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Spring 2003 Newsletter
Table of Contents
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The Board
Development Program by Mike Cooper
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The Board
Chair – Key to Effective Meetings
by Kim Bater
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Courses
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Conferences & Workshops
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Did you know?
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Confidentiality Document by Dree Thomson-Diamond, CFRE
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Understanding
Risk Management
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CORPORATE CONNECTIONS
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RCVO Resources: Charities and
Not-For-Profit Employment Law Handbook
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The Board
Development Program celebrates its 20th year of operations this year!
As with most significant milestones, this anniversary provides those of us
involved with the program an opportunity to reflect on the past and look to the
future.
In 1983 a
concern about the financial well being of major performing arts organizations
prompted Alberta Culture to develop a project to assist organizations in
clarifying and improving their governance role. Rory Ralston (Alberta Culture)
and Hazel Sutherland (Grant MacEwan Community College) developed a working
relationship and a partnership that resulted in the development of the basic
model of workshop content and process that continue to be the core of the
services provided today. In looking at where the program is today, it is
instructive to examine the factors that have contributed to its success:
A focused
approach.
The Board Development Program (BDP) has consistently retained a focused approach
to working with not-for-profit boards. The focus is on working with boards to
improve their governance practices. Over the years the program has been asked to
develop a broader range of workshop topics (strategic planning, fundraising,
etc.) but the consistent demand for governance focused training has convinced us
that we should continue to concentrate to do what we do best and make referrals
to other service providers when appropriate. Being focused on governance has
allowed the Program to concentrate its resources on improving its services in a
manageable way and ensuring that quality is maintained.
Volunteers.
The heart and soul of the BDP is the incredibly talented pool of volunteers who
have been attracted to the opportunity to give back to their communities. The
program has recognized the importance of the volunteer component to the success
it has achieved and allocates significant resources to ensure that the training
provided is second to none. But that is only the start of the story. Providing
organizational support, mentoring (when needed) and recognition are all a part
of the “package” that the BDP has become renowned for.
Peer-to-peer.
One of the basic building blocks of the program was (and remains) the
peer-to-peer relationship between volunteers who deliver workshops in the
community and the volunteer board members they work with. Having workshop
leaders who have a wealth of experience and who are prepared to share that
experience as volunteers creates an incredible bond between the board members
and the volunteer instructors. By providing experienced instructors with the
opportunity to train the new volunteers and provide mentoring during their first
workshops, we not only provide rewards for excellent service, we also model the
peer-to-peer approach!
Partnerships.
Collaborative relationships have been an important part of the program’s success
and longevity. The Government of Alberta has provided core funding for the
program from the outset. This provincial focus makes the program unique. In
addition, the provision of “core” support has allowed the program to find
creative ways of establishing partnerships that have allowed the program to
flourish.
The original
partnership with Grant MacEwan (Community) College for the development of the
print materials and the training program for volunteers continues today. A
partnership supported by the Samuel and Saidye Bronfman Foundation encouraged
the development of “A Cultural Trustee’s Handbook”. At a stage when the program
was associated with the Libraries Branch of Community Development, a formal
relationship was established with the Alberta Library Trustees Association.
Volunteer Calgary and The Volunteer Centre of Edmonton have partnered to deliver
and develop resources with the BDP. In the early 1990s, the Muttart Foundation
provided funding which allowed the program to broaden its reach in the community
by including health and human service organizations. The funding also allowed
the BDP to conduct a formal evaluation that validated its basic values and
approach, and to begin the development of the very successful self-guided
workbook series. Every partnership presents new challenges and the BDP has
demonstrated a commitment to collaborative efforts and a genuine desire to see
all of its partners succeed!
Curriculum.
Volunteer instructors work with a curriculum of materials that can be adapted to
the particular needs of individual boards. The use of a common vocabulary and
set of training materials assist the volunteer instructors to deliver a
consistent message across the province. The curriculum provides a “bigger
picture” view of board governance, which is often very helpful when a board gets
bogged down in dealing with specific issues. The training and workshop materials
are regularly updated to ensure that the instructors are working with state of
the art materials.
Personal
delivery. BDP workshops
are provided face to face in a location chosen by the board requesting the
training. This in person workshop delivery model was developed well before
electronic options were available, but it remains a key part of the program’s
successful formula. Going to the client and providing a workshop in a
comfortable environment is often an incentive to get a board committed to
improving their governance. In addition, it has been our experience that this
workshop is actually one of the few times boards work together.
Follow-up.
The provision of more systematic follow-up to workshops has allowed BDP
instructors to monitor the results of the workshops and, in a number of
instances, to provide a second workshop focusing on a particular topic from the
original agenda. For example, many groups struggle with the actual writing of
policies in the compressed time available at the original workshop. The
follow-up sessions provide more time and an opportunity to apply the learnings
from the original workshop.
