Board Policies

The North Island College Board of Governors is a policy governance board, which makes policy level decisions to provide strategic guidance to the organization. The board is viewed as a single organizational position and decision-making body.

The board makes policies in four categories:

  • Ends policies, including the vision, mission, values and strategic directions, describe outcomes (what the organization is to accomplish);
  • Board-Staff Relationship policies describe the delegation and accountability linkage through the President/CEO, including the method of delegation and accountability/due diligence framework;
  • Executive Limitations policies define Board-prescribed limits or boundaries on how the staff will operate to accomplish organizational goals; and
  • Governance Process policies clarify the board's own job and rules (how the board operates).

Board of Governors Policies

Board-Staff Relationship Policies

The President and CEO is accountable to the Board acting as a body. The Board will instruct the President and CEO through the establishment of Ends Policies, delegating implementation to the President and CEO. In turn, the President will prepare a personal performance plan for each operating year. These objectives will be approved by the Board and once approved, will become a major component of the President’s annual performance review. Further to Board By Law 3, 1996 establishing the powers, duties and benefits of the President of North Island College, Policy SR-1 outlines more detailed roles and responsibilities of the President and his/her relationship to the Board. Board authority and accountability of staff is delegated through the President and CEO, so that authority and accountability of staff, as far as the Board is concerned, is considered to be the authority and accountability of the President and/CEO.

  • The Board will establish the boundaries of the President and CEO’s authority and accountability through the establishment of Executive Limitations Policies.
  • The President and CEO is authorized to establish further policies and practices, make decisions and take action using reasonable interpretation of Board of Governors’ Ends and Executive Limitations Policies.
  • The Board may change its Ends and Executive Limitations policies, thereby changing the authority and accountability boundaries set for the President and CEO.
  • So long as any particular delegation is in place, the Board and its members will respect and support the President and CEO’s choices. This does not prevent the Board from obtaining information in the delegated areas except where confidentiality prohibits.
  • Only decisions of the Board acting as a body are binding upon the President and CEO.
    • Decisions or instruction of individual Board members, officers, or committees are not binding on the President and CEO except in rare instances when the Board has specifically authorized such exercise of authority.
    • In the case of Board members or committees requesting information or assistance without Board authorization, the President and CEO can refuse such requests that require, in the President and CEO’s judgment, a material amount of staff time or funds or are disruptive. All requests for information should be through the President and CEO.
  • As the Board’s single official link to the operating organization, the President and CEO’s performance will be considered to be synonymous with organizational performance as a total.

Consequently, the President and CEO's responsibilities can be stated as performance in the following areas:

  • Achievement of Board Ends policies, as well as other objectives included in the President and CEO’s annual performance plan.
  • Organizational operation in accordance with the Board policies on Executive Limitations.
  • Carrying out other responsibilities pursuant to the College and Institute Act, and other relevant legislation.
  • Attending all meetings of the Board, or designating an Acting President and CEO to attend, in order to advise the Board on all matters pertaining to the operation of the institution.
  • Other areas of responsibility as described in the President’s job description.

Monitoring executive performance is synonymous with monitoring organizational performance against Board policies on Ends and on Executive Limitations, as well as objectives set out in the President’s annual performance plan. The President’s performance will be considered to be synonymous with organizational performance as a total, and will be reviewed annually.

  1. The purpose of monitoring is simply to determine the degree to which Board policies are being fulfilled. Monitoring will be as automatic as possible, using a minimum of Board time so that meetings can be used to create the future rather than to review the past.
  2. A given Ends Statement or Executive Limitation may be monitored in one or more of three ways:
    • Internal Report - Disclosure of compliance information to the Board by the President and CEO.
    • External Report - Discovery of compliance information by a disinterested, external auditor, inspector or judge who is selected by and reports directly to the Board. Such reports must assess executive performance only against policies of the Board, not the opinion of the external party unless the Board has previously indicated that party’s opinion to be the standard.
    • Direct Board Inspection - Discovery of compliance information by a Board member, a committee or the Board as a whole. This is a Board inspection of documents, activities or circumstances directed by the Board which allows a “prudent person” test of policy compliance.
  3. Upon the choice of the Board, any policy can be monitored by any method at any time.
  4. Executive Limitations and Ends policies will be monitored by the following methods and frequency. The reports the President and CEO provides are those labeled ‘internal’. For internal reports, the standard for compliance shall be as specified by the Board, or in the absence there of, any reasonable President and CEO interpretation of the board policy being monitored.
EL-1 General Executive Restraint 2 Internal Every Board Meeting
EL-2 People Treatment Internal Every Board Meeting
EL-3 Emergency Executive Succession Internal Every Board Meeting
EL-4 Compensation and Benefits Internal3
Every three years
EL-5 Communication and Counsel to the Board Internal Every Board Meeting
EL-6 Financial Condition5 Internal
Every Board Meeting
EL-7 Budgeting/Forecasting Internal
Every Board Meeting
EL-8 Asset Protection Internal
Every Board Meeting
1 Method shall be by direct inspection at any time for all categories
2 EL 1, 2, 3 & 5 will be reviewed by the Governance and Human Resources Committee and reported to the Board by the President and/or the Director of Human Resources and3 EL 1, 2, 3 & 5 will be reviewed by the Governance and Human Resources Committee and reported to the Board by the President and/or the Director of Human Resources and Organizational Development at every Board meeting as policy issues arise.
3 Reviewed annually by the President's Performance and Compensation Committee of the Board in accordance with the President's employment contract.
4 Post Secondary Education Association (PSEA) surveys Presidents' compensation and benefits every three years.
5 EL-6, 7 & 8 will be reviewed by the Finance and Audit Committee and reported to the Board by the President and CEO and/or the Vice President Finance and Facilities at every Board meeting as policy issues arise.
6 EL-6, 7 & 8 will also be reported to the Board by the Finance and Audit Committee of the Board annually.
Annual Audited Student FTE Report
External June8
Annual Multi-Year Plan Submission
External June
Annual Audited Financial Statements
External May
Responsible Provincial Ministry
Annual Service Plan Report
Internal June
Responsible Provincial Ministry
Institutional Accountability Plan and Report
External June
8 Annual Audited Student FTE Report and Annual Audited Financial Statements are the most important of these.

