Seneca College of Applied Arts & Technology BOARD OF GOVERNORS POSITION DESCRIPTION
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1 Seneca College of Applied Arts & Technology BOARD OF GOVERNORS POSITION DESCRIPTION OVERALL RESPONSIBILTY Seneca College is a Crown corporation accountable through the Minister of Training, Colleges & Universities of Ontario. The Board of Governors has corporate legal responsibility for College management and operations. Operational management is vested in the President and carried out by College staff. Individual Board members hold particular responsibilities to conduct Board affairs in the most effective and appropriate manner possible. In discharging their responsibilities, College Boards and their individual members exercise considerable influence on the environment in which Ontario s educational and skill-training needs are addressed and served. SPECIFIC DUTIES AND RESPONSIBILITIES Corporate: Meet Board legal and corporate responsibilities as set out in the Ministry of Training Colleges and Universities Act and Regulation 34/03 - Establish a governance structure and develop policy Develop and approve by-laws covering such topics as selection of officers, committee structure, meetings and voting procedures, and standards of governor conduct - Select and annually evaluate the College President Assign responsibility for operational matters to the President and College Staff Set the College s direction, vision and mission, consistent with a Board approved strategic plan, and evaluation of same Undertake an annual environment scan that identifies the trends within the larger community for incorporation into the strategic plan - Establish annual objectives in support of the strategic plan
2 2 Position Description (continued) SPECIFIC DUTIES AND RESPONSIBILITIES (continued) Corporate: (continued) Support the President in achieving the College s vision/mission and strategic plan, and in creating an organization that is focused on student learning Monitor the College s performance in meeting the annual objective in the strategic plan, and report and publish the results - Maintain the financial integrity of the College - Evaluate College operations and effectiveness - Ensure the effective management of the College s physical assets - Maintain effective communication with the College community Establish mechanisms that monitor programs of instruction and other College activities on an ongoing basis to ensure that they continue to meet the needs the of the College s community in the best manner possible within available resources Support the advocacy role for colleges and college system in conjunction with ACAATO Proactively communicate College position and opinion to Ministry of Training, Colleges & Universities and the College Compensation & Appointments Council Assume powers inherent in corporate status such as the power to sue and be sued, to enter into contracts, and to acquire, hold and sell property Regularly assess the Board s performance and the performance of its standing and advisory committees Individual: - Create a climate of innovation and progress within the College - Make good governance of the College a first priority Accept responsibility and accountability for the deliverance of the vision/mission and strategic plan
3 3 Demonstrate a commitment to ethical standards appropriate of a member of a public board Conduct all actions with college staff, students, and the public in accordance with Board s standard of conduct Participate actively and vigilantly at monthly Board and committee meetings - Respect the need for confidentiality of in camera Board sessions Attend college events including convocations, Board retreats, and student events Support an orientation program for new members and participate in ongoing development programs for all board members Recommend for appointment persons who are knowledgeable in their area of expertise and who will make an active contribution to the success of the College Keep appropriately informed about major aspects and activities of the College - Take an informed position on Board matters Maintain a clear separation between the strategic and policy role of the Board and day to day operational responsibilities of management - Respect the internal administrative authority of College management - Evaluate, at least once a year, his/her own effectiveness as a governor While it is expected that governors will bring to the Board a variety of perspectives, a governor s responsibility is to the College and not to any private interest, community tie, or particular college sector. Conflicts of interest between the goals and functions of the College and those of other groups must be resolved in favor of the College. KNOWLEDGE, SKILLS AND EXPERTISE REQUIRED Familiarity with budgets and budgeting and the importance of ensuring the financial integrity of the institution Ability to assess and analyze quickly and objectively, information presented in order to reach decisions - Understanding of the College s communities and their needs - Appreciation of requirements for working as a team
4 4 Understanding the broad context and perspective for Board decision making Understanding how large organizations function, preferably in a unionized setting Understanding the need for longer term strategic planning to ensure the continued renewal and assessment of the role and mission of an organization Communication skills to represent the college before community groups and the media Understanding the College in the context of the full range of educational opportunities provincially, nationally and internationally Understanding the need for the College to operate within the perspective of a global economic environment Ability to assess the quality of service, both educational and management, being delivered by the College Ability to deal with conflicting goals and competing interests in a public setting and process TIME COMMITMENT Required: One full day of orientation Minimum eight evening board meetings per year (meet for supper at 5:00 p.m., meeting starts at 6:00 p.m. and goes for a minimum of 3-4 hours) - Occasional Saturday morning meetings - Annual retreat usually a Friday night and all-day Saturday in April Membership on one of three Board committees- approximately eight meetings per year (usually early morning, late afternoon or evening) Preparation time for Committee and Board meetings to enable Governors to make decisions Attendance at a minimum of three convocations (half-day, morning or afternoon) Encouraged:
5 5 Attendance at as many College functions as possible is encouraged (e.g. athletic banquets, student council events, special College social and sporting activities, etc.) - Participation in ad hoc committees - Annual ACAATO Conference two days or portion thereof in February - Utilization of specific talents The Chair and Vice-Chairs are expected to attend Ministry and College Compensation & Appointments Council functions as well as ACAATO Governance meetings (approx. six times per year)
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CORPORATE GOVERNANCE POLICY A. Preamble The corporate objective of New World Resources Plc ( NWR ), its subsidiaries and NWR Group as a whole (the Group ) is to create long term value through the discovery,