Staff.
The commitment of the staff to the values that shape the program has resulted in
a consistency of program delivery and an adherence to the highest of standards.
Even during times of significant cutbacks, staff “rearrangements” and the
inevitable re-organizations, it is almost impossible to detect these changes
outside of the program.
Change. Embracing
change when one is working with a successful program can be a significant
challenge. However, staff at the BDP have viewed continual improvement as a
means of ensuring the delivery of quality services and programs to the
not-for-profit community. The development of a password-protected “extranet”
site to support the work of the volunteer instructors is just one of the
innovations introduced to improve the program. The print materials used for
instructor training and workshop delivery are in a state of “perpetual revision”
as new resources are identified and developed.
Strategic
planning.
The development of a formal strategic plan (and planning process) beginning in
2000 were important developments for the program. In addition to the development
of clearly articulated mission and vision for the program, the process has
provided staff with structured opportunities for focused conversations about the
environment they work in, opportunities for new initiatives and priorities for
action.
The Future
The past twenty
years have witnessed an incredible growth in the not-for-profit sector and in
the demand for programs and services to support those who are leaders and
potential leaders in the sector. Just about every article we read today includes
the recognition that issues of “governance” and “accountability” are high on the
list of competencies required of boards in all sectors.
The Board
Development Program finds itself in a unique position as it begins its
twenty-first year of operation. It has the experience and expertise to provide
leadership in addressing these key issues. However, it also faces some
challenges:
Fish or fowl?
Just what is the BDP? It operates as a direct service of government, but it is
clearly designed to improve the capacity and governance ability of the
not-for-profit sector. In addition, it recruits as its instructors leaders from
the not-for-profit sector. As the government moves away from direct service
delivery in a variety of areas is it possible that the BDP could be “spun off”
as a service provided through the sector itself? Would this allow it to expand
the services it provides or would it lead to its ultimate demise? What would it
look like? Clearly all governments (and all funding agencies, foundations, etc.)
have a vested interest in improving the governance and accountability in the
organizations they support. Can this interest be translated into a workable
funding relationship that preserves the integrity of the elements that made the
BDP successful?
Partnerships
have been one of the reasons the program has been able to be so successful over
the years. The synergism created when a program expands its horizons and works
with another should be viewed as an opportunity not to be missed. Being prepared
to share and commitment to not duplicating others efforts should be guideposts
for future work. Regardless of decisions taken with respect to how it is
organized and where it is located, the BDP will continually be searching for new
partners where mutual benefit can lead to increased accessibility of services
and information to the not-for-profit sector.
Sharing our
successes. The work of the
Joint Tables and The Voluntary Sector Initiatives have confirmed that the BDP is
a unique resource in Canada. In addition, the Voluntary Sector Governance
Training project that the BDP completed in Ukraine in 2002 demonstrated beyond
doubt that the basic concepts used in its governance training have international
applicability. The model used to recruit, train and mentor volunteers is
second-to-none as is the governance training they receive and provide. As more
and more communities, governments, international agencies and not-for-profits
become aware of this resource there are increased requests for the BDP to
provide train-the-trainer training or support materials for similar
organizations to use in the development of similar programs. To date, limited
staff resources have restricted our ability to respond to many of these
requests. Perhaps there are simple solutions that new partnerships could help
identify.
Best practices. In
order to be able to share lessons learned and up-to-date materials, the BDP is
embarking on a project to document and assess all of its volunteer recruitment,
training and management best practices. It is our hope that this work will
provide a critical stimulus to the volunteer component of our program in a way
similar to the strategic planning work that was begun several years ago.
Strategic
planning. A key to the
future is the continuing and enhancing of the BDP’s strategic planning process.
By involving key players in the sector, its clients and (most importantly) its
volunteer instructors the BDP has been able to provide services that meet the
needs of not-for-profit boards. Having quality information on which to make
strategic decisions and making the best use of limited funds will be critical to
the program’s future.
Maintaining
focus. Over the years
the program has been asked to expand the array of training it provides. Given
the limited resources available, and our commitment to retaining our focused
approach to board governance related work, it is unlikely that we will be
significantly expanding the services we provide. However, where appropriate we
are interested in developing new print and training resources. For example, we
are currently exploring the development of expanded resources in the areas of
board fundraising responsibilities, advocacy and reading financial reports.
Electronic
resources.
