1. Learning Institute
Development. Education. Inspiration.

2. Reminders
 You can hear us, but we can’t hear you
 Presentation slides will be available in the CFC Resource Library / Webinars
 For the best webinar experience, close all other applications
 Turn up your computer’s volume

3. Reminders
 Have questions? Type them into the Question Log

4. Good Governance Continues…
Board Roles and Responsibilities

5. CEO, Community Foundation of Northwestern Alberta
Institute of Corporate Directors Governance Essentials Program-Not for Profit Organizations(2013)
District Governor 2019 – 2020 Rotary International District 5370
CEO, Community Foundation of Northwestern Alberta

6. Poll
What is your role at the community foundation?
Board
Staff

7. Poll How long have you been on the Board: Under 1 year 1-3 years
more

8. Congratulations!
You have just been appointed to the Community Foundation Board of Directors!
So what next?
Orientation!

9. Be a high performance board and do great work!
Shape direction
Ensure leadership, resources and finances support mission
Monitor performance and take corrective action promptly
Your role is to ensure the organization succeeds

10. Who does what…. Clearly understand and document roles of:
Board members are governors
Staff are responsible for management and daily operations

11. Roles include….be an ambassador
Believe in the philosophies and values
Be an advocate for the Foundation
Financial support
Identify and solicit potential donors
Act in the best interest of the organization

12. Roles include….full participation
Set direction with strategic planning
Accountable to stakeholders
Financial controls
Risk management controls
Actively participate with succession planning

13. Poll
Do you have paid staff:
Yes No

14. Staff Responsibilities
How many staff members does the board have?
Staff clear on their roles and responsibility

15. Measuring Sample Staff Report
Current Significant Issue
Matters for approval
Strategic Plan Implementation Update
Major Key indicators
Risk and Compliance Update
Matters for Noting
Upcoming activities and events
Measuring
Staff accountable to report progress, challenges and risks

16. Monitor and Evaluate Risk Checklist Examples
Has there been turnover, unfilled vacancies, or a re-organization of staff positions?
Has there been turnover, unfilled vacancies, or a re-organization of Board Positions?
Has the Foundation received any complaints by external or internal stakeholders?
Are there areas of business that are more than 10% and $10,000 off budget?
Are there events/activities in the broader external environment affecting the organization?
Has there been a decline in reaching the Strategic Plan goals and desired outcomes?
Is there a marked variation in the number of endowment donors?
What is the prospect and fund development status?
Have there been significant changes in financial markets affecting the endowment portfolio?

17. Role of the Chair Keep focus on governance
Responsible for boards effectiveness
Demonstrate sound judgement
Monitor performance

18. Meeting culture and management
Internal culture and how our board runs its meetings is a reflection of the organization
Are you focusing on irrelevant issues or the core purpose
Are you using generative thinking versus problem solving?

19. Risks For Any Organization
People and Resources
Internal - Board, staff, volunteers
External stakeholders - community partners, donors, agencies, government, media, etc.
Data and systems

20. Responsibility to Ask Questions
Placed in a position of trust and respect.

21. Tools to add to your toolbox
Policy and Procedure Manual
Consent Agenda
D & O Insurance Review
Performance Evaluation
Invest in development

22. Incorporate Strategic Thinking discussions
1. What is the most significant accomplishment of our Foundation thus far?
2. What is the real strength of our Foundation?
3. Describe who we are? What do we provide?
4. Describe what our Foundation will look like in 3 years.
5. What obstacles will our Foundation face in the future?
6. If you could change one thing about our Foundation, what would it be?
7. What will it take to achieve our desired outcomes/goals?
8. How will success impact our Foundation?

23. 10 Commandments Do everything with enthusiasm… it’s contagious.
Work collaboratively rather than competitively to help each other shine.
Look for ways to make new ideas work… not for reasons they won’t.
Own your mistakes, they happen.
If in doubt…check it out. Don’t fall into the trap of making negative assumptions.
If you have a concern with someone, talk to them, not about them.
Ensure your attitude and actions help make problems smaller, not bigger.
Whatever you want…give it away, and it will come back to you tenfold.
In all matters, act from your heart.
HAVE FUN! If you are not having fun, we need to talk.

24. Reminder - High Performing Boards
Shape direction through:
vision and mission
strategic thinking and planning
generative thinking
policies
Ensure leadership, resources and finances support mission.
Monitor performance and take corrective action promptly.

25. Stay in touch:
(780)

26. Coming Up www.communityfoundations.ca/events
November 19 – CRA Compliance for Community Foundations
November 29 – Land Your Key Messages and Tell Your Story (2 pm ET)
December 11 – Gift Agreements and Fund Types
January 15 – Gift Transfers and Administration
Questions?
CFC Resource Library: institute/resource-library/

27. Learning Institute
Development. Education. Inspiration.