Nomination Process
One of the ways in which Selkirk College’s Board of Governors provides effective governance is to work closely with the Province’s Board Resourcing and Development Office (BRDO) to ensure that there are qualified candidates for appointment to future Board member position openings. Potential candidates should review Selkirk’s current Notice of Position document and the BRDO’s Candidate Profile and Declaration Form as referenced below.
Notice of Position
Business and Structure
Selkirk College has been called one of the best-kept secrets in the province. Nestled in the Selkirk Mountains in the southeast corner of British Columbia, we teach almost 2000 students every year — everything from University Arts and Science courses, trades, nursing, fine arts and aviation to forestry, ski hill management and digital media.
For forty years, students have been coming to the Kootenays for what we call the Selkirk Advantage — location, lifestyle and learning.
Selkirk offers:
- Two-year University Transfer programs to get you into the degree program of your choice.
- Specialty programs that give you a diploma, on-the-job experience, and a pathway to great careers.
- Trades and Technical, Health and Human Services programs - careers in these areas are in demand.
- Leading edge online and distance education programs so you can study at home and connect to incredible career opportunities.
- Selkirk's operating budget for 2011/2012 is $36,700,000 and currently employs approximately 400 fu11 time positions.
Strategic Direction
Our Strategic Directions define how Selkirk College will address the future and continue to grow as an exemplary Regional Community College. These directions will guide our planning of new initiatives and will provide the bases for our accountability. Education is our primary undertaking, and all of our strategies will support this overarching endeavour.
As we develop operational plans to achieve results in each of these strategic areas, we will use four key themes to guide our decision-making and choices.
Relationships: Each strategy will involve and positively influence our relationships with students, staff and community.
Place: Our distinct sense of place will make a significant contribution to our strategies.
Discovery: As we build on our strengths to develop our new strategies we will consider the process of discovery as a key component of an innovative learning environment.
World: We are increasingly engaged in the larger world and will develop strategies with an international perspective.
We will strive to achieve our potential by following five overarching strategic directions that speak to: excellence in teaching and learning, the student experience, leadership for our region, a commitment to our employees and a renewed emphasis on internationalization.
Governance Structure
Selkirk has two governing bodies: the Board and the Education Council. The Board’s primary responsibility is to oversee the strategic direction and management of the College and ensure it carries out its mission. The Education Council’s primary responsibility is to set curricula and to ensure its relevancy and quality.
The Board consists of eight government appointed members, one elected faculty member, one elected staff member and two elected student members. The Chair of the Education Council and the President are ex-officio Board Members. The board members elect the Chair of the board annually.
The Board at Selkirk performs the work of the Board through eight Board meetings and through the following committees: Human Resources Committee, Development Committee and Finance Committee.
Board Responsibilities and Accountabilities
Role
The Board’s broad role is that of:
- Leader- set strategic direction and empower management;
- Overseer- evaluate performance measures and hold management accountable;
- Steward- shepherd resources of others;
- Reporter- report to government, stakeholders, public, others.
Responsibilities
Board responsibilities fall into the following general categories:
- Managing Board Affairs: Establish the processes and structures necessary to ensure the effective functioning and renewal of the board. Includes: monitor and improve quality of board, ensure appropriate board committees; ensure appropriate board orientation and ongoing professional development; articulate roles and responsibilities for board, committees, chair individual governors; define board process and guidelines, evaluate board, committees, directors and chair; and identify potential director candidates.
- Organization’s Mandate: Fully understand the organization’s mandate set by government, review and make recommendations to government regarding the mandate to reflect changing circumstances.
- Strategy and Plans: Participate in the development of, review and approve the organization’s strategic plan consistent with the organization’s mandate as set by government.
- Human Resources: Subject to government legislation and guidelines, select, appoint, compensate, evaluate and terminate the chief executive officer (the President); oversee management succession and development.
- Financial and Corporate Issues: Review financial, accounting and control systems; ensure appropriate risk management systems, ensure code of ethical conduct and conflict of interest guidelines in place.
- Monitor and Report: Monitor organizational performance against strategic plans and compliance with applicable legislation and government direction; account to government and stakeholders through appropriate reporting.
- Communications: Oversee organization’s communications policy.
Accountabilities
In carrying out its work, the board operates within the broad policy direction and budget set by the Ministry of Advanced Education. For this purpose, the Ministry has established an Accountability Framework for Post Secondary Education setting out goals for the post-secondary system, performance measures to assess the achievement of goals, and reporting requirements for the institutions. Institutional accountabilities are set out in an annual budget and accountability letter from the Ministry on the basis of which each institution develops an annual service plan and service report.