In the past two years the BDP has developed and expanded its website and
developed a password-protected extranet site that is used to support the
volunteer instructors. The development of these two resources and the continuing
quest to improve the print resources used to train instructors and provide
workshops has led to some interesting discussions about distance learning
opportunities, mentoring workshop clients on-line and making a wider array of
our materials available electronically. Will this diminish the emphasis on
face-to-face training? Probably not, but it will make more materials on
governance available to a wider audience!
Are you an
experienced board member?
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Would you like
to volunteer for a job that makes a difference?
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Consider
becoming a Volunteer Instructor with the Board Development Program!
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You will receive
extensive training in exchange for agreeing to conduct 10 workshops over 2˝
years.
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Recruitment/application packages will be available in August 2003.
Application deadline is September 26, 2003.
For more
information contact:
The Board
Development Program, 780-427-2001 (use the RITE line), or visit
www.cd.gov.ab.ca/bdp
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Do you dread going
to meetings? What makes them so bad? The Board Chair can transform the nature
of meetings by addressing a number of factors that influence the outcome of
meetings.
Purpose:
Why are you having
this meeting? State the purpose of the meeting at the beginning so everyone
knows and can act accordingly. If you are not the chair ask for clarity about
the purpose. A meeting is an opportunity to bring people together to create a
greater intelligence and energy to tackle a problem or an opportunity. Ensure
you are clear about why you are there and that you use the skills and enthusiasm
of those that are there to make things happen.
Processes:
Agendas - Determine as a
board or staff group how agendas will be created – by whom, when, how others
have input, and how they will be distributed (in advance with any reports or
updates!). Use the action plan from the last meeting to help create the
agenda. Ensure the agenda moves your work forward, do not meet for the sake of
meeting – do something! Some boards use a yearly work plan that
identifies when items need to be dealt with and your strategic plan
should have action items that show up on your monthly agendas.
Moving through the
Agenda
- You probably have formal structures like agenda and minute approval and if
so, then handle them very efficiently and then move on to the real stuff. Do
review your action plan from the last meeting as a way of keeping flow from one
meeting to the next and to ensure follow-through.
Too often at
meetings, one person relays information for most of the meeting while everyone
else listens. If information needs to be disseminated, would a memo or report
suffice? Do not take up meeting time reporting on what people should have read
or reading a report that people have in front of them. Ask people to focus on
the key ideas/recommendations or requests in their report.
Motions/Action
Plans -
ask for motions that move forward the ideas or opportunities
identified in a report. This will help your group create momentum and address
the business of the organization. Repeat the motion call for discussion and
then ask for a vote. Do this efficiently so that the meeting doesn’t drag, but
do not rush it in a way that reduces involvement. Record in an action
plan the who, what, and when of your decisions to do your
work.
Encouraging
Participation
– Distributing agendas, reports, and other information a few days in advance of
the meeting means that you can focus your meeting on discussion. What does all
this information mean? What do we want to do about it? What else encourages
participation? Room set-up has a big influence – can everyone make eye
contact? This is crucial for good communication to happen. Invite
everyone into discussions, ask how they see the situation, what do they
think, what questions do they have.
Focus discussion –
interrupt, direct, paraphrase, clarify, ask questions and summarize. You must
use all these tools to include everyone, ensure the whole story is out and
sometimes to bring people back from a tangent. Summarizing is a key skill for
the Chair of a meeting to use. Often discussions bring out many aspects of a
situation, many ideas, many potential solutions. The Chair can really focus
discussion and move ideas towards action when they identify themes and summarize
the key ideas. This can point the group in a direction or can identify where
there are unanswered questions. Bring discussion to a close when you sense it
is losing steam by asking “do we want to make a motion to move this idea
forward?” or “What needs to happen now to address this?”
A key role that
the Board Chair plays is in including everyone in the discussions so the full
intelligence and creativity of your group is brought into play at your
meetings. You want the broadest perspective possible and everyone’s experience
and ideas to deal effectively with the opportunities and challenges that your
board is faced with.
Meetings can be
frustrating, boring, even irrelevant or they can really move the Board forward
as they tackle difficult and exciting challenges. The Board Chair will
influence which type of meetings you have through the approach they take. So
grab some tools and create processes that work for your board!
Keys to Healthy and Productive Discussions
Paraphrasing
- helps people think out loud –it has a calming and clarifying effect – it helps
to create clear understanding before moving on in the discussion.
Mirroring – like
paraphrasing, but using the persons exact words. Repeat the sentence verbatim
or if it’s a longer message, use key words that are the person’s not yours. It
builds trust and the speaker feels heard.
Gathering Ideas
– to gather ideas at a fast moving pace when you want to gather ideas, not
discuss them. You might create categories like – pros/cons – gather ideas first
and after a list is created, then discuss/evaluate.
