GP 8: Chief Executive Officer (CEO) & Registrar’s Charter
| Policy Number: |
GP 8 |
Approve Date: |
March 2025 |
| Review Frequency: |
Triennial |
*May be reviewed earlier as required |
1. Source of Authority
The Chief Executive Officer (CEO) & Registrar’s role is established under section 8 of the Act and Bylaw 6.
2. Establishment
2.1. The CEO & Registrar shall be a Registered Nurse.
2.2. The CEO & Registrar shall be appointed by Council.
2.3. The CEO & Registrar reports to Council.
2.4. If the office of the CEO & Registrar becomes vacant or the CEO & Registrar otherwise becomes incapable of acting for any reason, Council may appoint an Acting CEO & Registrar, who shall have all the powers and duties of the Registrar under the Act, the Regulations and Bylaws.
2.5. The Acting CEO & Registrar holds office until:
2.5.1. The CEO & Registrar again becomes capable of acting;
2.5.2. Council appoints a new CEO & Registrar; or
2.5.3. Council terminates the appointment of the Acting CEO & Registrar
3. Duties and Responsibilities [1]
3.3.1. Serve as the organization’s principal leader, representative and spokesperson to the greater community.
3.3.2. Support Council:
3.3.2.1. Ensure integrity and strength of Council leadership and address issues around clarity of role, governance, Bylaws/policies, the Act provisions, corporate structure.
3.3.2.2. Assist with the orientation of new Council members.
3.3.2.3. Prepare reports to Council and attend various Council meetings.
3.3.3. Convene and lead the executive team:
3.3.3.1. Participate in the recruitment, interview, selection and evaluation process for direct reports and other key executive level positions.
3.3.3.2. Contribute effectively to an engaged team of professionals living the College’s cultural values and driving towards the organization’s strategic goals.
3.3.3.3. Instill the College’s cultural values throughout the organization.
3.3.3.4. Develop leaders and systems that contribute to achieving strategic goals.
3.3.3.5. Ensure that staff demonstrate the College’s values and are accountable for results.
3.3.4. Strategize the organization’s short-term and long-term strategic goals, particularly in organizing and planning:
3.3.4.1. Identify overall resource development goals and budget related to the College’s statutory function.
3.3.4.2. Establish, maintain, and cultivate relations with internal and external stakeholders and other resources to support organizational programs and activities.
3.3.4.3. Maintain accountability for current year operating budget and for financial performance of the organization.
3.3.4.4. Ensure the effective implementation of the College’s annual operational plan within the approved budget.
3.3.4.5. Effectively manage the College’s capital assets.
3.3.4.6. Contribute effectively to sustainable organizational excellence.
3.3.4.7. Design, prioritize and implement strategies to address known critical risks.
3.3.4.8. Leverage data to evaluate effectiveness of current programs.
3.3.5. Contribute effectively to safe, competent, ethical nursing care:
3.3.5.1. Integrate Right-Touch regulation and risk-based decision-making throughout all regulatory processes, programs, policies, and procedures.
3.3.5.2. Identify areas where new or amended regulatory tools and processes are required.
3.3.5.3. Evaluate and continuously assess regulatory processes, programs, policies, and procedures to ensure implementation of best practices and promising practices to protect the public.
3.3.6. Engage the public, RNs, employers, and other stakeholders to understand their needs and enhance the transparency of regulatory processes:
3.3.6.1. Represent the College as outlined in Governance & Communications Protocol.
3.3.6.2. Contribute effectively to engagement, influence, and leadership at the College.
3.3.6.3. Continue to be a leader in cultural sensitivity, humility, and indigenous health in Alberta.
3.3.7. The CEO & Registrar has the right to attend and speak at all meetings of the Council and its committees; however, the Council may hold brief in camera sessions at these meetings in the absence of the CEO & Registrar to review their performance and to deal with significant governance matters not benefiting from their presence.
3.3.8. Delegation of authorities
3.3.8.1. The CEO & Registrar may grant additional authorities (not covered in this policy) to other managers by way of a signed memorandum.
3.3.8.2. Staff, other than the CEO & Registrar, shall not further delegate their authorities provided by this policy.
Appendix 1 - Delegation of Authorities Matrix
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Item
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Council
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CEO & Registrar
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References: must comply with …
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Strategic Plan
Multi-year, including vision, mission, values, goals / objectives
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Council approves
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CEO recommends to Council
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Council Charter: Council oversees the development of a five-year strategy
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Business Plan, Capital and Operating Budget
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Council approves Operating & Capital Budget
Council approves budgeted expenditures through the approval of the Operating Budget
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CEO approves Business Plan, recommends Budget via FAC
CEO has accountability for budgeted expenditures in accordance with budget and operating policies
CEO reports expenditures beyond approved budget via quarterly financial reporting/forecasting
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Council Charter: Council approves budget
Council accepts as information Quarterly Financial Reporting
|
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Corporate Scorecard with KPI’s
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Council approves
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CEO recommends
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Council Charter: Council sets strategic direction & risk tolerances, selects & oversees CEO, monitors performance, culture, and ethical integrity
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Risk Tolerances
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Council approves
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CEO recommends
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A column in Strategic Framework (Corporate Scorecard)
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External Auditors appointment
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Council approves
FAC recommends
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CEO and SFO provide input to FAC
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Finance & Audit Committee Charter
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Audited Financial Statements, reports and disclosures
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Council approves
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CEO and SFO recommend via FAC
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Finance & Audit Committee Charter
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Litigation, settlements: conducting and instructing counsel
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Over $250,000 (uninsured) or where significant or material reputational impact
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Up to $250,000 (uninsured)
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|
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New business
including acquisitions, divestitures, joint ventures, and partnerships
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Council approves
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CEO recommends
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Once approved in Business Plan, CEO’s approval limits above would apply (for budgeted items)
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Sale of real estate property
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Council approves
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CEO recommends
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Other asset transactions: CEO deals within the normal course (unless specifically dealt with in other Policy or Charter)
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Employment Arrangements including hiring, terminating, evaluating
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Council appoints CEO
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CEO has oversight of operational staff
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Council Charter
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Compensation
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Council approves CEO compensation
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CEO approves operational staff compensation
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Council Charter
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Expenses (travel, etc.)
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Chair approves Council member expenses or may delegate approval to management.
FAC reviews CEO expense reports quarterly
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CEO accountable to ensure the authorization of staff expenses through Finance policies (Expense Reimbursement, Credit Card Reimbursement)
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FI2 – Expense Reimbursement Operational Policy
Quarterly CEO expense reporting to FAC
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[1] In the case of Bylaws references, these are direct citations: at times these refer explicitly to the “Registrar” only, at times to the combined position (in full).