Good Governance: Principles and Practices
Why Good Governance?
GRANTMAKERS of Oregon and Southwest Washington began developing collective principles and practices in 2005. They were developed by members for members – they are truly locally defined. The two-year process was created to encourage participatory dialogue and collaboration among our diverse membership. The focus on good governance does not stop here. Ongoing educational programming will increase members’ awareness of legalities and best practices giving the principles and practices increasing meaning.
GRANTMAKERS of Oregon and Southwest Washington’s Guiding Principles & Practices:
Principles and Practices Adopted 2007
To request a hard copy or to find out more about GRANTMAKERS of Oregon and Southwest Washington’s Prinicples and Practices please email or call 503.226.6340
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Principles and Practices
as of 5.31.07
We, as members of GRANTMAKERS of Oregon and Southwest Washington, are committed to excellence and effectiveness in our giving. We commit to open dialogue, self-reflection and to the exploration of new knowledge and information so as to ensure that our work is aligned with our values and has the greatest benefit to society.
We, as members of GRANTMAKERS of Oregon and Southwest Washington, recognize that we play an important role in our communities, a role sustained by the public trust that carries with it certain obligations. We are committed to fulfilling our work based on principles and practices that reflect those obligations and strive to conduct our affairs in the following manner:
1. We are aware of and fulfill our fiduciary and legal responsibilities.
We should know about and comply with all federal, state and local laws, regulations and fiduciary responsibilities. Our governing body should exercise active oversight of the financial affairs of the organization and set up policies to ensure that the organization’s resources are used appropriately in furtherance of the organization’s mission.
2. We serve the public good by adhering to the highest standards of ethical behavior.
We exist to serve the charitable purposes that the public has determined to be valuable and important. Active consideration and pursuit of the public good should guide every aspect of our giving and institutional life. This should include, but need not be limited to, maintaining appropriate conflict of interest, whistleblower and non-discrimination policies, defining board roles and responsibilities, and establishing operational guidelines. At the least, we commit to do no harm and to apply the precautionary principle to our decision-making.
3. We honor the intent of our donors, founders, and/or founding mandates.
Trustees and staff should maintain a clear understanding of our founders’ and donors’ vision and mission and be guided by this intent. When presented with changing historical contexts unforeseen by founders and donors, trustees should bridge the gap by making every effort to honor the original mandates while constructing a contemporary interpretation.
4. We are thoughtful and purposeful in our grantmaking and periodically review and evaluate our mission, priorities, policies and practices.
By periodically reviewing and evaluating mission, priorities, policies and practices, we take into consideration change that occurs in the communities in which we fund.
5. We recognize the increasing cultural diversity of the communities and constituents that we serve and within the limits of our individual charters seek to reflect this diversity in our giving.
A commitment to diversity reflects the highest ideals of American society. The active inclusion of diverse perspectives at the policy level enables us to better understand and respond to the needs of diverse communities. Within the limits of our individual charters, we utilize the appropriate means, such as board members, staff, advisors, and/or key informants, to gain diverse perspectives that will enhance our decision-making and governance.
6. We deal respectfully with applicants, grantees and donors, as well as those simply seeking information about our programs.
We need to be clear about our priorities, procedures, and expectations for applicants and grantees as well as timely in responding to requests for information or support.
7. We publish or otherwise make readily available basic information about our programs, funding priorities, and application requirements.
The format, detail, and method of disseminating this information needs to be appropriate to the size and complexity of the grantmaker’s program as it attempts to meet the needs of its prospective grant applicants. Each of us should provide a full and clear description of our grantmaking process, including basic guidelines about funding priorities. When a policy or procedure changes significantly, we should make every attempt to notify those affected within a reasonable period of time.
8. We define the expected steps in our grantmaking process and communicate these to applicants and grantees.
Effective grantmaking involves interaction during the review and following a grant award. We need to ensure that applicants and grantees understand the process and expectations of them. Candor, predictability and timely communication are important hallmarks of a grantmaking process. We should clearly explain the steps involved in the process, reporting requirements and the nature of any monitoring that may take place, as well as taking special care with proposal denials.
9. We are accessible and respond clearly, promptly, and as fairly as possible to all requests for information and meetings.
We should make available contact information. Organizations that maintain offices, if feasible, should publish a phone number, office location and office hours. Most of us receive more requests for personal meetings than we are able to honor. We should seek to avoid favoritism in determining which requests for personal meetings to honor.
10. We respect the confidentiality of applicants, grantees and donors and use discretion in communicating with others about specific organizations or individuals.
We should use discretion in seeking, evaluating, and responding to requests for information about applicants or grantees from other grantmakers, consultants or other colleagues. The guiding principle in all communications is to do no harm. Information can play a pivotal role and we should consult with the applicant for clarification or verification to help inform our decision-making rather than solely relying on the judgments or opinions of others.