Stacking – helps
people take turns in a fast paced discussion when many people want to talk. Ask
those who want to speak to raise their hands, create a speaking order by
assigning a number to each, then go to each speaker in turn and after they have
spoken, open it up to the floor again. It reduces interrupting and encourages
listening.
Summarizing
– discussions often have many tracks being traveled at once. Summarizing helps
to identify the themes that are emerging. This may be from one person or it may
be from many. It helps people feel heard and often brings more focus to a
discussion.
Encouraging – creating a
space for people to participate and bringing as many people as possible into the
discussion. “Who else has an idea?” This is especially helpful in the early
stages of a discussion before people have warmed up.
Balancing
– discussion often follows the first idea; it is important to attempt to fill
out the discussion with offers like: “Are there other ways of looking at this?”
or “does anyone have a different perspective?” or “does everyone else agree
with this?”
Diverse
Participation
– some people will sit back and be quiet often because they need time to
think, or sometimes they need to be invited into the discussion. “Was there a
thought you wanted to express?” or “Did you want to add anything?” or if they
look like they are about to start and someone else jumps in say “ Let’s go one
at a time ….Rita why don’t you go first”. This type of intervention takes keen
observation skills – body language usually will indicate someone’s interest.
Looking for Common
Ground
– groups can get easily polarized. The group usually needs to step back and the
chair can help by summarizing the discussion. First tell the group you are
going to summarize, second summarize the differences, third summarize the common
ground, last – check for accuracy. This often helps discussion move forward as
you have common ground to build from.
Kim Bater is a human development consultant and also works part-time as a
community worker at the Town of Banff. He can be reached at 403-762-1254 or at
kim.bater@town.banff.ab.ca
.
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COURSES
Voluntary Sector
Management Program
2003-2004
Voluntary Sector Learning Opportunities at Grant MacEwan College
New Fund
Development Courses!
This fall the
Voluntary Sector Management Program launches new Fund Development courses. The
courses have been designed with contemporary information and are offered in
manageable time blocks allowing for flexible learning. They are also available
through distance delivery.
For more information and to receive the program catalogue, contact
rcvo@macewan.ca
Fund Development
Policy, Planning and Evaluation
Effective
planning, policy development and evaluation approaches, related to fund
development, will be introduced with emphasis on the people, structures and
resources required to successfully achieve multiple goals.
Classroom: VSFD
137 (740)
2 Thurs, Oct. 2 &
9, 2003
8 am - 4 pm, $182
(includes materials), 1 credit
Professional,
Legal, and Ethical Issues in Fund Development
This course
introduces the legal, ethical and professional contexts in which fund
development professionals work. Accountability to internal and external publics
are examined.
Classroom: VSFD
138 (740)
Tues, Sept. 16,
23, 30, Oct. 7, 2003, 6 - 9 pm
$182 (includes
materials),
1 credit
Donor Stewardship
in Fund Development
Donor motivation
and needs are introduced with emphasis on effective donor development and
stewardship. Relationships with individuals, foundations, corporations and
government are explored.
Classroom: VSFD
139 (740)
Tues., Oct. 14,
21, 28, Nov. 4, 18, 25, Dec. 2 & 9, 2003, 6 - 9 pm
$365 (includes
materials),
2 credits
Overview of
Volunteer Management
The benefits,
challenges and scope of volunteer involvement are explored, with emphasis on
effective volunteer management practices. Trends and issues in Canadian
volunteerism will be introduced, as well as the role of a manager of volunteers.
Classroom: VSMT
103 (740)
Thurs. & Fri.,
Sept. 4 & 5, 2003
8 am - 4 pm, $182
(includes materials), 1 credit
Overview of
Fundraising Management
The role of
fundraisers and fund development as an occupation, will be introduced with
emphasis on the importance of philanthropy in Canada. The responsibilities,
workplace, and professional development needs of fund development professionals
will be discussed, as well as trends and issues which impact their work.
Classroom: VSMT
104 (740)
Fri. & Sat., Sept.
12 & 13, 2003
8 am - 4 pm, $182
(includes materials), 1 credit
Introduction to
the Voluntary/ Nonprofit Sector in Canada
The purpose,
profile and scope of the voluntary/nonprofit sector will be introduced, with
emphasis on the sector’s role in Canadian society. The sector’s unique
strengths, challenges and roles will be discussed and the composition,
governance, legal structure and resourcing of nonprofit organization will be
introduced.
Classroom: VSMT
105 (740)
2 Thurs., Sept. 11
& 18, 2003
8 am - 4 pm, $182
(includes materials), 1 credit
Funding Sources
for Edmonton’s Nonprofit Sector 2003
This updated
source of funds for Edmonton and area is now available from the RCVO. To order
call
780-497-5616 or
toll free at
1-877-897-5616.
