CFA Society Toronto - Board

2016_CFA_SocietyToronto_BoardManual

Issue link: https://cfasocietytoronto.uberflip.com/i/566138

Contents of this Issue

Navigation

Page 26 of 196

TERMS OF REFERENCE – CHIEF EXECUTIVE OFFICER Updated 2013-September Role The Chief Executive Officer (CEO) is responsible for managing the CFA Society Toronto (the Society) office and activities including guiding, developing and implementing strategic plans. This entails the periodic formulation of short and long-range plans for the development, growth and expansion of the Society's functions and activities over which the CEO has responsibility. The CEO plays an integral role in supporting educational and governance initiatives and management relationships with CFA Institute, other societies, and other external stakeholders. This role includes internal relations with the Society Board of Directors, committees, volunteers and members. The CEO reports to and is accountable to the Board Executive Committee, which includes the President, Past-President, Vice-President and Secretary-Treasurer. Within the limits of the Society's policies, by-laws and guidelines established by the Board (subject to change periodically) the CEO is responsible for and has authority to execute all duties and responsibilities of the management office. Duties and Responsibilities General and Financial Management Direct and oversee the implementation of programs including the formulation and recommendation of changes deemed necessary to the Board. Attend meetings of the Board and committees as appropriate. Periodically this means developing and executing updated and effective strategic plans. Incorporated into these duties is the following Advising the Board in a timely fashion as to the: 1) State and conduct of the Society's affairs including financial results and when necessary explanations of significant deviations from plan, 2) Significant internal and external matters affecting operations, reputation or other matters that would be of concern to the Board. Ensuring: 1) Society (and Institute) policies are understood and applied by staff 2) Staff is delegated adequate authority to carry out their responsibilities and objectives. 3) Activities of staff and volunteers are effectively monitored and managed. 4) Assets of the Society are adequately safeguarded and maintained 5) Operations are managed in an economical and financially prudent manner, remain within budget limits and external vendors activities are regularly monitored and reviewed. 6) Approved financial controls are continuously in effect and required financial reporting, audits and analyses are provided when and as required. 7) Proposed operating and capital expenditure budgets are prepared annually or as required and appropriately recommended to the Board. 8) Recommendations of the external auditors are reviewed, acted upon when appropriate and reviewed after each annual audit with the Audit Committee. 9) Reviews of by-laws, defining structure and composition of the Board and committees, and/or periodic review of the roles, authorities and relationships of the Board and their constituents take place on a regular basis. 10) Surveys and other market research programs are periodically undertaken to advance the Society's knowledge and decision-making capabilities regarding member benefits, awareness, policy development, and other areas to ensure society success. CFA Society Toronto Board Manual 2016 Page 25 of 194

Articles in this issue

view archives of CFA Society Toronto - Board - 2016_CFA_SocietyToronto_BoardManual