For more information on the Ministry of Advanced Education, visit their web site at: www.gov.bc.ca/aved.
Board Composition
The individuals who make up the Board of Governors should, collectively, have the necessary personal attributes and competencies required to:
- add value and provide support for management in establishing strategy and reviewing risks and opportunities;
- effectively monitor the performance of management and the organization; and
- account for the performance of the organization.
Personal Attributes
All directors should possess the following personal attributes:
- high ethical standards and integrity in professional and personal dealings;
- appreciation of the responsibilities to the public;
- able and willing to raise potentially controversial issues in a manner that encourages dialogue;
- flexible, responsive and willing to consider others’ opinions;
- capable of a wide perspective on issues;
- ability to listen and work as a team member;
- no direct or indirect conflict of interest with the member’s responsibility to the organization;
- strong reasoning skills; and,
- able and willing to fulfill time commitment required to carry out responsibilities.
- commitment to continuous learning about the organization and the relevant sector or industry
Competencies
Collectively, the Board should comprise the following core competencies:
Operational or technical expertise relevant to the operation of the organization including:
- strategic management and organizational change,
- operations,
- internal control and accounting, technology,
- communications,
- public sector administration,
- human resources,
- labour relations, and
- risk management;
- financial expertise;
- legal expertise;
- knowledge of government and the public sector environment;
- knowledge of current and emerging issues affecting the organization and its industry or sector; and
- knowledge of the community served by the organization.
Governance Experience
While previous board experience is not required, it is important that candidates for positions understand the roles and responsibilities of a member of a governing board and have the necessary experience and demonstrated skills to enable them to contribute to board decision-making and oversight.
Part of the organization’s commitment to good governance includes the provision of a comprehensive orientation session for new board members and ongoing professional development for all members.
Other Considerations
Within the context of the required board skills requirements, consideration is given to diversity of gender, cultural heritage and knowledge of the communities served by the organization.
Vacant Position(s)
There is currently no vacancy on the Board.
Time Commitment
Normally, the Board meets once a month (eight times per year) generally on the fourth Tuesdayof the month from 4:00pm until finished (generally finished by 8:00 pm). The Board also meets annually in September and February for a Board Retreat. From time to time, education sessions are arranged for the Board, generally in conjunction with a regular Board meeting or an orientation session. Generallyall of the meetings take place on the CastlegarCampus, but may be held at other campuses.
Board members are also expected to sit on one or more committees of the board which will meet periodically throughout the year.
Board members also attend various local college functions such as graduation ceremonies, scholarship and awards ceremonies, and College Foundation fund raising events, as time permits. Generally, Board members should expect to contribute an average of 15 hours per month to the College.
Term
Board members are typically appointed for an initial term of one year and are eligible for two subsequent appointments of 2 and 3 years respectively for a maximum of 6 years. Only in exceptional circumstances will members be extended beyond the 6-year maximum.
Compensation
The Board Chair receives $2,500 annually and the other appointed members and students receive $2,000.
On February 22, 2005, the Board passed the following motion: “As a display of the leadership role that the Selkirk College Board must play in fundraising for the benefit of the institution and the region, those members of the board who receive an honorarium, with the exception of the elected student representatives, are encouraged to donate their 2005 honorarium to the institution through the Selkirk College Foundation; such donation to be designated to the donor’s area of choice.” The hope of the current board is that this practice will continue with full board participation in perpetuity and new candidates to the Board should be aware of the expected financial commitment.
