project Advisory Groups is to ensure broad input into, and engagement in, WAHC deliberations and initiatives.
Terms of Reference for Project Advisory Groups are included below in this policy.
Conflict of Interest Guidelines
Members of the WAHC Board of Directors are expected to follow the highest standards of personal and professional integrity and accountability. They are also expected to participate in actions, discussions and/or decision-making with due care and attention and with the objective of preserving the best interests of the Centre.
Intent of Guidelines
These guidelines:
- define conflict of interest; and
- prescribe mechanisms for disclosing interests that might influence personal actions or judgements.
By making members of the Board of Directors aware of their responsibilities with respect to conflicts of interest, it is anticipated that conflicts will be avoided.
Conflicts of Interest
Board members have a duty to put the interests of WAHC ahead of any personal gain, and to ensure that their jobs and other interests, relationships and associations do not unduly influence their participation in the Board.
A conflict of interest arises when a Director has an interest that conflicts, might conflict or may be perceived to conflict with the interests of WAHC, including a conflict with the Director’s duties as a member of the Board. A conflict of interest could arise in relation to:
- employment;
- other directorships;
- professional relationships or associations with other organizations;
- interests in business enterprises or professional practices;
- existing professional or personal associations with WAHC; and
- personal associations with other groups or organizations, or family relationships.
Conflict of Interest Procedures
The Co-Chairs are responsible for ensuring that Directors are made aware of the need to declare their interests, but Directors are solely responsible for ensuring that such interests are declared.
On appointment or election to the Board, Directors acknowledge that they have read the Conflict of Interest Guidelines and inform the Co-Chairs of the Board in writing of:
- their personal interest, if any, in the activities of WAHC; and
- any existing obligations, interests, commitments or relationships that could conflict with, or be perceived to conflict with, their duties as Directors or the interests of the Centre.
Directors are not required to provide details regarding the nature and extent of the actual or perceived conflict(s).
Directors have ongoing duties to disclose to the Co-Chairs in writing any new activities or matters that may have the potential for creating actual or perceived conflicts of interest in relation to their duties as Directors.
Directors’ written disclosures are kept on file.
When a Director has, or may have, a conflict of interest related to a matter under consideration, the Director declares the interest at the Board meeting considering the matter, and the declaration of the conflict is recorded in the minutes.
If a Director does not disclose a conflict of interest, but another Director is aware of one, the other Director must bring it up at the Board meeting so that the Board as a whole can decide whether there is a conflict.
Directors who have disclosed conflicts of interest, or who have been found by the Board to have a conflict of interest, absent themselves from discussion of and decision-making on the matter in question or related matters, and refrain from any attempt to influence discussion and decision-making.
Members of Standing Committees and Project Advisory Groups who are not members of the Board of Directors are informed of these guidelines upon joining the Committee/Group, and are bound by the same expectations and procedures.
Executive Committee
Terms of Reference
Purpose of the Committee
The purpose of the Executive Committee is to provide leadership towards WAHC’s effective operation and the achievement of its vision, mission and goals.
Accountability
The Executive Committee is responsible for coordinating the duties of the Officers of the Corporation as outlined in the By-laws. Between regularly scheduled meetings of the Board, it oversees the day to day operations of WAHC and deals with urgent and pressing matters that require immediate decisions. All major Executive Committee decisions are submitted for approval by the Board as soon as is practicable.
Composition
The Executive Committee is composed of WAHC’s Co-Chairs, Treasurer and Secretary, and four other Board members elected by the Board, with at least one member from each Standing Committee.
Since the Officers of the Corporation are elected for one-year terms and are eligible for re-election for two subsequent terms, they can serve up to three consecutive years on the Executive Committee. The other Committee members are elected by the Board for one-year terms and are also eligible for re-election for two subsequent terms, allowing for service of up to three consecutive years on the Committee. At the determination of the Board, the terms of these members can be extended beyond three years to ensure continuity. After a one-year break, Executive Committee members who have completed their maximum term can once again stand for election to the Committee.
The Executive Director is also a non-voting member of the Committee.
Chair Selection Process
The Co-Chairs are elected annually by the Board of Directors. They share equal responsibility for chairing the Executive Committee, on a schedule suited to their availability and other responsibilities.
