Welcome to our Chapter
We have an engaged and active director community, both regionally and nationally. The Edmonton Chapter provides an opportunity to network with peers and gain leading insights into good governance through information, resources, education, and networking.
Our Chapter consists of nearly one thousand members from public and private corporations, not-for-profit, and Crown corporations. Our objective is to provide timely and relevant content to help directors advance their skills while providing enhanced opportunities for networking and collaboration with members in our community.
On behalf of our ICD Edmonton Chapter Executive Committee, we encourage you to engage with our chapter, either through thought-provoking webinars or in-person networking events. We also encourage you to explore the vast resources at your disposal on the ICD website including the Director’s Register, Director’s Lens and Resource Centre.
Thank you all for building our strong director community! We look forward to connecting with you.
Interested in joining?
If you are interested in joining a Chapter committee, please contact Lori Trudgeon, Chapter Administrator at edmontoninfo@icd.ca.
Member Spotlight
Key takeaways! Success Redefined: Enhancing Crown Agencies’ Relationships with Government
On May 5, 2025, the ICD Edmonton Chapter hosted “Success Redefined: Enhancing Crown Agencies’ Relationships with Government.” The session explored the evolving dynamics between Crown agencies and their sole shareholder—the government.
The conversation was expertly moderated by Kate Chisholm, K.C., MBA, ICD.D, and featured a thoughtful and experienced panel including Hon. Deron Bilous, MBA, ECA; Yasmin Jivraj, ICD.D; Justin Riemer; and David F. Goldstein. Each panelist brought a unique perspective on navigating public expectations, political shifts, and boardroom governance under pressure.
Key Takeaways
- Governments create Agencies, Boards, and Commissions (ABCs) to deliver critical services, regulate industries, and manage public assets using specialized expertise, often at arm’s length to reduce political interference.
- Shifting Priorities: As governments change, so do their priorities. Successful ABCs remain agile and aligned, adjusting strategies without losing sight of long-term mandates.
- Trust is Critical: The success of a Crown agency hinges on trust and strong working relationships, particularly among the Board Chair, CEO, and political leadership (Minister/Deputy Minister). Clear, tactful communication is essential for delivering wins for the government while maintaining independence.
- CEOs of ABCs often find themselves managing two sets of relationships simultaneously, one with the board and another with the political leadership . Understanding each side’s perspective is key to staying relevant and effective.
- Disagreements Stay Behind Closed Doors: When boards disagree with government, those conversations are best kept confidential, respectful, and strategic to avoid reputational risk and political fallout.
- Crown agencies serve the public, not the politics. As governments change, their mandates often extend beyond electoral cycles, demanding consistency and resilience in governance. Transparency and Accountability: Real or perceived conflicts of interest must be avoided. Board members are expected to model transparency and high ethical standards, and balancing accountability to maintain public trust.
- KPIs & Scorecards Matter: Establishing clear performance indicators with quarterly updates empowers boards to adapt swiftly, measure outcomes effectively, and demonstrate value to both government and citizens.
This session provided essential insights for board members seeking to deliver on public mandates while upholding the principles of good governance.
Key takeaway notes courtesy Benjy Acquah, ICDD.
Key takeaways! Success Redefined: Enhancing Crown Agencies’ Relationships with Government
On May 5, 2025, the ICD Edmonton Chapter hosted “Success Redefined: Enhancing Crown Agencies’ Relationships with Government.” The session explored the evolving dynamics between Crown agencies and their sole shareholder—the government.
The conversation was expertly moderated by Kate Chisholm, K.C., MBA, ICD.D, and featured a thoughtful and experienced panel including Hon. Deron Bilous, MBA, ECA; Yasmin Jivraj, ICD.D; Justin Riemer; and David F. