Board of Game and Inland Fisheries
Charter of the Education, Planning, and Outreach Committee
Revised March 2011
The Board of Game and Inland Fisheries (BGIF) hereby constitutes and establishes an Education, Planning, and Outreach Committee (hereafter referred to as the Committee) with responsibility and specific duties as described below.
As presented in the Board's Governance Manual (December, 2005), the Education, Planning, and Outreach Committee is to evaluate its educational, planning, and outreach needs relative to the statutory mandates, mission, and strategic plans of the Board, and to develop and submit reports, draft policies, and recommendations regarding those needs, as necessary, to the full Board for its consideration. The Committee will regularly evaluate the Department's mission, the Board's policies, its long-term planning requirements, and Governance Manual and develop recommendations regarding mission and vision statements, policy and governance changes, and strategic planning for the Board. The Committee will also investigate reported breaches of The Board's Code of Ethics and Conduct and report its findings to the Board.
The Committee shall be comprised of no less than three (3) members of the Board of Game and Inland Fisheries. Chair of the Board shall appoint the Committee Chair and the remaining members to each serve a term as determined by the Board Chair at the time of Committee appointment. A quorum of the Committee shall consist of a majority of the members.
The Committee is to serve as the Board's primary work group to address such issues as, but not necessarily limited to, Board member orientation and training programs, Director's performance plan and evaluation, legislative and/or regulatory initiatives, strategic vision and planning, agency mission, agency education programs, and agency outreach programs.
The Committee is to meet at least two (2) times each fiscal year, with additional meetings as deemed necessary by the Committee. The Chair may request the Director to have Department staff members be present at meetings of the Committee to provide information and/or expertise regarding the business matters, issues, and discussion topics of the Committee.
The minutes of each Committee meeting are to be prepared and distributed for review to Committee members. Minutes will be approved at the next scheduled Committee meeting.
- Provide guidance to the Director for the development of an orientation program for new members appointed to the Board of Game and Inland Fisheries. The Committee Chair, in collaboration with the Board Vice-Chairperson, shall facilitate the delivery of this orientation program to new Board members in conjunction with the earliest scheduled Board meeting after the appointments are announced, or within 90 days.
- Coordinate with the agency Director, the Secretary of Natural Resources, and the Governor's Office (as necessary) to develop the job elements and performance expectations that will comprise the annual performance plan for the agency Director.
- Develop the performance evaluation instrument to annually conduct the Director's performance evaluation. This evaluation shall be conducted in October of each year.
- Solicit recommendations from the Board and the Director regarding specific legislative initiatives for the agency to submit for consideration by the Secretary of Natural Resources and the Governor.
- Review and periodically assess the agency's mission statement and provide recommendations regarding needed changes, updates, or other modifications.
- Coordinate the development and implementation of an operational strategic vision and planning document for the Department that will serve as the foundation to establish program priorities and resource allocations.
- Review and periodically assess the Department's educational programs to determine that these programs continue to be aligned with the agency's mission and strategic vision/plan. Recommend changes if needed.
- Review and periodically assess the Department's outreach programs (to constituents and other aspects of the general public) to determine that these programs continue to be aligned with the agency's mission and strategic vision/plan. Recommend changes if needed.
- Recommend, as needed, additional training/continuing education for all members of the Board to ensure that the Board is well-positioned to meet its obligations (fiduciary responsibility) and its expectations (loyalty to mission).
- Review all Board policies and collaborate with the Board Vice-Chairperson to report any recommended changes to the full Board as soon as practical following the first Board meeting after January 1.