Role and Responsibilities
The primary responsibilities of the Executive Committee are to organize and coordinate the business of the Board of Directors and to ensure that WAHC’s obligations as a not-for-profit corporation are fulfilled. The Committee makes decisions and takes action on urgent and pressing matters requiring attention between regularly scheduled meetings of the Board.
Working collaboratively with the Executive Director, the Executive Committee undertakes the following specific activities:
- Plan and direct regular strategic planning exercises with the Board of Directors.
- On an annual basis:
- plan and direct an operational planning exercise with the Board;
- develop, and present to the Board for its approval, a core operating budget for the upcoming year;
- coordinate the Board’s evaluation of the Executive Director’s performance;identify policy and procedural issues requiring resolution, and refer matters to Standing Committees; and
- plan and direct the Annual General Meeting.
- Set agendas for meetings of the Board, review issues and frame them for discussion by the Board (or delegate them to the appropriate Standing Committee), and coordinate reporting to the Board.
- Identify policy and procedural issues requiring study and resolution, and refer matters to Standing Committees or formulate policies/procedures for the consideration of the Board.
- Provide fiscal oversight for WAHC’s operations – monitor the Centre’s financial status and ensure the timely preparation of audited financial statements.
- Assess compliance with, and direct any work required to bring WAHC into compliance with, pertinent federal and provincial statutes and regulations (e.g., Corporations Act, Charities Accounting Act, Copyright Act, Accessibility for Ontarians with Disabilities Act, etc.).
- Monitor adherence to, undertake regular reviews of and make recommendations to the Board to update/revise WAHC’s By-Laws and Policies.
Mode of Operation
The Executive Committee uses a problem-solving approach and is consensus-driven. The Co-Chairs work to resolve contentious issues through consultation with the Board of Directors. When consensus cannot be reached on an urgent or pressing matter, the decision is made by voting and the Board is informed that the Committee was divided.
Frequency of Meetings
The Executive Committee meets at least six times a year, with more frequent meetings if the Committee deems they are required.
Quorum
A quorum for the transaction of business at a meeting of the Executive Committee is not less than five members.
Programming Committee
Terms of Reference
Purpose of the Committee
The purpose of the Programming Committee is to create innovative and engaging public programming for WAHC.
Programming includes permanent and temporary exhibitions mounted in the Centre, traveling and virtual displays, print and virtual publications, videos, community arts projects, talks, seminars and events. It can also include music, theatre, the spoken word, storytelling, and so on.
Accountability
The Programming Committee reports to the WAHC Board of Directors through regular reports provided by the Committee Chair. The Committee makes recommendations on programming matters to the Board for its review and approval. Final decision-making authority rests with the Board.
The Committee abides by the legal standards and the policies and procedures governing WAHC’s operations.
Composition
The Programming Committee is composed of up to twelve WAHC members appointed by the Board of Directors. Two to six members are members of the Board, and the remaining members are drawn from the broader WAHC membership. Committee members are appointed by the Board for one-year terms and are eligible for re-appointment for two subsequent terms, allowing for service of up to three consecutive years on the Committee. At the determination of the Board, the terms of members can be extended beyond three years to ensure continuity. After a one-year break, Committee members who have completed their maximum term can once again be considered for appointment to the Committee.
The Executive Director is also a member of the Committee.
Chair Selection Process
The Chair of the Programming Committee is appointed by the Board of Directors from among the Directors. The Chair serves a two-year term.
Role and Responsibilities
The primary responsibilities of the Programming Committee are to develop and evaluate WAHC’s public programming. It fulfils these responsibilities within the context of the strategic and operational plans established by the Board, and it works in collaboration with the Executive Director and in consultation, as appropriate, with the other Standing Committees. All programming is approved by the Board. Programming implementation, including supervision of project staff and student placements, is the responsibility of the Executive Director. The Executive Director updates the Committee on programming implementation.
Working collaboratively with the Executive Director, the Programming Committee undertakes the following specific activities.
