Governance & accountability

Overview

In a broad cross-sector collaborative environment like Knowledge Ontario, a strong governance and project management framework is essential in maintaining strategic alignment and strong accountability while remaining agile and responsive to a large committed base of engaged stakeholders. Knowledge Ontario’s governance and accountability framework is guided by the following principles or values that ensure that management, staff and lead volunteers are working together collaboratively to meet KO’s goals.

Shared decision-making and accountability. Knowledge Ontario is designed to balance the interests of small and large, rich and poor communities and institutions through shared decision-making and focused accountability.

Inclusive governance and management. Knowledge Ontario has developed governance and management structures designed to ensure that all stakeholders, including library users, can participate in Knowledge Ontario’s activities and contribute to its success.

Diversified funding. Knowledge Ontario will leverage provincial, institutional and local dollars to realize economics of scale, develop collaborative partnerships and put Ontario dollars to work in designing accessible services that benefit all Ontarians.

Strengthening local points of service access. Knowledge Ontario works to provide the licenses, processes, services and supports that build local capacity and enable even the smallest libraries to provide exceptional services to the clients in their communities.

Board governance

Knowledge Ontario is governed by a 13-member Board of Directors. Eight of these members are appointed through sector level accountability processes and are intended to reflect the interests of the lead stakeholder groups (public libraries, university and college library systems and school libraries/school boards). The remaining five members of the Board include the executive director of the OLA (Ontario Library Association), a representative of the broader cultural sector and three other members designed to reflect additional strategic considerations as they change over time.

The board typically meets four times a year in early April, June, late September and early December. The work of the board is also supported by three committees:

• Executive Committee
• Governance and Policy Committee
• Audit, Reporting and Performance

Method of appointment and election

Public Libraries - Elected through FOPL (Federation of Public Libraries of Ontario).

College Libraries - One member appointed by HLLR (Heads of Libraries and Library Resources). 
One member appointed by COPEX (Council of Presidents Executive Committee). 
Both appointments confirmed by COPEX.

University Libraries - Two members appointed by OCUL (Ontario Council of University Libraries).

School Libraries - One member appointed by the CODE (Council of Directors of Education). 
One member appointed by a joint committee of TALCO (The Association of Library Coordinators and Consultants of Ontario) and OSLA (Ontario School Library Association).

At Large Members - Along with the executive director of the OLA (Ontario Library Association), the four remaining spaces are appointed by the Knowledge Ontario Board. Selection is based on recruitment criteria designed to secure the skills and capabilities needed to support strategic focus and governance responsibilities.

Transition to a policy governance board

Board of Directors: Since its inception in the spring of 2007, the Board has focused on overseeing the successful launch of Knowledge Ontario’s new services in each of its project streams. The Board continues to work closely with the Executive Director to further develop the programs and services as articulated in its five-year plan and to partner with the Ontario government to ensure stable and secure funding in future years.

In 2009-10, the Board’s role has evolved to that of a policy governance Board. This enables the Board to focus its energies on the vision, mission and key strategies, as well as creating alliances and developing partnerships with public and private organizations and working to ensure long-term sustainable funding for Knowledge Ontario.

To help chart this evolution, the Board has established three committees: the Executive Committee, the Governance and Policy Committee and the Audit, Reporting and Performance Committee. The Board will also seek out champions and invite them to become involved in Knowledge Ontario both at the Board governance level and as strategic allies and advisors. Board governance and alignment of projects with overall strategic directions will be supported by the Executive Director and the Strategic Investments Group (SIG).

Executive Director. The Executive Director has overall responsibility for the management, staffing and fiscal processes of Knowledge Ontario. Duties include: development partnerships with strategic allies; ensuring that Project Steering Committees are working both individually and collectively to meet project and organisational goals; supporting the Board to develop a diversified funding base and a stakeholder engagement plan; directing the work of the SIG to ensure that projects are appropriately aligned and that they have adequate support and resources to successfully implement their work plans and activities.

Strategic Investments Group (SIG). The SIG, comprised of the Chairs of Project Steering Committees and other key advisors, meets three or four times a year to plan and provide advice to the Executive Director and the Board. The SIG will focus on recommending priorities and options within the context of Board strategic directions and that support effective project management by the Project Steering Committees. In addition to Project Chairs, the remainder of the membership will be made up of key technology specialists and key strategic partners.

Once a sustainable multi-year funding framework is in place, it is also anticipated that representatives from key funding organizations such as the Ministries of Culture and Education would either have representation on this group, or alternatively, participate separately as members of a Funders Steering Group.

In addition to the governance and decision-making structures noted above, Knowledge Ontario will convene other advisory, consultative and deliberative groups as required to develop project ideas, set future directions and maintain a high level of collaboration and stakeholder engagement in planning projects and services. There are currently two such advisory committees contemplated within Knowledge Ontario: a Technology Infrastructure Advisory Committee and a Funding Diversification Working Group.

Such advisory structures will help to ensure that the interests of key stakeholders are made known within Knowledge Ontario. They will also identify common issues and challenges facing Knowledge Ontario and assist the Executive Director in devising strategies to address them. Knowledge Ontario‘s services will be developed through well designed collaborative processes capable of translating vision into action.

Project Steering Committees. The Project Steering Committees (PSCs) direct and develop the various projects undertaken by Knowledge Ontario. They are appointed by the Executive Director, in consultation with Project Managers, on an as-needed basis. Membership and size is based on the needs of the work, but is likely to come from the library, education, museum, archive, research, business, consortia and vendor/technology communities, and, where appropriate, end users. The annual workplan of each project will be framed by each project’s Steering Committee, vetted through SIG, Charter, and recommended to the Board for approval.

There are also Strategic Alignment and Project Management Frameworks in place to ensure that project level decisions are appropriately aligned with the strategies and directions being pursued by the Board.

Strong communications and marketing, combined with consistent and effective branding, will help Knowledge Ontario to promote its products and services and provide recognition to funders. It will also encourage all libraries to participate in the Knowledge Ontario partnership. Knowledge Ontario will endeavour to provide products and services in both English and French and make every effort to meet the needs of those speaking other languages and in need of specialized services.

Knowledge Ontario’s management team will put in place the necessary infrastructure to support the organization’s products and services. It will work to develop comprehensive marketing and awareness building campaigns, extend bilingual access to the organization’s products and services and work with partners to devise and execute a comprehensive training program to develop needed skills among library staff and users of Knowledge Ontario’s digital resources.

Bylaws

Knowledge Ontario shares the government priorities: education and training, healthy people and communities, culture, innovation and creativity and informed decision making.

KO bylaws will ensure that we:

• maintain representation from all sectors
• structure ourselves for long-term success and sustainability
• deliver financial accountability
• develop and grow our advocacy role

 Knowledge Ontario By-law No.1 (PDF 420 KB)

Back to top