List of Current Governors and Senior Executives
|
First Appointed |
Term Ends | Occupation | |
| Appointed: | |||
| Bruce Morrison | 2009/01/23 | 2012/07/31 | Executive Financial Consultant |
| William Westcott | 2008/10/09 | 2012/07/31 | Lawyer |
| William Roberts | 2006/11/02 | 2012/07/31 |
Retired Diplomat |
| Stefan Lehmann | 2007/02/01 | 2013/09/30 | Chartered Accountant, Berg Naqvi Lehmann |
| Gaetana Dermondy | 2008/01/31 | 2013/07/31 | Chartered Accountant, Yule and Associates |
| David DeLong | 2010/09/09 | 2013/07/31 | Vice President, Human Resources, Teck Metals Ltd. |
| Sandi MacArthur | 2010/09/09 | 2014/07/31 | Vice President, IT and PMO, Kootenay Savings Credit Union |
| Garry Kalinski | 2010/09/09 | 2014/07/31 | Retired |
| Elected: | |||
| Harry Pringle | 2011/06/01 | 2014/05/16 | Hotel and Resort Management Instructor |
| John Chernenkoff | 2009/03/01 | 2014/05/16 | Maintenance |
| Stephen Hart | 2011/10/01 | 2012/10/01 | Student |
| Rob Squires | 2012/01/24 | 2012/10/01 | Student |
| Ex-officio: | |||
| Angus Graeme | 2011/01/04 | President and CEO | |
| David Feldman | 2009/05/01 | 2013/05/15 | Chair, Education Council |
Senior Executives:
Rhys Andrews, Dean of Schools, Castlegar
Rhonda Schmitz, Dean of Schools, Castlegar
Neil Coburn, Vice President, Education and Students
Kate Tognotti, Dean of Schools, Nelson
Vi Kalesnikoff, Dean of Community, Corporate International Development
Gary Leier, Director Human Resources
Mike Dion, Vice President Finance and Administration
Cathy Mercer, Director of Student and Enrolment Services/Registrar
Barry Auliffe, Director of Advancement and Development
Candidate Profile and Declaration - Governing Board
Process for Submitting Expressions of Interest
You may submit an Expression of Interest in serving Selkirk College’s Board online by going to the Board Resourcing and Development Office website (www.gov.bc.ca/brdo) and linking to the page “How to Apply”.
Expressions of Interest for vacant positions should be submitted by end date for posing (please discuss with BRDO).
If you have any questions about registering your Expression of Interest, please contact Lindsay Dwinnell, Office and Technology Administrator, at (604) 775 - 2084.
British Columbia Appointment Guidelines
Appointments to British Columbia’s public sector organizations are governed by written appointment guidelines. For more information about the appointment process, and to view a copy of the guidelines, refer to the Board Resourcing and Development Office website (www.gov.bc.ca/brdo) and link to the page “The Appointment Process”.
The personal information on this Profile and Declaration is collected because you wish your name to be considered for appointment to the governing board of a British Columbia public sector organization. The information obtained on this form will be used to assess your candidacy against the skills and experience sought for the vacant position.
In completing the Profile, please note that the information sought is that which is relevant to the position in which you have expressed an interest. For more information about the candidate selection and appointment process, please refer to the Board Resourcing and Development Office website (www.gov.bc.ca/brdo) and link to the page “The Appointment Process”.
(Please complete electronically and then print to sign. If you require more room than the space provided, please use a separate piece of paper)
Name of the organization: (the “Organization”)
CONTACT INFORMATION
Name (Please Print – First/Initial/Last):
Telephone: Work Home Cell
Email Address:
Home Address:
BACKGROUND INFORMATION
1. Educational background (Provide a chronology)
| Institution | Year(s) Attended | Degree/Diploma Obtained |
2. Professional and employment background. (Provide a chronology)
| Organization | Year(s) of Service | Position |
|---|---|---|
3. The following is a list of every company of which I am currently a director or officer. (Provide a chronology)
| Organization | Year(s) of Service | Position |
|---|---|---|
4. The following is a list of every company of which I was previously a director or officer. (Provide a chronology)
| Organization | Year(s) of Service | Position |
|---|---|---|
5. Past and present community and civic activities. (Provide a chronology)
| Organization | Year(s) of Service | Position |
|---|---|---|
6. Memberships in professional organizations.
| Professional Organization | Year(s) of Membership |
|---|---|
7. Publications (List any published works you have authored).
| Publication | Publication Date(s) |
|---|---|
8. On a scale of 1-10 where 1 = low and 10 = high, indicate the level of your ability to read and understand financial statements.
CONFLICT OF INTEREST – DISCLOSURE STATEMENT
A conflict of interest arises where you have an interest which conflicts (or might conflict, or might be perceived to conflict) with the interests of the Organization.
A conflict of interest may take a number of forms. It may be financial or non-financial. It may be direct or indirect. It may be professional or family related.
A conflict of interest may arise from directorships or other employment; interests in business enterprises or professional practices; share ownership; beneficial interests in trusts; existing professional or personal associations with the Organization; professional associations or relationships with other organizations; personal associations with other groups or organizations; or family relationships.
Every director or potential director of the Organization must disclose any duty or interest that might conflict with his or her duty or interest to the Organization.
9. A direct or indirect conflict with my duty as a Director of the Organization may arise because:
a) I, or my associates [1], hold the following offices (appointed or elected):
b) I, my associates, or any trustee or any nominee on my behalf, own or possess, directly or indirectly, the following interests (i.e., shares, businesses, or properties):
c) I, or my associates, have the following interests in existing or proposed transactions with the Organization.