- Generate themes and ideas for programming, and advise on themes/ideas that originate from all sources, both internal and external. … In the normal course of events, all themes/ideas are submitted to the Executive Director for review. The Executive Director assesses the suitability of each proposal in relation to WAHC’s mission, financial and staff resources, and its current plans and commitments, and reports to the Committee on the feasibility of pursuing the proposal.
- Develop an annual programming plan – themes, initiatives, schedules, and so on – for presentation to the Board for its approval. … The Executive Director drafts the annual plan in consultation with the Committee. Committee members provide input on conceptualization, interpretation and narrative lines. They may also suggest research resources and artifacts, and propose project managers, artists, curators and designers.
- Establish Project Advisory Groups. … A Project Advisory Group is established only when the particular needs of a programming initiative warrant it – for example, a project that addresses the history of a specific community – or if active community involvement in, and endorsement of, the initiative is to be assured. Every Project Advisory Group must be chaired by a member of the Programming Committee or the Board. Once established, Project Advisory Groups work in collaboration with the Programming Committee and the Executive Director.
- Monitor programming initiatives to ensure that they are consistent with the needs emerging from other Standing Committees and are in line with the strategic objectives set by the Board.
- Evaluate programming initiatives, and report findings to the Board through the Committee Chair.
Mode of Operation
The Programming Committee uses a problem-solving approach and is consensus-drive. When consensus cannot be reached, the Chair works to resolve issues through consultation with the Board of Directors.
Frequency of Meetings
The Programming Committee meets at least four times a year, with more frequent meetings if the Committee deems they are required.
Quorum
A quorum for the transaction of business at a meeting of the Programming Committee is not less than half the current membership.
Education Committee
Terms of Reference
Purpose of the Committee
The purpose of the Education Committee is to develop compelling educational programs for the public, focusing particularly on union and adult education, and for students and teachers at all levels of schooling and post-secondary study.
Accountability
The Education Committee reports to the WAHC Board of Directors through regular reports provided by the Committee Chair. The Committee makes recommendations on education matters to the Board for its review and approval. Final decision-making authority rests with the Board.
The Committee abides by the legal standards and the policies and procedures governing WAHC’s operations.
Composition
The Education Committee is composed of up to twelve WAHC members appointed by the Board of Directors. Two to six members are members of the Board, and the remaining members are drawn from the broader WAHC membership. Committee members are appointed by the Board for one-year terms and are eligible for re-appointment for two subsequent terms, allowing for service of up to three consecutive years on the Committee. At the determination of the Board, the terms of members can be extended beyond three years to ensure continuity. After a one-year break, Committee members who have completed their maximum term can once again be considered for appointment to the Committee.
The Executive Director is also a member of the Committee.
Chair Selection Process
The Chair of the Education Committee is appointed by the Board of Directors from among the Directors. The Chair serves a two-year term.
Role and Responsibilities
The primary responsibilities of the Education Committee are to plan and coordinate strategies/activities that enhance lifelong learning with respect to workers’ arts, heritage and culture.
Working collaboratively with the Executive Director, the Education Committee undertakes the following specific activities.
- Promote and foster better lines of communication and interaction between WAHC and educators, including union and adult educators.
- Collect, synthesize and disseminate to teachers and professors information of an educational nature on the history and culture of Canadian working people.
- Identify issues, gaps and needs related to the portrayal of the history and culture of Canadian working people in the formal education system, formulate appropriate responses/remedies and, as opportunities arise, influence and provide resources for elementary and secondary school curricula revisions and university course development.
- Develop strategies, approaches and plans for Board consideration for educational programs on workers’ arts, heritage and culture, including on-site, on-line and classroom-based school programs with attendant resources and professional development for teachers, as well as union and adult educational programs with supporting materials for union and adult educators.
- Establish Project Advisory Groups. … A Project Advisory Group is established only when the particular needs of an educational initiative warrant it or if active community involvement in, and endorsement of, the initiative is to be assured. Every Project Advisory Group must be chaired by a member of the Education Committee or the Board. Once established, Project Advisory Groups work in collaboration with the Education Committee and the Executive Director.
- Monitor educational programs to ensure that they are consistent with the needs emerging from other Standing Committees and are in line with the strategic objectives set by the Board.
- Evaluate educational programs, and report findings to the Board through the Committee Chair.
