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The architects of IDRC created a unique institution: launched and supported by the Canadian Parliament yet directed by an International Board of Governors. The Board provides the Centre's strategic direction. The President of IDRC is responsible for the Centre's management. He is assisted by the Senior Management Committee.

The Board of Governors: Leadership with a Southern Perspective

The Board of Governors interprets the Centre's legal mandate and sees its activities comply to it. The 21 governors are appointed by the Canadian government on the basis of their concern for and expertise in development issues. The board reviews all Centre activities and approves programing budgets.

The IDRC Act requires that the Centre's chairperson, vice-chairperson, and nine other members be Canadians. Tradition decrees that seven of the remaining governors be internationally known researchers from developing countries and that the remaining three come from  member states of the Organisation for Economic Co-operation and Development (OECD).

The board's international composition is important to IDRC. It means that, in the boardroom, the Centre has a window on the South and evolving development issues and needs. The leadership and perspective provided by governors from outside Canada help to keep the Centre's programs relevant to the developing world while setting them within a broader international context. These scientists have also been important to IDRC's commitment to collaborative work rather than technical assistance as its preferred mechanism for involving researchers from the North.

Board Meetings

The IDRC Board of Governors meets three times a year. In addition, the Board has three standing committees: the Executive Committee and the Finance and Audit Committee (each of which meets via teleconference four times a year), and the Human Resources Committee (which meets three times a year, also via teleconference). The Board works by consensus.

Board Responsibilities

The Board of Governors sits at the apex of the Centre's corporate structure. It provides strategic leadership, sanctions the general orientation of the Centre, and approves financial, administrative, and human resource policies. It must also approve the Centre's annual program of work and budget and establish accountability for current activities. To fulfil this responsibility, the Board receives regular reports from IDRC management. These reports enable the Board to monitor program activities and measure results against the strategic objectives set out in the Corporate Strategy and Program Framework (CSPF) for 2000–2005.

The annual audit regime, which includes both internal and external audits, helps the Board to ensure that resources and assets are protected and well-managed. Last year, the Board approved a resolution inviting the Auditor General to conduct a special examination of the Centre's systems and practices. These audits are conducted approximately every 5 years. Such an audit helps to ensure that resources are being used effectively and efficiently.

Identifying and Managing Risk

The Finance and Audit Committee is responsible for ensuring that the principal risks of the Centre's business have been identified and are being properly managed. However, not all risk is financial. Research is known to be a risky activity: sometimes it may not yield results; other times, satisfactory results may be obtained, but may not necessarily be adopted by potential users. The Board manages risk through careful planning and regular monitoring. With the CSPF providing direction and with internal checks firmly in place, the governors are able to assess programs and identify risks on an on-going basis.

Working with Management

While the Board provides strategic direction, the President is responsible for the Centre's management. The Senior Management Committee assists the President in the day-to-day management of the Centre. Chaired by the President, the Committee meetstwice a month, and when called by the President. In discussion with the President, the Board establishes the President's annual performance objectives: the President reports annually to the Board on their achievement.

Board Independence

The Board has established various structures and procedures that allow it to function independently of management. The roles of the Chairman and the President, who is the CEO, are separate: the Chairman manages the affairs of the Board; the President is responsible for Centre management. The Chairman and the President are both appointed by Governor-in-Council.

In keeping with the recommendations on governance by the Office of the Auditor General, IDRC has developed generic skills profiles for the positions of Chairman and of Board members. These profiles are designed to help in selecting highly qualified candidates for Board membership in the nomination process.

The Board has a stringent conflict of interest policy to maintain the highest standard of integrity for its members and for the Centre as a whole.

Copyright 2002 International Development Research Centre

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