ABOUT SOLS

BOARD JOB DESCRIPTION


The job of the board is to represent its ownership in determining and demanding appropriate organizational performance. To distinguish the board's own unique job from the jobs of its staff, the board will concentrate its efforts on:

  1. the link between the organization and its ownership.
  2. Written governing policies which, at the broadest levels, address:
    1. Ends: Organizational products, impacts, benefits, outcomes, recipients, and their relative worth (what good for which needs at what cost).
    2. Executive Limitations: Constraints on executive authority which establish the prudence and ethics boundaries within which all executive activity and decisions must take place.
    3. Governance Process: Specification of how the board conceives, carries out and monitors its own task.
    4. Board-CEO Relationship: How power is delegated and its proper use monitored; the CEO role authority and accountability.
  3. The assurance of CEO performance (against policies in 2A and 2B).
  4. The assurance of funding through:
    1. advocating for optimal funding from the provincial government.
    2. pursuing a variety of funding and resource development activites that support SOLS' End priorities
There are three board meetings a year - October, February and June. Meetings are on Friday evenings from 6:00 p.m. to 9:00 p.m. and Saturdays from 9:00 a.m. to 3:00 p.m. and are held in SOLS office in Toronto. Expenses are paid by SOLS. Overnight accommodation on Friday is covered for those traveling from out of town.

Board meetings are structured around the Boards job description:

  • Discussions under Linkage Development typically address plans for contacts with the Minister of Heritage, Sport, Tourism and Culture Industries, MPPs, and our client libraries.
  • The Board follows a cycle of policy review so that all four areas (Ends, Executive Limitations, Governance Process and Board-CEO Relationship) are addressed, at a minimum, once every four years.
  • Assurance of funding focuses on the provincial government which is SOLS primary funder.
  • The CEO's performance is assured through a cycle of monitoring reports which address compliance with the provisions of the Ends and Executive Limitations policies.
  • The Board also evaluates its own performance an annual basis.

Work between meetings tends to focus on linkage development and assurance of funding. Typically, board members will be involved in advocacy with local MPPs and reporting at Trustee Council meetings.

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