Mode of Operation
The Education Committee uses a problem-solving approach and is consensus-drive. When consensus cannot be reached, the Chair works to resolve issues through consultation with the Board of Directors.
Frequency of Meetings
The Education Committee meets at least four times a year, with more frequent meetings if the Committee deems they are required.
Quorum
A quorum for the transaction of business at a meeting of the Education Committee is not less than half the current membership.
Outreach and Fundraising Committee
Terms of Reference
Purpose of the Committee
The purpose of the Outreach and Fundraising Committee is to establish meaningful connections with WAHC’s union and community supporters, and to ensure that they, in turn, provide profile and funding to advance the Centre’s work.
Accountability
The Outreach and Fundraising Committee reports to the WAHC Board of Directors through regular reports provided by the Committee Chair. The Committee makes recommendations on outreach and fundraising matters to the Board for its review and approval. Final decision-making authority rests with the Board.
The Committee abides by the legal standards and the policies and procedures governing WAHC’s operations.
Composition
The Outreach and Fundraising Committee is composed of up to twelve WAHC members appointed by the Board of Directors. Two to six members are members of the Board, and the remaining members are drawn from the broader WAHC membership. Committee members are appointed by the Board for one-year terms and are eligible for re-appointment for two subsequent terms, allowing for service of up to three consecutive years on the Committee. At the determination of the Board, the terms of members can be extended beyond three years to ensure continuity. After a one-year break, Committee members who have completed their maximum term can once again be considered for appointment to the Committee.
The Executive Director is also a member of the Committee.
Chair Selection Process
The Chair of the Outreach and Fundraising Committee is appointed by the Board of Directors from among the Directors. The Chair serves a two-year term.
Role and Responsibilities
The primary responsibilities of the Outreach and Fundraising Committee are to increase and strengthen WAHC’s interactions with unions and community organizations, both current and potential supporters, on matters related to workers’ arts, heritage and culture; to demonstrate the value that the Centre can add, and the contributions it can make, toward enhancing efforts in this area; and to heighten recognition of and generate funding for WAHC.
Working collaboratively with the Executive Director, the Outreach and Fundraising Committee undertakes the following specific activities.
- Create an ongoing dialogue with unions and community organizations to identify linkages between the programming of the Centre and labour arts and heritage work in the labour movement and the broader community.
- Promote the pursuit of labour history, and the development of labour arts and labour archives in interactions with unions and community organizations.
- Undertake initiatives and stage events, such as the Canadian Workers Hall of Fame and the Sam Lawrence Dinner, which expand the public profile of the Centre as well as generate funding.
- Establish annual and long-term fundraising targets, and monitor and evaluate progress in achieving these targets.
- Produce and disseminate materials and undertake outreach efforts to promote WAHC to both existing and prospective donors.
- Develop and support ongoing processes and systems for soliciting and confirming donations.
- Develop fundraising strategies, approaches and plans for Board consideration. Establish fundraising priorities, identify sectors, unions and individuals to focus efforts on, and determine what to ask for and how best to market WAHC. Generate ideas for fundraising initiatives/activities to engage both existing and prospective donors, and oversee implementation of these initiatives/activities.
- Identify, research, cultivate and make solicitations to major prospective donors, bearing in mind the Centre’s limitations in accepting funds from organizations subject to boycott by unions or other WAHC supporters.
- Track, monitor and evaluate efforts to attract donors, and report findings to the Board through the Committee Chair. Ensure that ethical practices are in place, that donors are acknowledged appropriately and that fundraising efforts are cost effective.
- Establish and maintain relationships with individual donors, sustaining their ongoing involvement and contribution to the life of the Centre.
- Champion fundraising to all members of the Board and educate them on their roles and responsibilities in helping to achieve WAHC’s fundraising targets.
- Establish Project Advisory Groups. … A Project Advisory Group is established only when the particular needs of an outreach or fundraising initiative warrant it or if active community involvement in, and endorsement of, the initiative is to be assured. Every Project Advisory Group must be chaired by a member of the Outreach and Fundraising Committee or the Board. Once established, Project Advisory Groups work in collaboration with the Outreach and Fundraising Committee and the Executive Director.
