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2.03.4 - Governance




This summary is intended to establish a common understanding within the Society on what “Governance” means and how it is differentiated from the “Operations” component of the organization.


For the purpose of this policy “Governance” will speak to the global role of the Board of Directors.  Within the Society’s structure there will be two levels:

  1. Governance Level (see organizational chart in section 2.04 of the board manual) – will be defined as the actions (i.e. creating policy, etc.) taken by the volunteer board of directors with respect to establishing and monitoring the long-term direction of the organization.

  2. Operations Level (see organizational chart in section 2.04 of the board manual) – will be defined as  the tactics the staff and operational volunteers undertake to manage the day to day affairs and achieve the long-term direction of the organization within the policies set forth by the board of directors.


  1. Key Governance Responsibilities:

  • Selecting, proposing and maintaining an effective board.

  • Hiring or appointing the most Senior Staff Officer.

  • Oversee, monitor and evaluate the performance of the organization/Senior Staff Officer.

  • Reviewing and approving the following strategic planning components: mission, vision, values and broad strategic priority areas in the annual business plan along with the annual operating and capital budgets.

  • Provide financial stewardship to the Society (ref. – Board Policy 3.01.8).

  • Communicate with members and external stakeholders on issues relating to the board’s governance role.

(For detailed information of specific Board positions and responsibilities see section 2.05.1-5 of the Board Manual)

  1. Operations Level

  • Organizes all activities relating to the day to day operations of the Society.

  • Hiring and evaluating the performance of all operational staff, volunteers and contactors involved in the day to day affairs of the Society.

  • Coordinating the overall development, presentation and review of the organizations strategic plan, including its’ annual business plan and 3 year operating budget.

  • Develop, review and maintain HR, management and administration policies.

  • Report on key performance indicators, targets and compliance matters agreed upon with the Board annually.

(For detailed information on specific Senior Staff Officer responsibilities see section 2.05.6. of the Board Manual)

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