SECTION C: BOARD OF DIRECTORS: EXECUTIVE
DIRECTOR RELATIONSHIPS
1.0
DELEGATION TO THE EXECUTIVE DIRECTOR
1.1
The Board's job is generally confined to establishing topmost policies,
leaving implementation and subsidiary policy development to the
Executive Director. Outcomes Policies directs the Executive Director to
achieve certain results. Constraint Policies constrain the Executive
Director to act within acceptable boundaries of prudence and ethics.
All Board authority delegated to staff is delegated through the
Executive Director, so that all authority and accountability of staff can
be phrased, insofar as the Board is concerned, as authority and
accountability of the Executive Director.
The Executive Director is authorized to make decisions, take actions
and develop activities which are true to the Board's policies.
The Board may, by extending its policies, rescind areas of the
Executive Director's authority, but will respect the Executive Director's
choices so long as the delegation continues. This does not prevent the
Board from obtaining information about activities in the delegated
areas.
Should the Executive Director deem it necessary to deviate from a
Board Constraint policy, direction from the President and/or the Board
of Directors shall be sought.
2.0
EXECUTIVE DIRECTOR'S JOB FUNCTION
2.1
Help the Board to fulfill its functions. This requires the Executive
Director to advise the Board on all Outcome policies and to carry out
ARTA's policy as established by the Board of Directors, in support of
ARTA's vision. The Executive Director's activities may be direct,
delegated or contracted, as appropriate.
2.2
Direct the organization so Board policies are implemented and
outcomes realized. The Executive Director is the Board's single official
link to the operating organization and is accountable for all
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organizational performance and exercises all authority transmitted into
the organization by the Board.
2.3
2.3.1
Parameters of the Executive Director Position
Complexity
2.3.1.1
Issues may be very complex, ambiguous and have long term
implications for the organization.
2.3.1.2
Accountability is for planning, monitoring and evaluation of
financial, physical and human resources and includes the
coordination of multifunctional resources.
2.3.1.3
Variables are often diverse, unclear and complicated, within an
environment characterized by considerable change.
2.3.1.4
Complex judgement and extensive interpretation are needed in
developing broad mission, goals and objectives which will have
an impact on the total organization.
2.3.2
Impact of Decisions
2.3.2.1
Errors may have serious political consequences with respect to
ARTA's membership, community and partnerships.
2.3.2.2
Impact of errors may have long term negative consequences on
ARTA's' image: loss of goodwill, loss of organizational integrity
and serious political erosion.
2.3.2.3
Remedies may be imposed by external sources.
2.3.3
Nature of Leadership Exercised
2.3.3.1
Primary responsibility is to supervise all ARTA employees.
2.3.3.2
Provides advice and counsel to employees directly supervised
and performs performance appraisals as required.
2.3.3.3
Involved in hiring, disciplining and termination of employees.
2.3.3.4
A major part of the role involves organizing and establishing
ARTA objectives, broad policies and long range strategies and
ensuring implementation is carried out.
2.3.3.5
Travel is a regular and considerable part of the job.
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2.3.3.6
2.3.4
Ensures the development of and presents significant policies for
review and approval by the Board.
Communication, Relationships and Contacts
2.3.4.1
Frequently deals with very sensitive information requiring great
tact and due regard for the parties involved.
2.3.4.2
Considerable negotiating and persuasive skills required.
2.3.4.3
Considerable persuasive, negotiating and/or advocacy skill
required to ensure the development and maintenance of external
relations critical to the continued success of ARTA.
2.3.4.4
General staff relations.
2.3.5
Conditions Under Which Work is Performed
2.3.5.1
Normal office environment.
2.3.5.2
Work involves multiple and conflicting work demands, competing
priorities, regular interruptions.
2.3.5.3
Major and somewhat unpredictable time pressures.
2.3.5.4
Requires knowledge and use of computers.
2.4
2.4.1
Executive Director's Responsibilities (Operations)
The Executive Director's responsibilities will include but not limited
to the following:
2.4.1.2
Prepare background and resource material.
2.4.1.3
Make recommendations on policy or actions.
2.4.1.4
Keep Board informed of activities and upcoming issues.
2.4.1.5
Conduct meetings, carry out activities, write letters and develop
positions required by the Board.
2.4.1.6
Ensure Board orientation.
2.4.1.7
Coordinate Board planning sessions.
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2.4.1.8
Coordinate meetings and provide resources to committees of the
Board.
2.4.1.9
Ensure the preparation of the annual report.
2.4.2
Personnel
2.4.2.1
Recruit and orient personnel.
2.4.2.2
Provide personnel with leadership, support and supervision.
2.4.2.3
Ensure personnel have adequate resources.
2.4.2.4
Conduct regular staff meetings.
2.4.2.5
Supervise and conduct performance evaluations as per Board
policy.
2.4.2.6
Develop a personnel manual including an appeal process.
2.4.3
Office
2.4.3.1
Ensure office space is equipped and supplied.
2.4.3.2
Ensure space is adequate.
2.4.4
Public Relations
2.4.4.1
Advocate as per Board direction.
2.4.4.2
Address issues of interest to ARTA at workshops and
conferences.
2.4.4.3
Give presentations to groups on behalf of ARTA.
2.4.4.4
Ensure appropriate promotional materials are developed and
distributed.
2.4.5
Member Relations
2.4.5.1
Provide members with information regarding activities and issues
of interest.
2.4.5.2
Respond to requests from membership.
2.4.5.3
Poll members for input on issues and policies.
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2.4.5.4
Act as a resource and support to Directors, Officers and member
organizations upon request.
2.4.5.5
Attend Branch meetings as scheduled or required.
2.4.6
Volunteers
2.4.6.1
Recruit, screen and train volunteers.
2.4.6.2
Ensure volunteers have the resources necessary to carry out their
duties.
2.4.7
Financial - Work with the Board, Treasurer, Financial Committee
and Staff Financial Coordinator to:
2.4.7.1
Prepare the annual budget for Board approval.
2.4.7.2
Oversee and monitor expenditures within budget guidelines.
2.4.7.3
Write or approve all funding proposals.
2.4.7.4
Provide financial statements to the Board and the AGM.
2.4.7.5
Provide financial updates to Standing and ad hoc committees.
2.4.7.6
Provide costing estimates on projects or proposals for inclusion in
the budget.
2.4.7.7
Determine the method of bookkeeping to be utilized.
2.4.7.8
Arrange for the annual audit.
2.4.7.9
Provide periodic financial reports to the Finance Committee as
requested.
2.5
2.5.1
Operational Plan
Prepare and present to the Board, at the first meeting following the
AGM, an operational plan for carrying out the business plan within
the budget.
2.6
The Executive Director will adhere to ARTA Bylaws, Policy and
Procedures and Code of Conduct.
2.7
Communication and Advice to the Board
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2.7.1
With respect to providing information and counsel to the Board, the
Executive Director may not cause or allow the Board to be
uninformed or misinformed. Accordingly, the Executive Director
shall be required to:
2.7.1.1
Keep the Board aware of relevant trends, ARTA public events,
significant external and internal changes, particularly changes in
the assumptions upon which any Board policy has previously
established.
2.7.1.2
Submit the required monitoring data (see policy in Monitoring) in a
timely, accurate and understandable fashion, directly addressing
provisions of the Board policies being monitored.
2.7.1.3
Gather from internal and external sources points of view, issues,
opinions and/or alternatives to provide to the Board with informed
choices.
2.7.1.4
Present information in a concise and succinct fashion.
/SJP, 2010 07 06
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