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Friends of Ontario Parks Capacity Building Toolkits (Via

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Friends of Ontario Parks Capacity Building Toolkits (Via FRIENDS OF ONTARIO PARKS GOVERNANCE SANDI L. HUMPHREY, CAE Sandi L. Humphrey, CAE, served as Sandi also serves as an instructor in a not-for-profit executive for over the Canadian Society of Association twenty years, twelve of which were Executives’ Certified Association as Executive Director of the Ontario Executive (CAE®) program. She Association of Police Services Boards. is co-author of Best Practices and During that time, the pursuit of Tools for Not-for-Profit Boards, board effectiveness occupied a the Guide to Positive Staff-Board significant amount of Sandi’s time, as Relations for Directors of Not-for- police board members relied on their Profit Organizations, Guide to association to provide information Effective Committees for Not-for- and training to help them govern Profit Organizations, and Canadian their local police services. Association Management, the definitive source of information on For the past fifteen years, Sandi’s leadership, latest developments firm, Board Know-How (www. and best practices in the not-for- boardknowhow.com) has provided profit sector. consulting services to the association and not-for-profit community, with a particular emphasis on board governance, association structure, strategy and accountability. SECTION ONE: ONTARIO PARKS – WHO DOES WHAT? ....................................................................3 ONTARIO PARKS STRUCTURE ...........................................................................................................3 FRIENDS GROUPS .................................................................................................................................3 SECTION TWO: WHAT IS GOVERNANCE? ..............................................................................................5 MISCONCEPTIONS ABOUT GOVERNANCE ...................................................................................5 THE DIFFERENCE BETWEEN GOVERNANCE AND OPERATIONS ...........................................5 GOVERNANCE MODELS......................................................................................................................5 SECTION THREE: THE ROLE OF THE CHAIR AND OTHER OFFICERS .............................................7 THE ROLE OF THE CHAIR ....................................................................................................................7 THE ROLE OF THE TREASURER .........................................................................................................7 OTHER OFFICERS...................................................................................................................................7 OFFICER LEADERSHIP ..........................................................................................................................8 SECTION FOUR: BEST PRACTICES IN GOVERNANCE ........................................................................8 MONITORING INTERNAL AND EXTERNAL TRENDS ...................................................................8 ESTABLISHING AND PRIORITIZING STRATEGIC GOALS (THE STRATEGIC PLAN) .............8 ESTABLISHING THE RULES (POLICY) ..............................................................................................9 POLICY RELATIVE TO THE ROLE AND AUTHORITIES OF THE BOARD AND INDIVIDUAL DIRECTORS ................................................................................................................................... 10 TABLE OF CONTENTS OF TABLE POLICY RELATIVE TO THE ROLE AND AUTHORITIES OF THE CHAIR AND OTHER OFFICERS ...................................................................................................................................... 10 POLICY (RULES) TO GUIDE THE CHIEF STAFF OFFICER ON A DAILY BASIS ................... 10 POLICY RELATIVE TO COMMITTEES ............................................................................................. 11 THE ANNUAL BUDGET AND OPERATIONAL PLAN ................................................................. 11 MONITOR COMPLIANCE WITH POLICY ...................................................................................... 12 SECTION FIVE: WHAT ARE OUR OBLIGATIONS?.............................................................................. 12 LIABILITY AND RISK ........................................................................................................................... 12 DUE DILIGENCE .................................................................................................................................. 13 OBLIGATIONS OF ONTARIO NOT-FOR-PROFIT CORPORATIONS ....................................... 13 CONFIDENTIALITY, CONDUCT, AND CONFLICT OF INTEREST ............................................ 14 BY-LAWS ................................................................................................................................................ 15 SECTION SIX: DELEGATION IS KEY TO YOUR SUCCESS ................................................................. 16 HOW TO DELEGATE ........................................................................................................................... 16 DELEGATING TO COMMITTEES ..................................................................................................... 17 DELEGATING TO OTHERS ................................................................................................................ 17 SECTION SEVEN: EFFECTIVE BOARD MEETINGS ............................................................................. 17 THE PURPOSE OF BOARD MEETINGS ......................................................................................... 17 ELEMENTS OF EFFECTIVE MEETINGS .......................................................................................... 18 AGENDAS AND MINUTES ................................................................................................................ 19 IN-CAMERA MEETINGS .................................................................................................................... 20 FRIENDS OF ONTARIO PARKS GOVERNANCE i RESOLVING CONFLICT ..................................................................................................................... 20 EFFECTIVE DECISION-MAKING ...................................................................................................... 21 SECTION EIGHT: BOARD AND STAFF PERFORMANCE................................................................... 22 EVALUATION OF THE PERFORMANCE OF THE BOARD.......................................................... 22 EVALUATION OF INDIVIDUAL DIRECTORS................................................................................. 23 BOARD DEVELOPMENT AND SUCCESSION PLANNING ........................................................ 23 EVALUATION OF THE CHIEF STAFF OFFICER ............................................................................. 24 ORIENTATION OF NEW BOARD MEMBERS ................................................................................ 26 SECTION NINE: ACCOUNTABILITY ........................................................................................................ 27 ACCOUNTABILITY TO ONTARIO PARKS ....................................................................................... 27 APPENDIX A: SAMPLE STRATEGIC PLAN (FRIENDS OF KILLARNEY) ........................................ 29 TABLE OF CONTENTS OF TABLE FRIENDS OF ONTARIO PARKS GOVERNANCE ii SECTION ONE: ONTARIO responsibilities. It is expected that every PARKS – WHO DOES WHAT? Friends Board would appoint the Park Superintendent or his/her designate as an ex-officio Board member (attends Ontario Parks Structure all meetings but does not have voting The Ontario Parks organization is under privileges). the responsibility of the Managing The organizational chart on the following Director’s office. The Managing Director page may help all involved better is accountable to senior management of understand where they fit in to the overall the Ministry of Natural Resources, and structure. ultimately to the Minister of Natural Resources, and the Office of the Premier. Friends Groups The Managing Director of Ontario Friends Groups are important partners Parks oversees four key management within the Ontario Parks structure and GOVERNANCE sections: Marketing and Communications; have a distinct and separate role to play Operations & Development; Business and from that of park management. The key Finance; and, Zone Management. responsibilities of Friends are: Each section manager holds responsibility • To supplement and enhance the over their staff and their respective educational, recreational, research mandates. Mandates and direction flows and resource protection activities of through the Managing Director’s office Ontario Parks (via an Ontario Parks into the various sections of Ontario Parks, Friends agreement); including Zone offices and down to Park superintendents responsible for park • Offer Ontario Parks important management. opportunities to augment revenue streams and resources to achieve the Within the Marketing and Communications Ontario Parks mandates; section, a corporate partnership program supports development of new Friends • As not-for-profit, registered charities, groups, along with the internal policy and leverage public and private funds legal agreements impacting current Friends to support environmental priorities, organizations. natural and cultural interpretation, active and healthy lifestyle initiatives, Friends’ groups report directly to Park and undertake work
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