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CONFERENCES &
WORKSHOPS
Muttart
Foundation Lecture 2003 featuring Linda McQuaig
3:30-5:00 pm,
Sat., Sept. 6, 2003,
Muttart Hall,
Grant MacEwan College, Alberta College Campus
10050 MacDonald
Drive, Edmonton, AB
Linda McQuaig
is a journalist and best-selling author who has developed a reputation for
challenging the establishment. She is a winner of a National Newspaper Award
for uncovering the Patti Starr affair in 1980, and has written for the Globe and
Mail, MacLean’s Magazine, the Montreal Gazette and the National Post. Linda now
writes a weekly column on politics and economics in the Toronto Star.
In 1991, she
was awarded an Atkinson Fellowship for Journalism in Public Policy to study the
social welfare system in Europe and North America.
Linda has
authored six best-selling books on politics and economics, including Shooting
the Hippo, The Cult of Impotence and, most recently, All You Can
Eat: Greed, Lust and the New Capitalism.
For more
information on this free lecture or to register, contact the RCVO at
780-497-5616 toll free at 1-877-897-5616, or e-mail
RobertsonL@macewan.ca
Alberta’s 4th
Provincial Community Economic Development (CED) Conference
Thurs. & Fri.,
Oct. 2 & 3, 2003
Coast Plaza
Hotel, Calgary, AB
The purpose of
this conference is to strengthen Community Economic Development within Alberta.
Conference streams will reflect the triple bottom lines of Community Economic
Development, society equity, economy and environment.
For more
details, contact Sandy at
403-265-1068 or
e-mail
sandy@cartemcrae.com,
or visit their web site at
www.albertaced.ca
Alberta’s
Congress Board’s 4th Annual Workplace Conference
“The New
Reality What are the Next Trade-Offs!” with sub-themes
on Aboriginal People and the Workforce; Succession Planning; and
Investment and Productivity
Oct. 23 - 26,
2003, Fairmont Jasper Park Lodge, Jasper, AB
This conference
is designed to deliver the latest information on the workplace. You will be
able to get a handle on what issues are critically important to pay attention to
and, at the same time, broaden your options as a decision-maker in the
workplace.
For further
information go to
www.congressboard.ab.ca or call 780-421-9330.
Our Ever
Popular Open Board Workshop
Oct. 25, 2003,
9 am - 4 pm
Grant MacEwan
College
Edmonton, AB
Co-hosted by
RCVO and the Board Development Program, Alberta Community Development.
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As a board
member of a non-profit organization, have you ever wondered...
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What are my
legal and ethical responsibilities?
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What role do
I play in governing our organization?
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How can we
develop policies that will help us make consistent decisions?
If you’re a new
board member seeking knowledge about your role, or an experienced board member
wishing to enhance your skills, this workshop is for you.
To register,
contact the RCVO
phone toll free
at 1-877-897-5616
phone
780-497-5616
e-mail:
BerezanL@macewan.ca
The 2004
Alberta Fundraising Conference
“Inspiring
Philanthropy - strategies to build, invest and connect”, Feb. 7 - 10, 2004
Capri Centre,
Red Deer, AB
Plan now to
attend! This is a great opportunity to meet with and learn from experienced
fundraising professionals. Alberta’s Fundraising Conference has a reputation
for excellence in speakers, workshops and networking.
For information
contact Ron Coulombe at 780-423-9602,
or e-mail
rcoulombe@edmonton.ymca.ca
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Did you know?
As a legacy for
the Year of the Volunteer, the Wild Rose Foundation donated $7,000.00 for the
purchase of books and videos to be made available through the Resource Centre
for Voluntary Organizations. This was an amazing gift to us and to the
community thank you Wild Rose.
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 |
Wild Rose
IYV Legacy books in MacEwan’s Learning Resources Centre, L to R: Jonathon
Dixon (RCVO), Ray Jorritsma (LRC), Lynda Robertson (RCVO), Joanne Kemp (LRC) |
| |
Many of the books
that were purchased are available in the Learning Resources Centre of Grant
MacEwan College and may be borrowed using your Alberta Library Card. If you do
not have this card, special borrowing arrangements can be made for RCVO clients
by contacting Michelle at MacEwan’s Learning Resources Centre (780-497-5857), or
by contacting the RCVO at 780-497-5616 (toll-free at 1-877-897-5616).
Some of the
purchased books travel with our staff as they go out “On the Road” to various
centres throughout Alberta. Watch for their visit to your community and the
opportunity to view these resources (see p. 12). Some of the books remain in
the RCVO for on-site research.
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Confidentiality
Document by Dree
Thomson-Diamond, CFRE
What do I do when
one or more of my board members refuses to sign our organization’s
confidentiality document?
