The Various Tools and Processes that Community Foundations Use to Improve Practice

  • Roadmap for ethical, legal, effective practices

    “We‘ve developed a Conflict of Interest Policy, to guarantee that neither staff, nor board of directors incur in such practices. It is periodically revised, and signed by staff and board members. We‘ve developed our policies and procedures aligned with National Standards, and they are revised and approved by our board of directors.

    “The Impact Report details our impact during the year. We‘ve developed a community capital structure that includes: human capital, financial capital, environmental capital, physical capital and social capital through which we measure our impact.

  • Framework for organizational development

    “We have a very balanced board of directors with ample representation from diverse sectors our community, this allows for a balanced perspective of our strategic impact.

    “Our CEO appoints all employees, and we have a very lateral organizational structure.

  • Framework for documenting, communicating and providing training and technical assistance to advance best practices

    “Every program we undertake is documented based on the impact of the program. Valuations made by external resources are made most of the time to measure the impact.

    “We have renovated our website to make it easier to navigate and to provide relevant and updated information. We‘ve also linked information from our website to social networks such as twitter, facebook, vimeo, so that it feeds from the website.

    The electronic newsletter called Entrelazando (Connecting) goes out periodically. “We use to produce the newsletter and manage our electronic database.

    “We also subscribe to a virtual tool that allows the documentation of all reports and media coverage and facilitates accessibility to staff and board of directors. We use share reports, agendas and minutes with AdHoc Committees.

Who administers these standards?

  • “Standards and guidelines are approved by the different committees; it is usually the director of each area that administers its own standards, with the CEO and Administrator overseeing its implementation and compliance.
  • “Compliance documents are worked by each area and are validated and monitored by our CEO and Board of Directors, on a quarterly basis. Also the different committees integrated by board members such as: audit, investment, development, and program; monitor the compliance of their area of interest.
  • “Compliance is evaluated on a yearly ongoing basis. Every year, benchmarks are re-evaluated and new goals are established.”