Board Calendar

Here is a calendar of board activities. Materials supporting recommendations for these meetings are prepared by staff. Directors review recommendations for reasonableness.

A calendar is an important tool for maintaining focus on what's important, to avoid reacting to what is current and 'urgent'. In addition to the calendar activities, it is worthwhile thinking about what single important thing the board could aim to accomplish in a particular year -- something foundational that would have lasting impact.

March (first meeting after the AGM)
Meet the new directors and exchange info about backgrounds
Introduce staff
Receive progress reports

Presentations (for info only) on NCF's major initiatives and goals
Receive progress reports
(Continue to socialize with new directors)

Select officers (President, VP, Secretary, Treasurer)
Review finance standing committee membership
File list of directors and officers to Industry Canada
Update bank papers listing signing authorities
Form ad hoc committee to review Executive Director performance
Receive progress reports

Review policies and prepare for review of mission
Receive progress reports

Review of policies and review of mission
Receive ad hoc committee report on Executive Director performance
Receive progress reports

August (often this meeting is cancelled)
Receive progress reports

Receive/review first draft of strategy recommendations
Receive progress reports

Receive/review second draft of strategy recommendations
Receive/review first draft of budget recommendation
Receive progress reports

Approve strategy recommendations (including milestones)
Receive/review second draft of budget recommendations
Form Nomination and AGM committee
Receive progress reports

Approve budget recommendations
Receive/review motions for AGM (including motions from floor)
Receive progress reports

Finalize motions for AGM
Receive progress reports

February (last meeting prior to AGM)
Review annual reports and approve audited financial statements
Receive progress reports (AGM occurs)

1) Above, the ED contract starts Aug 1, and employee adjustments are made at the start of fiscal year (Jan 1). The reason for shifting the ED start to Aug has been to shift the workload of reviewing the ED away from the busy year-end, and to allow time for finding another ED, if necessary, without having the search process disrupted by an AGM.

2) Preparing for board meetings is a burden upon the ED, so meetings and agenda items that can be cancelled should be cancelled by the Board. If generating monthly progress reports is too burdensome, it might be reasonable to schedule 'light' progress reports some months and more thorough analysis other months (acknowledging that key indicators are unlikely to change suddenly or without obvious indications) (most corporations only have quarterly board meetings).

3) The Board gets a break in the summer, giving the ED more time to prepare materials and recommendations for the heavy autumn schedule.

4) There is only one standing committee, the finance (audit) committee. It's probably best to be composed of Treasurer, another director, and one finance expert from the community, with attendance of the ED and accountant as required.

The above calendar is mostly what was developed by Lisa Donnelly, the NCF ED who introduced NCF to the governance board model.