While the first
response may be to say, “It’s ok” or “Then you can’t be a part of our board”,
this matter requires further investigation. Why is this person saying no? Do
they understand the reason for the confidentiality document? What is in the
document – is it legal, or simply a statement of understanding?
In a recent
example, a board member declined to sign a confidentiality form because they
felt the document presented to them had no validity. It was not legally binding
and to this individual, their word of honour held more integrity than the
document at hand.
Many organizations
do ask their volunteers to sign a confidentiality form. For some, this document
is quite formal and must be witnessed by a commissioner of oaths. The majority,
however, have something far more simple that references to keeping matters “in
confidence”. As a person I once worked with asked, “Does that mean telling only
one person at a time instead of the whole group?” The answer, of course, is no,
however, reality sometimes takes a different form.
Confidentiality
documents are becoming more and more important with the existence of privacy
policies and with the cross pollination of board members with a diversity of
organization.
So what, you may
ask, makes for a good Confidentiality Document?
A formal document,
often referred to as a Statutory Declaration and signed by a Commissioner of
Oaths, is legally binding. It contains many of the following:
It may include
some of the following statements:
That the board
member:
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understands and
accepts the principles and philosophy of the organization
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promises to keep
all information acquired or revealed to them in meetings and other activities
confidential
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will consider
all records, telephone conversations and other information pertaining to
clients, donors and the organization as confidential
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understands that
the declaration is still in effect when they are no longer associated with the
organization
While this is a
more formal version of what a confidentiality document may include, if the
charity and its board elect an informal process, it is still in the best
interest of the organization to include many of the above points, and others if
recommended by legal counsel, in a document that is signed, dated and witnessed
by the volunteer and the organization.
Dree
Thomson-Diamond is a Certified Fund Raising Professional (CFRE) with over 18
years in the not-for-profit and charitable sectors. She can be reached at
780-438-1093 or by e-mail at
dree.thomson@telusplanet.net
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Understanding
Risk Management
 |
“The least
costly accident in terms of time, money and morale, is the one that does not
occur.” excerpted
with permission from Linda Graff’s new book, Better Safe...Risk
Management in Volunteer Programs and Community Service
|
What is Risk
Management?
Risk
management is about dealing with uncertainties. It is about the
potential for, and the forecasting of, risks, and doing everything reasonable to
control them.
Risk management
need not be expensive or highly technical. In fact, managing most risks
requires little more than healthy doses of common sense, deliberate forethought,
and good planning. In most circumstances, good risk management is simply
good management.
The practice of
risk management in volunteer and community service programs, as in nonprofit
organizations more broadly, generates an important byproduct. Because it pushes
organizations to look hard at their own values, and because risk management
requires a detailed examination of the programs under review, the process of
risk management typically generates more informed decisions, and better
services.
Risk management
is not complex. A college diploma in risk management is not necessary to do it
well. Admittedly, the risk management process is most effective when its
multiple steps are carried out in the proper sequence, and that takes time. But
implementing a risk management system mostly means becoming more systematic
about the risk-related decisions already being taken throughout the volunteer
program. The application of a risk management system encourages everyone to be
more conscious and more deliberate about the presence and control of risk.
Implementing a risk management system helps to ensure that due diligence
is achieved.
Risk Management
Is Not Synonymous With Buying Insurance
Risk management
is not synonymous with, or even largely about, buying insurance. It is a
serious and potentially costly mistake to assume that buying insurance is the
first line of defence against risk. Unfortunately
this is a mistake that many boards make. Insurance does not prevent the risk
from becoming an actual injury or loss. Insurance is merely a financial
band-aid that is applied after the harm has occurred.
The Aims of
Risk Management
There is
nothing that anyone can do to absolutely guarantee that nothing will go
wrong, short of stopping services and closing the doors. Volunteer programs
cannot operate without taking risks since the possibility of accident, injury,
loss, or damage is always present. But this is the case in nearly everything we
do, all of the time. It is important not to ignore risks, but it is equally
important not to become immobilized by them. What is needed is a rational,
systematic approach to risk management that reduces and controls risks as much
as is reasonably possible.
A risk
management system does not manage the risks for you. Rather, it guides the
manager of volunteers into making more informed decisions that account for the
existence of risk, and into actions that mitigate risks wherever possible. The
two cornerstones of all effective risk management are:
There are three central aims of the risk management process:
Prevention
Prevention is
the first priority of every risk manager. It is clearly preferable to keep
things from going wrong in the first place than it is to deal with tragedies and
the consequences of disasters after the fact. Implementing a risk management
system reduces the likelihood of injuries and losses by integrating
precautionary measures into day-to-day operations.
