Board Roles & Responsibilities

• 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 and the public.

• Establish the processes and structures necessary to ensure the effective functioning and renewal of the board by managing the board affairs.

• 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.

• Fully understand the organization’s mandate set by government, review and make recommendations to government regarding the mandate to reflect changing circumstances.

• Participate in the development of, review and approval of the organization’s strategic plan consistent with the organization’s mandate as set by government.

• Select, appoint, compensate, evaluate and terminate the chief executive officer (the President), oversee management succession and development.

• Review financial, accounting and control systems; ensure appropriate risk management systems, ensure code of ethical conduct and conflict of interest guidelines in place.

• Monitor organizational performance against strategic plans and compliance with applicable legislation and government direction. Account to government and stakeholders through appropriate reporting.

• Oversee organization’s communications policy.

• The board operates within the board policy direction and budget set by the Ministry of Post-Secondary Education and Future Skills. 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. Learn more about the Ministry of Post-Secondary Education and Future Skills.

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.

• 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 with strong reasoning skills.

• Ability to listen and work as a team member.

• No direct or indirect conflict of interest with the member’s responsibility to the organization.

• 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.

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, 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.

• 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.

• Normally, the board meets once a month (eight times per year) generally on the fourth Tuesday of the month from 4 pm until finished (generally finished by 8 pm). The board also meets annually in September and February for a retreat. From time to time, education sessions are arranged for the board, generally in conjunction with a regular board meeting or an orientation session. Generally, all of the meetings take place on the Castlegar Campus, but they 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 Selkirk College Foundation fundraising events, as time permits. Generally, board members should expect to contribute an average of 15 hours per month to the college.

Board members are typically appointed for an initial term of one year and are eligible for two subsequent appointments of two and three years respectively for a maximum of six years. Only in exceptional circumstances will members be extended beyond the six-year maximum.

Click here for Selkirk College's Board of Governors members.

Meet Selkirk College's Leadership Team.

To submit an expression of interest in serving on Selkirk College’s Board of Governance, visit the Crown Agency and Board Resourcing Office.

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 Crown Agency and Board Resourcing Office.

In accordance with an Order in Council dated January 15, 1995, the government appointed members of college and institute boards receive a per annum honoraria in the amount of $2,000. The board chair receives and additional $500 per annum. Students elected to serve on college and institute boards receive honoraria equivalent to that paid to government appointed board members. Faculty and support staff members elected to serve on boards do not receive honoraria. Expenses incurred while on board business are reimbursed.

Meeting Attendance and Honoraria Remuneration

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 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.