1.	We have a written mission statement, approved by our board.
2.	We have a set of guiding values.
3.	We periodically review our charter and other donor instructions to determine whether they need to be amended or re-interpreted to meet changing community needs in ways that reasonably honor the donor's intent. Note: Generally not applicable to corporate foundations.
4.	We periodically review our grantmaking priorities and objectives to help ensure that our grantmaking remains relevant and responsive.
5.	We consider strategies beyond our own grantmaking to advance our mission, such as: Collaborating with other grantmakers or donors that fund similar work. Providing technical assistance to grantees and other charitable nonprofits. Convening community leaders, nonprofits and/or other funders doing similar work. Promoting personal giving and volunteering by our board and staff (bearing in mind potential conflicts of interest). Engaging in public policy and advocacy on our priority issues and within the limits of the law.

Donor Intent

1.	Our board members have access to, and general knowledge of, any written correspondence that details the founding donor's goals and expectations for the philanthropic organization
2.	If changing societal conditions and needs make following the donor's specific instructions impossible, unfeasible or extremely challenging to accomplish, we thoughtfully assess options and identify alternative program goals that reasonably honor the donor's intent.

Staffing
 

1.	We dedicate sufficient human, financial and technological resources to advance the mission of the organization.
2.	If we have staff: We have developed and periodically review a leadership succession plan for the chief executive.
3.	If we have staff: We seek to employ diverse staff or paid advisors who are representative of the communities in which we work, or individuals who demonstrate the capacity to understand issues and communicate skillfully across cultural, class and other boundaries.

Evaluation

1.	We periodically evaluate our organization's operations, procedures and grantmaking, assessing whether they are attaining the goals and objectives explicit in our mission.
2.	We use evaluation as an ongoing process of organizational learning.
3.	We actively involve the communities and constituencies we serve in our evaluation and organizational learning.

DUTY OF LOYALTY

We have taken steps to ensure that our board members are aware of, fully understand and fulfill their fiduciary duty of loyalty, setting aside personal or conflicting interests and acting solely in the best interest of the organization when making a decision or acting on behalf of the organization.


Conflicts of Interest

1.	We have a written conflict of interest policy. Note: The law does not require private foundations to have conflict of interest policies, but it would be difficult to achieve or demonstrate compliance with many provisions of tax law without having such a policy in place. As an indication of the growing importance of having a conflict of interest policy, the IRS has revised its application form for tax-exempt status (Form 1023) to specifically ask whether an applicant has adopted a conflict of interest policy, and if not, to identify steps the organization takes to address conflicts of interest.
2.	Our board members and staff (if we have staff) review our conflict of interest policy and acknowledge, in writing, that they have done so and understand what constitutes a conflict of interest, as well as our conflict of interest processes and procedures.
3.	Our board members and staff (if we have staff) complete and submit a conflict of interest disclosure form annually, and update the disclosure form as necessary.
4.	Our board members and staff (if we have staff) disclose any actual or perceived conflicts of interest.

DUTY OF OBEDIENCE

We have taken steps to ensure that our board members are aware of, fully understand and fulfill their fiduciary duty of obedience, obeying all state and federal laws pertaining to the organization and acting in furtherance of the organization's charitable purposes.


Self-Dealing

1.	Our board members and managers receive education on self-dealing, understand disqualified persons and have processes to evaluate potential self-dealing transactions.
2.	We do not engage in any self-dealing transactions between the philanthropic organization and any disqualified persons.
3.	If we are a corporate foundation: We have not paid the parent company (that is a substantial contributor to the fund) directly for any resources other than for reasonable expenses for business services.

Board Compensation

1.	We expect board or committee members to serve the foundation without compensation, recognizing: Reimbursement of reasonable expenses directly related to board service does not constitute compensation Board members who perform traditional staff functions may be compensated as staff. Like all staff, these individuals should be reasonably compensated, document time spent, and have a job description, performance objectives and evaluations.
2.	If we compensate and/or reimburse board (or committee) members, we have developed a compensation and reimbursement policy.
3.	If we have a policy to compensate board (or committee) members for their service, we have taken steps to ensure that the compensation is reasonable and not excessive, as defined by law.

Public Accountability

1.	We demonstrate our commitment to public accountability by annually filing required tax forms, which provide public disclosure of the operations and activities of our foundation.
2.	If we are audited, we make available to the public, upon request and/or in published annual reports or posted on our websites, our audit statement or auditor-approved summary of the audit findings.

Whistleblower Policy

1.

In order to prevent improper activities, we have adopted a whistleblower policy to encourage good-faith reporting of any suspected violation of law, policy or practice. The policy ensures a process of action by the organization and guarantees protection of the reporting individual from retaliatory action.

FOR COMMUNITY/PUBLIC FOUNDATIONS ONLY

1.	Our governing body retains variance power by which it may modify a restriction or condition on the distribution of assets, if circumstances warrant
2.	The governing body, with respect to assets held in trust, has the power to replace any participating trustee for breach of fiduciary duty under state law or for failure to produce a reasonable return of net income.