Magazines Canada Policy Governance Model and Operational Guidelines

Approved by the Board of Directors September 24, 2012

About Magazines Canada

Magazines Canada is the national trade association representing Canadian-owned, Canadian-content consumer, cultural, specialty, professional and business media magazines. French and English member titles offer a wide range of topics including business, professional, news, politics, sports, arts and culture, leisure, lifestyle, women and youth made available on multiple platforms. The association focuses on government affairs, services to the advertising trade, circulation marketing and the development of career skills for and the recognition of excellence among the people who work in Canada’s magazine media.

Mission

Magazines Canada is a member-driven, not-for-profit organization. Magazines Canada believes in the inter-connected cultural and economic value of Canada’s magazine media.

Magazines Canada works to foster an environment where new magazines are nurtured, established magazines are supported, skills are developed and excellence is recognized. Its originating and continuing purpose is to promote the value of the sector in the creation and dissemination of original Canadian content on multiple platforms.

Guiding Principles

The association takes energy and direction from its members. Its strength lies in the diversity of its membership and the cohesiveness of members in support of its goals.

The association operates on the basis that each member is important. Its activities are determined by member needs. Its success is judged by its members.

The association is committed to taking a leadership role in identifying and acting upon public policy issues and trends as they affect members. It is the institutional memory for the industry.

The association takes pride in the credibility it has achieved and the relationships it has established with industry stakeholders including other related national and regional membership associations, industry suppliers and government departments and agencies.

Magazines Canada constantly works to maintain its position as a focal point within the industry and the lead advocate for Canada’s magazine media.

The focus of its Board of Directors, committees, advisory groups and staff is based on the association’s Strategic Planning Framework, adopted in January 2014. The framework directs the organization to be focused and flexible. Magazines Canada will move forward and remain responsive to the industry’s constantly evolving ecosystem and the expectations this environment creates. The scope of association activity will serve member aspirations for service and innovation within more limited resources. While the directors recognize that this is no small task, they have confidence in staff leadership and are fully committed to ensuring that the association meets its member-driven goals and objectives.

Magazines Canada members can review the Strategic Planning Framework in detail by logging in here.

The association strives to be open and ethical in all it does. It treats members and staff with dignity and respect. It strives for quality in all its undertakings.

Operational Guidelines

Magazines Canada is a not-for-profit corporation operating within a set of by-laws. Magazines Canada members can access the by-laws by logging in here. Magazines Canada is incorporated federally. An elected volunteer board of directors and elected chair has the fiduciary responsibility for the corporation. The association employs a chief executive officer (CEO) who is responsible for the executive direction of approved activity. In addition to its by-laws, and the requirements of the Canada Not-for-profit Corporations Act, the association operates with policy governance operational guidelines as follows:

Objectives of the Guidelines

  • To be an effective tool to help Magazines Canada address short- to long-term issues as they arise in both a responsible and responsive manner;
  • To allow the CEO and staff to develop and facilitate the implementation of Board policy in the service of the industry.

Responsibilities of the Board

  • Establish policies necessary to govern the programs, services, and performance of the organization in the context of the business plan approved annually by the Board.
  • Approach Board decision-making with an open mind and participate in making the best possible decisions for everyone involved.
  • Prepare for, attend and actively participate in Board meetings.
  • Prepare for, attend and participate in assigned committee meetings.
  • Be well informed on issues and agenda items that require the attention of the Board.
  • Work cooperatively with other Board members.
  • Respect and support the decisions of the Board.
  • Keep confidential information confidential.
  • Assist the Chair in a formal process that will recruit, employ, support, monitor, evaluate and, if necessary, terminate the CEO.
  • Give guidance to long-range planning and development.
  • Monitor the finances of the organization and assist in the budget process.
  • Represent the interests of all members served by the organization.
  • Represent the members and the organization to the broader community.

Roles in Policy Development

  • Policy Formation (creating) is the responsibility of the Board, committees and administrative staff. Policy is based upon timely, clear information provided by members, committees and staff working through the CEO. The volunteer leadership brings knowledge of industry to policy development. Staff can apply the knowledge of day-to-day operations and practices of the organization. This information is cooperatively shaped into policy proposals reflected in the business plan approved annually by the Board.
  • Policy Determination (deciding) is the sole responsibility of the Board of Directors, not staff, individual volunteers and/or committees. Boards alone have the legal responsibility, authority and accountability for policy decisions. Policies become guidelines for staff work, programs and committee activities. Policies are the vehicles for achieving organizational purposes and objectives. A reporting process should be determined at the time a policy is made.
  • Policy Implementation (doing) is the responsibility of the CEO and staff. Staff has the task of carrying out policy so that these decisions influence day-to-day operations. The CEO may ask volunteers to help implement a policy. Committees take action with a clear mandate from the Board through the office of the CEO. In effect, all staff and volunteers taking Board-sanctioned action report through the CEO to the Board. When staff and committees seek to implement and interpret Board-approved policies, they can expect the support of the Board.
  • Policy Administration (enabling) is the sole responsibility of the CEO and the CEO’s staff. They are responsible for organizing the systems to make a policy operable (i.e., office procedures, staff assignments, etc.). Individual Board members neither supervise nor direct the staff.
  • Policy Evaluation (reviewing) is the responsibility of both Board and staff. It is important to regularly monitor the effectiveness and impact of policy decisions, and to make recommendations for continuation and change. This way, both the Board and staff can monitor the short- and long-range effects of a policy.

Committees of the Board

Magazines Canada’s Board of Directors may create committees, advisory groups and other assemblies to pursue ongoing policy development or to address specific policy issues as per the specific process outlined in Magazines Canada’s Policy Governance Operational Guidelines. Committees operate within the legal structure of Magazines Canada reflected in the corporation’s by-laws. The committees and advisory groups are composed of industry professionals of all disciplines who volunteer their time and talent to the development and delivery of varied initiatives that serve the entire magazine media.

All committees, advisory groups and the members therein are subject to the periodic review and approval of the Board of Directors. The Board chair, CEO and/or their designated representatives are members of all committees and advisory groups. Committees and advisory groups work within the context of the association’s Policy Governance Operational Guidelines herein.

The mandate, terms of reference and membership criteria of each committee (meaning any and all Board approved assemblies) create the framework within which a committee pursues its work. All committees with the exception of the Executive Committee are consultative and responsible to the Board of Directors.