The EcoPort Foundation
Chief Executive Officer
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Questions, comments and suggestions: t.putter@ecoport.org

The Chief Executive Officer will be appointed by the Board, except for the inception CEO as specified in the Founding Bylaws. The CEO is a non-voting member of the board, carries substantial influence over policy-making, is viewed as a full partner with the board and has a relatively free hand at managing to achieve objectives established by the Board. The CEO will thus manage the affairs of the Foundation under the general direction of the Board.

The CEO shall hold office at the pleasure of the Board or until he resigns the office. He shall be accountable to the Board for the proper and legal conduct of the business of the Foundation according to the policies from time to time established by the Board. He shall be responsible for the organization of the work of the Foundation and for the engagement, supervision, direction and discharge of all employed personnel in accordance with the personnel policies from time to time established by the Board.

Committees will be used for monitoring/auditing performance of the Board, CEO and the Executive.

The senior management of the organization (the CEO and Executive Group) is the link between the board and the rest of the organization, and is responsible for implementing Board decisions.

Roles and responsibilities are clearly defined. The board focuses on board work and the staff on staff work (governance vs. implementation). Neither will cross over and dabble in the other's work. Board committees exist to help the board with its work, not to do staff work. Members of the Board and/or Committees will not assume responsibilities that conflict with those of the CEO.

Instructions to the CEO by the Board will outline overall ends rather than detailing specific means, they will tell the CEO what he/she cannot do. They outline limitations on means and leave the rest to the CEO's discretion. However, the CEO is responsible to the Board of the Foundation for the administration, enforcement and execution of the Board's policy and administrative directives, and for planning, organizing, coordinating and managing the operation of the Foundation's programs and services compatible with the pertinent legislation and within the general parameters of the approved annual operating plan and budget. Specifically, the CEO is responsible to:

a) support the Board in development of long-term strategic and annual operating plans and budgets;
b) support the Board in development of the competencies of Board members to fulfil their responsibilities;
c) provide timely advice to the Board regarding any developments that might affect the Foundation's capacity to pursue its objectives;
d) manage the Foundation's financial and human resources in pursuit of its objectives;
e) implement Board policies and directives within the parameters of legislative and regulatory provisions, the by-laws and Board policies and directives;
f) manage and mitigate risks to the Foundation, its Members and Board;
g) develop information systems and provide reports that allow the Board to assess the financial status of the Foundation, the general well-being of its workforce and progress in meeting its objectives;
h) manage all employee and contractor relationships, consistent with the provisions of applicable legislation, regulations, funder requirements, standards, contracts and agreements;
i) manage the Foundation's revenues and expenditures within the parameters of the approved budget;
j) represent the Foundation positively to the community in general and key stakeholders more specifically; and,
k) develop and maintain effective, professional relationships with the Board, staff, contractors, funders, other key stakeholders, the media and the public at large.

The CEO will, at the beginning of each fiscal year, draft objectives for that year and discuss these with the Executive Committee, prior to presenting them to the Board for approval. The CEO shall, at the end of the fiscal year: (i) complete a written self-evaluation of progress on meeting objectives so approved by the Board; (ii) complete a report on overall corporate performance for the preceding year; (iii) solicit feedback on his/her performance from those staff reporting directly to the CEO and synthesize the highlights of this feedback in a report. These reports will be provided to the Executive Committee.