10. The nature and extent of the conflicting office duty or interest referred to in sub-paragraphs 9(a) or 9(b) is:
11. A real or perceived conflict of interest with my duty as an appointee to the Organization may arise because I receive financial remuneration (either for services performed by me, as an owner or part owner, trustee, or employee or otherwise) from the following sources:
12. The following is a list of each subsidiary [2] or affiliate [3] of a company listed in paragraph 9(b) or 11 of this Profile and Declaration.
| Company Listed in Paragraph 9(b) or 11 | Name of Subsidiary or Affiliate | Type of Business Ordinarily Carried on by Subsidiary or Affiliate |
13. If, at any time following the signing of this Profile and Declaration, there are changes to the information given herein regarding conflict of interest, either by way or addition or deletion, I shall forthwith file with the Organization a supplementary disclosure statement describing such change.
Yes: No:
14. Other than disclosed above, do you have any relationships or interests that could compromise, or be perceived to compromise, your ability to exercise judgment with a view to the best interests of the Organization?
Yes: No:
Describe:
DUTIES/RESPONSIBILITIES TO THE ORGANIZATION
Board Directors owe the Organization they serve undivided loyalty and a commitment to making the best possible decisions. Directors must carefully adhere to these duties and take their jobs seriously to set high standards of accountability.
By signing this Profile and Declaration, you acknowledge and understand that you are bound by the following duties and responsibilities. (Note: These duties are in addition to the Organization's own Code of Conduct or Conflict of Interest Guidelines.)
15. Duty of Care: You have a duty of care to the Organization which means that:
- you must exercise the degree of skill and diligence reasonably expected from an ordinary person of your knowledge and experience;
- in making decisions, you must always act in the best interests of the Organization;
- you must base your decisions upon facts and reliable information; and
- you must not act without first taking care to be properly informed.
16. Duty of Loyalty: This duty embraces fairness, good faith and honesty. It means that, in all decisions, you must act in the Organization’s best interests, not your own. Specifically, you must:
- be honest in your dealings within the Organization and with others on behalf of the Organization;
- maintain the confidentiality of information received by you in your capacity as board member both before and after termination (for whatever reason) of your appointment; and
- avoid situations where you could put yourself in a position of conflict between your own private interests and the best interests of the Organization.
17. Duty of Obedience: This duty requires that you know the Organization’s mission and the laws and regulations that affect the carrying-out of the mission. This duty means that you must:
18. carry out the Organization’s purposes; and
- take all necessary and reasonable measures to assure compliance with laws, regulations and policies that apply to the Organization.
INTEGRITY AND PUBLIC ACCOUNTABILITY
Note: An affirmative answer to any of the questions in sections 18 to 21 does not automatically disqualify a potential applicant from being appointed. Each candidate's background will be considered in relation to the specific requirements of the appointment.
19. In your employment, business or personal affairs, have you, or any company in which you have a direct or indirect controlling interest, in B.C. or elsewhere:
| (a) | been charged with (where charges are still outstanding) or convicted of an offence under the Criminal Code of Canada? | Yes | No |
| (b) | been charged with (where charges are still outstanding) or convicted of an offence under any other Federal statutes or regulations, including the Income Tax Act, the Controlled Drugs and Substances Act, or others? | Yes | No |
| (c) | been charged with (where charges are still outstanding) or convicted of any offence under any Provincial statutes or regulations? | Yes | No |
| (d) | been charged with (where charges are still outstanding) or disciplined by any professional association or body? | Yes | No |
| (e) | had any improper dealings with government (e.g. improper solicitation of contracts, lobbying or representations? | Yes | No |
| (f) | been involved in any issue or controversy that has gone, or is now likely to go to litigation or public review? | Yes | No |
If you answered "Yes" to any of the above questions, please provide details below.
20. Have you or any organization or group which you are associated with promoted or encouraged hatred against people or persons on the basis of ethnicity, language, colour, religion, culture, gender or sexual orientation?
Yes: No:
Describe:
21. Have you had, or do you have any kind of disability (example: substance abuse) that may affect your ability to serve as a board member?
Yes: No:
Describe this disability and identify any accommodation that may be required to assist you in carrying out your duties:
22. Generally, are you aware of any facts or matters which, if publicly disclosed, could cause the government embarrassment or hinder your performance of your duties as a board member?
