Board Governance Policies

Approved/revised: October 10, 1995

  A.2.5.1 Statement of Board Responsibility

Under legislation, all powers and duties are granted to boards as corporate bodies, rather than to individuals. Board members, individually, have no legal authority. Each member does have a duty to participate fully in boardroom discussions, exercising his or her individual wisdom and judgement.

Areas of Board responsibility are to:

    1. Set Priorities and Direction

Board members collectively hold NVIT in trust for First Nations communities, and must ensure that they provide services that support and enrich those communities.

    2. Monitor Performance

The Board should expect to see evaluations of college programs which demonstrate that they meet promised objectives. The Board should see evidence that the College is meeting community needs in a way that will ensure continued community support.

    3. Be Informed

All Board members should familiarize themselves with the wider educational system and issues affecting post-secondary education in British Columbia. They have a responsibility to be aware of community, provincial and national developments potentially affecting the College.

Board members must ensure they have received and studied the information needed to make wise decisions so that NVIT can remain strong and able to adapt to the future.

    4. Influence Climate

The Board plays a major role in setting the College's tone and climate.

A positive climate at the College contributes to a positive climate in communities.

    5. Represent the Communities

Board members are trustees for our communities. Collectively, they hold the College in trust for First Nations communities.

    6. Represent the College

Each Board member can strengthen the College. By accepting the appointment, the Board member has agreed to associate his or her name and prestige with the College.

    7. Contact Government Officials

Board members and, in particular, the Board Chair should expect to make personal contact with elected officials on behalf of NVIT and our communities.

The relationship of Board members with ministers and other politicians should be paralleled by a relationship of the CEO and staff with deputy ministers and other appointed officials.

    8. Other Responsibilities

Board members are expected to prepare for, regularly attend, and fully participate in all meetings.

In your corporate capacity as a member of the Board you are responsible for:

  • the ongoing evaluation of the College's direction and mission;

  • the job description for the President, an employment contract, and the selection and regular evaluation of the President;

  • the governance of the College - though the Board does not participate in the day-to-day administration, it establishes the governing structure, values and vision of the institution;

  • the maintenance of the financial integrity of the College;

  • ensuring evaluation of college operations and effectiveness;

  • the development and approval of Bylaws, as required by the College and Institute Act.

  • the assumption of 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 as outlined in legislation;

  • the regular assessment of the Board's performance;

  • the creation of a climate for uniqueness, innovation and progress within the College.

  • compliance with legislation and guidelines under the College and Institute Act, and related legislation.

In your individual capacity as a governor you are responsible for:

  • recognizing the distinction between your corporate and individual authority as a governor and conducting yourself accordingly with the College staff, students, the public, and community media, e.g., declining to speak for the Board unless designated by the Board to do so;

  • keeping appropriately informed about major aspects of the College;

  • taking an informed position on all Board matters;

  • respecting the internal administrative authority of the President and other employees;

  • evaluating, at least once a year, your own effectiveness as a governor.