- Monitor outreach and fundraising efforts to ensure that they are consistent with the needs emerging from other Standing Committees and are in line with the strategic objectives set by the Board.
Mode of Operation
The Outreach and Fundraising Committee uses a problem-solving approach and is consensus-drive. When consensus cannot be reached, the Chair works to resolve issues through consultation with the Board of Directors.
Frequency of Meetings
The Outreach and Fundraising Committee meets at least four times a year, with more frequent meetings if the Committee deems they are required.
Quorum
A quorum for the transaction of business at a meeting of the Outreach and Fundraising Committee is not less than half the current membership.
Building and Space Utilization Committee
Terms of Reference
Purpose of the Committee
The purpose of the Building and Space Utilization Committee is to effectively manage and to enhance the physical infrastructure/resources of WAHC and its collections.
Accountability
The Building and Space Utilization Committee reports to the WAHC Board of Directors through regular reports provided by the Committee Chair. The Committee makes recommendations on building and space utilization matters to the Board for its review and approval. Final decision-making authority rests with the Board.
The Committee abides by the legal standards and the policies and procedures governing WAHC’s operations.
Composition
The Building and Space Utilization Committee is composed of up to twelve WAHC members appointed by the Board of Directors. Two to six members are members of the Board, and the remaining members are drawn from the broader WAHC membership. Committee members are appointed by the Board for one-year terms and are eligible for re-appointment for two subsequent terms, allowing for service of up to three consecutive years on the Committee. At the determination of the Board, the terms of members can be extended beyond three years to ensure continuity. After a one-year break, Committee members who have completed their maximum term can once again be considered for appointment to the Committee.
The Executive Director is also a member of the Committee.
Chair Selection Process
The Chair of the Building and Space Utilization Committee is appointed by the Board of Directors from among the Directors. The Chair serves a two-year term.
Role and Responsibilities
The primary responsibilities of the Building and Space Utilization Committee are to maintain the building and property ensuring the protection of the building’s heritage elements, to undertake capital assessment, planning and development, and to manage WAHC’s collections.
Working collaboratively with the Executive Director, the Building and Space Utilization Committee undertakes the following specific activities.
- Develop and institute management programs for the building and property including creating an inventory and conducting regular reviews/inspections of the building’s systems (e.g., HVAC, water, electrical, environmental, security). Identify repair and maintenance issues requiring attention, advise the Board on the most efficient and cost-effective means of addressing these issues using unionized trades, and monitor and evaluate work that is undertaken.
- Assess compliance with, and direct any work required to bring WAHC into compliance with, the conservation easement held by the Ontario Heritage Trust.
- Conduct an annual review to ensure that WAHC is in compliance with all building codes, fire codes and safety regulations.
- Assess the current space needs of WAHC and make recommendations to the Board for changes in the use of, and major improvements/renovations to, the building and facilities. In undertaking this work, consider space needs related to the management and expansion of the Centre’s collections and the potential for increasing rental income.
- Oversee the development of capital proposals and capital funding submissions.
- Review, and endorse for Board consideration, briefs, plans and designs for major improvement/renovation projects and make recommendations on business plans and budgets, the selection/appointment of architects, design consultants and contractors, and the awarding of contracts.
- Monitor and evaluate work that is undertaken, and report findings to the Board through the Committee Chair.
- Develop and institute a management program for WAHC’s collections including creating an inventory and conducting regular reviews to assess the condition of the collections and to identify conservation issues.
- Establish Project Advisory Groups. … A Project Advisory Group is established only when the particular needs of a building or collections initiative warrant it or if active community involvement in, and endorsement of, the initiative is to be assured. Every Project Advisory Group must be chaired by a member of the Building and Space Utilization Committee or the Board. Once established, Project Advisory Groups work in collaboration with the Building and Space Utilization Committee and the Executive Director.
- Monitor facility and collection management/enhancement efforts to ensure that they are consistent with the needs emerging from other Standing Committees and are in line with the strategic objectives set by the Board.
Mode of Operation
The Building and Space Utilization Committee uses a problem-solving approach and is consensus-driven. When consensus cannot be reached, the Chair works to resolve issues through consultation with the Board of Directors.