Executive Limitations Policies

The President and CEO shall not cause or allow any practice, activity, decision or organizational circumstance which is either illegal, imprudent or in violation of commonly accepted business and professional ethics. The President and CEO shall not allow the day-to-day operations to impede the vision or prohibit the Achievement of the Ends of the institution.

With respect to treatment of students, employees, volunteers and other people that the President and CEO interacts with on behalf of the College, dealings shall be ethical, fair and socially responsible. In addition, the President and CEO will operate in accordance with the collective agreements between the Board and its employee groups (i.e. North Island College Faculty Association and CUPE Local 3479) and the administrative policies for exempt staff and the relevant sections of the College and Institute Act.

Accordingly, the President:

  • Will operate within personnel procedures which clarify personnel rules, provide for effective handling of grievances and protect against wrongful conditions;
  • Will not discriminate against anyone for expressing an ethical dissent;
  • Will not prevent students or employees from grieving to the Board when:
    • internal grievance procedures have been exhausted, and, 
    • the student or employee allege either: 
      • that Board policy has been violated to his or her detriment or, 
      • that Board policy does not adequately protect his or her human rights; and
  • Will acquaint students and employees with their rights and responsibilities under this policy.

To protect the Board from sudden loss of chief executive services, the President and CEO will ensure that the Vice Presidents are familiar with Board and Presidential issues and processes. The alignment of administrative employees reporting directly to the President and CEO permits automatic routine designation of a Vice President as Acting President and CEO.

In providing for compensation and benefits for exempt staff, the President/CEO may not:

  1. Change his or her own compensation and benefits.
  2. Establish current compensation and benefits which deviate materially from guidelines established by the Post-Secondary Employers’ Association (PSEA).
  3. Establish pension benefits which do not comply with B.C. Pension Corporation regulations (College and Municipal).

With respect to providing information and counsel to the Board, the President and CEO establishes practices to ensure the Board is fully informed.

Accordingly, he or she will:

  1. Submit monitoring data required by the Board (see policy on Monitoring Executive Performance) in a timely and accurate fashion, directly addressing provisions of the Board policies being monitored.
  2. Inform the Board of relevant trends, media coverage, legal actions or material external and internal changes.
  3. Advise the Board when, in the President and CEO’s opinion, the Board is not in compliance with its own policies on Governance Process and Board-Staff Relationship.
  4. Deal with the Board as a whole except when fulfilling requests for information or responding to committees of the Board.
  5. Inform the Board of the appointment, promotion or termination of senior administrative personnel.

Actual financial conditions at any time shall not incur fiscal jeopardy or compromise Board Ends priorities.

Accordingly, the President/CEO may not:

  1. Expend more funds than are reasonably expected to be received before the fiscal year end.
  2. Borrow more funds than the Board approved line of credit.
  3. Spend accumulated surpluses from prior years without Board approval.
  4. Spend endowment funds for operating expenses.
  5. Fail to remit employee withholdings and related College contributions or taxes collected on behalf of any level of government.

Budgeting in any fiscal period or the remaining part of any fiscal period shall not deviate materially from the Board Ends policies, nor fail to show a generally acceptable level of foresight.

Accordingly, the President and CEO prepares a budget which:

  1. States budget planning assumptions clearly.
  2. Is based on sufficient information to make reasonable projections of revenues and expenses.
  3. Plans expenditures for any fiscal year within the limits of conservatively projected revenues for that year.
  4. Addresses the strategic plan to the extent possible within the funds available.
  5. Is based on a consultative process within the College community.

The President and CEO will:

  1. Maintain adequate insurance to protect College assets where not covered by the University, College and Institute Protection Program of the Provincial Government.
  2. Maintain owned buildings and equipment to the standard permitted by available funds.
  3. Ensure that an adequate system of controls is in place to safeguard cash receipts and disbursements.
  4. Invest or hold funds in investments that are within the guidelines of the Board of Governors' approved Investment Program.
  5. Acquire or dispose of land or buildings, construct buildings, or lease College owned property for a term of 5 years or more, or grant easements only with prior Board approval.

Governance Process Policies