Minimize Harm
Given that
things still can and do go wrong, even with the best prevention mechanisms in
place, the second aim of risk management is to minimize the magnitude of harm
that accrues in the event that a risk materializes.
Liability
Reduction
Not only does
the implementation of a risk management system reduce liability by reducing the
likelihood of injury or loss in the first place, but a well-documented risk
management system constitutes tangible proof of due diligence. The harm may
still materialize, but not because the organization was inattentive or
negligent. Hence, even if an injury or loss does take place, the very fact that
the organization engaged in risk management can substantially reduce the
likelihood of successful legal action against the organization.
The
implementation of a risk management process can generate additional outcomes.
Laird Hunter (1998c: 3) suggests that a risk management process also:
-
ensures a
safe environment for employees, volunteers, and service recipients
-
reduces the
anxiety and fear of liability
-
conserves the
assets of the organization so that it can pursue its mission
-
ensures
compliance with legal requirements
-
ensures that
individuals harmed by the organization's activities receive adequate
compensation
Risk Management
Assumptions
Here are six
key assumptions that should underpin and inform all risk management. Keep them
in mind as you implement risk management in your program.
-
There are no
absolutes and no guarantees in risk management. No risk management system can
prevent all risks: things can, and do, go wrong despite the best attempts at
planning and prevention.
-
Ignoring the
potential for trouble never makes it go away. Inattention to risks can
exacerbate the harm and increase the liability attached to it.
-
Risk
management is not designed just for the extremely risky situations; it should
be applied to all volunteer and community service activity.
-
Facing risks
directly; and making every effort to control them, will often avert disaster
and/or minimize the magnitude of the harm that results in the event that the
peril materializes.
-
If something
does go wrong, any attempts that have been made to anticipate and prevent the
loss or tragedy through a risk management process will constitute concrete
proof of diligence, and consequently tend to reduce personal and
organizational exposure to liability.
-
To be
effective, risk management must be a continuous process rather than a one-time
project.
Risk Management
as a Process
One does not
"do" risk management and then forget about it. That would be comparable to
attempting to anticipate all of the risks that might surface in a day, making
choices and plans for the foreseeable options, and then going through the
remainder of the day with no consideration of any of the hundreds of large and
small risks that will undoubtedly surface along the way, unanticipated.
Instead, risk
management is a process. It involves a number of steps and is ongoing.
Furthermore, risk management is most effective when it is integrated into other
organizational systems, including:
-
program and
service planning
-
cost-benefit
analyses
-
service
agreements with clients
-
collaboration
or partnering agreements with other agencies or contractors
-
financial
management, including funding agreements, contracts
-
program
evaluation
-
agency
governance
-
policy
development
-
personnel
management (paid and unpaid staff), including screening protocols and
performance reviews
-
facility
management and grounds maintenance
This is not to
say that consideration of risks should govern everything, but rather, that risks
need to be considered along with any number of other variables in actions and
decisions throughout every volunteer program on a continuous basis. As Charles
Tremper and Gwynne Kostin (1993: 4) say, risk management should be "an
orientation to everything that you do."
The Risk
Management Model
A risk
management model is a tool that enables risk managers to be systematic. Models
can look complicated, and even intimidating, but they are typically quite
straightforward and easy to implement. The risk management model that is
profiled in Better Safe…takes the form of a flow chart, reinforcing the notion
that risk management moves through a series of steps in an orderly sequence.
The model presents a logical series of questions which generate a range of
action and decision alternatives.
Operationalizing the Risk Management Model
The risk
management model profiled here has been selected because it is both logical and
straightforward. The risk management model has four main steps:
-
Identify
Risks
-
Evaluate
Risks
-
Control
Risks
-
Review
Step number
three has four sub-parts, best thought of as alternate approaches to controlling
risks:
-
Stop the
Activity
-
Eliminate
Risks
-
Minimize
Harm
-
Transfer
Liability
Each of the
four main steps and the four sub-steps of the model is reviewed in this book.
Along the way we will explain how the model works as a flow chart, and how the
model moves the risk management team through a series of options and choices as
it goes about the process of risk management.
Linda Graff is a national and international consultant/trainer specializing in
volunteerism and nonprofit management. She can be reached at 905-627-8511 or by
e-mail at LL.GRAFF@sympatico.ca.
To purchase her books, contact the RCVO at 780-497-5616 or e-mail
BerezanL@macewan.ca.
Top of Page
-
CORPORATE
CONNECTIONS
TransCanada
Community Investment
Energy is the
focus of our business and an essential ingredient in our community investment
efforts. Our program goes beyond investing dollars into the communities where
we live, work and conduct our business.