Frequency of Meetings
The Building and Space Utilization Committee meets at least four times a year, with more frequent meetings if the Committee deems they are required.
Quorum
A quorum for the transaction of business at a meeting of the Building and Space Utilization Committee is not less than half the current membership.
Project Advisory Groups
Terms of Reference
Purpose of Project Advisory Groups
The purpose of Project Advisory Groups is to ensure broad input into, and engagement in, WAHC deliberations and initiatives.
Accountability
Each Project Advisory Group is sponsored by, and reports to the Board through, a Standing Committee. It shows leadership in a specific area as mandated by the Standing Committee, and it reports regularly to its sponsoring Standing Committee through its Chair. The Group makes recommendations to the Standing Committee and then, through the Committee, to the Board for its review and approval. Final decision-making authority rests with the Board.
Project Advisory Groups abide by the legal standards and the policies and procedures governing WAHC’s operations.
Composition
Each Project Advisory Group is composed of members appointed by the Board of Directors on the recommendation of the sponsoring Standing Committee. The Board is free to appoint individuals who are not members of WAHC when circumstances and the mandate of the Project Advisory Group warrant it.
Project Advisory Group members are selected on the basis on their knowledge of the subject or issue under consideration or their connection with the constituency group or community which is forming the core of the project. They serve for the duration of the specific deliberation or initiative.
Any person hired by WAHC for the purpose of addressing the subject/issue or undertaking of the project is also a member of the Project Advisory Group.
Chair Selection Process
The Chair of each Project Advisory Group is appointed by the Board of Directors. The Chair is a member of the sponsoring Standing Committee or the Board.
Role and Responsibilities
The primary responsibility of each Project Advisory Group is to undertake an in-depth examination of a specific subject or issue identified by a Standing Committee or to assist in the planning and implementation of a specific project endorsed by a Standing Committee.
Responsibilities related to the specific subject/issue or project that the Project Advisory Group is addressing/undertaking are outlined in Terms of Reference prepared when the Project Advisory Group is established. This document also specifies the term limit of the Group.
Mode of Operation
Each Project Advisory Group uses a problem-solving approach and is consensus-drive. When consensus cannot be reached, the Chair works to resolve issues through consultation with the sponsoring Standing Committee.
Frequency of Meetings
Each Project Advisory Group meets as frequently as the Chair deems necessary.
Quorum
A quorum for the transaction of business at a meeting of a Project Advisory Group is not less than half the current membership.
Role of the Executive Director
The Executive Director provides professional competency and effective strategic leadership for the Workers Arts and Heritage Centre, and is the only staff person who is directly responsible to the Board of Directors. The primary responsibilities of the Executive Director are to:
- direct the overall operations, budgets and capital assets of WAHC;
- manage all permanent, part-time and contract staff and volunteers;
- actively participate, through the four Standing Committees of the Board, in:
- creating public programming in collaboration with the Programming Committee;
- developing educational programs in collaboration with the Education Committee;
- building relationships and generating revenue in collaboration with the Outreach and Fundraising Committee; and
- maintaining and enhancing the building and collections in collaboration with the Building and Space Utilization Committee.
- supervise and coordinate the implementation of all approved Standing Committee initiatives in consultation with the staff, Executive Committee, Project Advisory Groups and the other Standing Committees as applicable;
- promote WAHC and its programs in the media and to the general public;
- manage, preserve and conserve the permanent collections;
- develop and maintain professional liaison with labour, culture, heritage and arts communities in support of mutual concerns, and promote community and labour arts and cultural activities across Canada; and
- participate in the evaluation of their own performance within the context of the evaluative frame established by the Board.
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Main Gallery:
The Spirit of Our Movement
[read more]
Entrance:
Custom House History & The Hall of Hamilton Labour
[view photos]
In our West Gallery:
Punching the Clock: Working in Canadian Factories from the 1840s to the 1980s
[view photos]
In our East Gallery:
Gateway to the Workers City & Made in Hamilton Industrial Trail
[view photos]
In our Second Floor Gallery:
Nine to Five: A History of Office Work
[view photos]
In our Community Gallery:
Immigrant Culture and Art Association (ICAA)
Students’ Exhibition
[read more]
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