Board decision-making

Code of ethics (Hudson Webber Foundation)

Posted on December 18, 2014

The Hudson-Webber Foundation commits to integrity in our actions and responsibility for our decisions and their consequences. We are committed to act honestly, truthfully and with integrity in all our transactions and dealings. We are committed to the appropriate handling of actual or apparent conflicts of interest in our relationships. We are committed to treat our grantees fairly and to… Read More

Board officer roles and responsibilities

Posted on December 8, 2014 by Anonymous

Officers shall be elected or appointed annually by the Trustees; and each officer shall hold office for a term of one year or until a successor is elected and qualifies. There shall be no limit on the number of successive terms of office for which an officer may serve. Chair The Chair and Vice-Chair offices shall each be held by… Read More

Advisory board member roles and responsibilities

Posted on December 8, 2014

The Sample Family Foundation’s Declaration of Trust designates two groups of participants: (1) “Trustees,” all of whom are currently family members and who vote on grants and issues of governance; and (2) “Advisors” who serve in an advisory capacity without voting power. Advisors are appointed to three-year terms that may be renewed until the Advisor reaches the age of seventy-five… Read More

Is Your Foundation Leveraging the Power of Differences?

Posted on November 15, 2014 by Council of Michigan Foundations

Based on extensive research and experience emerging from its Transforming Michigan Philanthropy initiative, the Council of Michigan Foundations has developed this discussion guide and assessment tool to help foundation leaders begin essential conversations about the power of differences and determine the level of their organization’s readiness for growth… Read More

How shortcuts cut us short: Cognitive traps in philanthropic decision making

Posted on May 24, 2014 by Center for Evaluation Innovation, The MasterCard Foundation

Cognitive traps can hinder any decision a foundation makes about its strategies. This includes how to construct a theory of change to address it, and which grantees are best suited to do the work. It also includes decisions made during implementation, such as whether strategy adjustments are needed or whether to renew funding for certain activities or grantees… Read More

Strategic plan framework (McKnight Foundation)

Posted on December 22, 2012

In 2011, the McKnight Foundation’s board and staff engaged in an external scan to consider major trends and patterns in our external context and to develop a shared sense of what these mean for our work. The foundation considered a set of three questions — What?, So What?, and Now What? — a useful discussion model to explore and reflect… Read More

Notes on an Effective Family Culture: The Roy A. Hunt Foundation

Posted on April 15, 2012 by Terry Hunt

This set of tips from the Board of the Roy A. Hunt Foundation was shared as a handout on NCFP’s January 2012 Teleconference, “Finding Common Ground, Valuing Different Views.” It is a useful set of tips for any family seeking to create a culture that respects differences of opinion and diverse political views… Read More

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