We connect with
communities in many different ways. Providing financial support, sharing
resources, such as contribution of employees’ time and expertise, and giving
gifts in-kind are a few examples of our support. We also seek ways to encourage
two-way dialogue with our many community stakeholders, by being open and easy to
approach.
TransCanada views
community investment as a strategic business responsibility one that
recognizes we all benefit from living and working in healthy, vibrant
communities. We invest in the community because it makes good sense, from both
a business and community perspective.
TransCanada has
identified education and lifelong learning as the priorities around which we
build our community investment strategies and programs. This is resident in
each of our four major giving categories of:
The many people
TransCanada interacts with as we deliver energy solutions play an important role
in the formulation of our community investment programs. It is the energy and
enthusiasm of people in local communities who bring our community initiatives to
life. Listening to people who understand local community challenges and
creating opportunities for local input into community investment decision-making
keep our programs fresh, relevant and focused.
In addition to the
corporate support TransCanada provides to our communities, we also have an
employee matching gifts program. This allows charitable organizations to
receive matching funds for any donation made by employees between $50 and $1,000
each year. The program ensures our corporate giving directly reflects the
interests and concerns of our employees and retirees.
When reviewing
applications, we consider the following criteria:
-
The extent of
our business and number of employees in a specific community requesting
funding.
-
The number of
individuals from the community at large who will benefit from the proposed
project or program.
-
The opportunity
for the project or program to enhance a current program or build on the
strength of existing ones.
-
The opportunity
for the project or program to provide other links to TransCanada and the
community, through meaningful employee participation.
As a general
principle, TransCanada does not fund: trips, tours, conferences, travelling
expenses or initiatives which benefit only one or a few people, most events,
advertising, for-profit organizations, program of a religious nature, programs
or services outside of our current focus areas, most sport and recreation
initiatives, political fundraisers, projects or events “after the fact.”
For more
information on our program or to submit an proposal, please contact Community
Investment at:
TransCanada
Community Investment
450 - 1st Street SW
Calgary, AB T2P 5H1
or e-mail at:
community_ investment@ transcanada.com
Top of Page
RCVO ON THE ROAD
RCVO on the Road
is a mobile information resource for voluntary organizations in Alberta. It
brings current information and support to Alberta’s voluntary sector on topics
pertaining to:
-
agency
management
-
board
development
-
fundraising
-
volunteer
management
Here is our fall
schedule.
September 4, 2003,
4 - 8 pm
Sylvan Lake
Neighbourhood Place
Sylvan Lake, AB
October 1, 2003,
Time: TBA
City of Airdrie,
Airdrie, AB
October 2 & 3,
2003, Time: TBA
Community Economic
Development Provincial Conference, Calgary, AB
October 14, 2003,
Time: TBA
Town of High River
FCSS
High River, AB
October 15, 2003,
Time: TBA
FCSS Office,
Granum, AB
October 20, 2003,
Time: TBA
City of St. Albert
Community & Protective Services, St, Albert, AB
Date & Time: TBA
Family and
Community Services
Peace River, AB
If your community
is interested in hosting RCVO on the Road, contact Laura Berezan, toll free in
Alberta at 1-877-897-5616 or by e-mail:
BerezanL@macewan.ca
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-
RCVO RESOURCES Charities and
Not-For-Profit Employment Law Handbook by Stewart D. Saxe
and Jean A. Brough
KE3380.C49 S29
2002
In this text,
the authors provide a concise and introductory overview of the changing face of
employment law as it relates to charitable and not-for-profit organizations. In
ten chapters, the authors provide a bird’s eye view of the guiding legislative
and practice framework for employment law and the corresponding unique legal
challenges that affect charitable and non-for-profit organizations.
Included is
coverage of data privacy law, hiring processes and screening protocols, and
answers to questions frequently asked by charities, including the use of
volunteers and employment selection decisions in light of human rights
legislation.
Appendices
provided by the Canadian Centre for Philanthropy include a sample Executive
Director Job Description, Supervisor and Employee Guides, a Personal Development
Plan and sample interview questions for the Executive Director position of a
charitable organization.
To borrow this
book from the Grant MacEwan Learning Resources Centre, contact Michelle Bezenar,
Interlibrary Loans, phone 780-497-5857, fax 780-497-4566 or e-mail:
bezenarm@macewan.ca.
Top of Page
QUOTES
Whether we will it
or not, we cannot journey without leaving footprints, and others will follow
where we go because we have marked the way.
“One generation
plants the trees; another gets the shade.”
Chinese Proverb
RCVO Contributors
Kim Bater
Mike Cooper
Linda Graff
Dree
Thomson-Diamond
Editor: Lynda
Robertson
Production: Wendy
Kuzio
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