Yes: No:
Describe:
23. I understand that the Board Resourcing and Development Office and the Organization have an obligation to verify reference information with respect to all candidates for potential appointments, including myself.
By signing below, I authorize the Board Resourcing and Development Office to verify or obtain any personal information about me directly from me, from organizations or references referred to in this Profile and Declaration, or from the specific organization(s) listed below for the purpose of evaluating my suitability for appointment to the governing board of a British Columbia organization. I also consent to the disclosure of my personal information to such persons or organizations when such disclosure is necessary to evaluate my suitability for appointment to a British Columbia public sector organization. This authorization is valid for one year following the date of my signature.
Additional Organizations:
a)
b)
c)
24. Birth Date (Required only to verify background information):
REFERENCES
25. Please provide a minimum of three references.
Name: Occupation:
Address:
Home Telephone: Business Telephone:
Name: Occupation:
Address:
Home Telephone: Business Telephone:
Name: Occupation:
Address:
Home Telephone: Business Telephone:
BIOGRAPHY
25. I agree that if I am appointed to the governing board of a British Columbia organization, the Board Resourcing and Development Office and the Organization may publish a biography of me that states the area of the Province in which I reside and contains some or all of the information provided in paragraphs 1 through 5 of this Profile and Declaration. (If you wish, you may attach a short (i.e., 100 words) biography of yourself for publication purposes.)
ATTESTATION AND SIGNATURE
I, (Print Name):
1. attest to the veracity of the information provided in this Profile and Declaration;
2. acknowledge and agree to adhere to the Charter of Expectations for Directors of Governing Boards; and
3. consent to a copy of this Profile being provided to the Organization.
____________________________ ______________
Signature Date
CONFIDENTIALITY
The personal information requested on this form is collected under the authority of and used for the purpose of administering a variety of statutes which authorize the appointment of individuals to government's agencies, boards and commissions.
Information on the authority for a specific appointment is available on request.
All information provided to us will be considered as supplied in confidence. Under certain circumstances some information may be released subject to the provisions of the Freedom of Information and Protection of Privacy Act.
If you have any questions about the collection and use of this information, please contact the Board Resourcing and Development Office at (604) 775 - 1683, Room 730 - 999 Canada Place, Vancouver, BC V6C 3E1.
This Profile and Declaration will be kept for a minimum of one year.
If you are appointed to the Organization, a copy of this Profile and Declaration will be provided to the Organization.
The Charter of Expectations for Directors of Governing Boards, as set out below, outlines for potential candidates the duties and expectations of board members generally.
Strategic Planning
- provide input to management on emerging trends and issues
- review and approve management’s strategic plans, including significant capital allocations and expenditures
Performance Monitoring and Reporting
- monitor corporate performance against strategic and business plans
- evaluate corporate performance reporting
- evaluate performance of senior management
Risk Assessment
- identify principal risks of the Organization’s operations and ensure that appropriate systems are in place to manage these risks
Public Policy
- appreciate the role of the Organization as an instrument of public policy
- monitor performance of Organization in relation to the strategic objectives of the shareholder
Senior Staff
- appoint, monitor and evaluate the performance of the CEO; replace if necessary
- ensure succession planning
Financial/Legal Integrity
- ensure ethical behaviour of entity and compliance with all laws and regulations:
- ensure accuracy of financial information and compliance with all accounting and audit principles
Personal Integrity
- ensure personal integrity in all dealings with and on behalf of the Organization, including ongoing responsibility to disclose conflict of interest
Governance
- establish appropriate governance structures to ensure efficient and prudent stewardship of the Organization
- assess board’s own effectiveness including monitoring the effectiveness of individual board members
Material Transactions
- review and approve material transactions not in the ordinary course of business
Committees
- participate as appropriate on board committees including: Audit and Risk Management, Governance, Human Resources
[1]"associate" of a person means any person closely connected by blood or otherwise including, but not limited to, a spouse (including common-law spouse), parent, grandparent, brother, sister, child or grandchild.
[2] For the purposes of this Profile and Declaration, a corporation is a subsidiary of another corporation where:
(a) it is controlled by:
(i) that other corporation;
(ii) that other corporation and one or more other corporations, each of which is controlled by that other corporation; or
(iii) two or more other corporations, each of which is controlled by that other corporation; or
(b) it is a subsidiary or a subsidiary of that other corporation.
[3] For the purposes of this Profile and Declaration, one corporation is affiliated with another corporation where one of them is the subsidiary of the other, or both are subsidiaries of the same corporation, or each of them is controlled by the same person.
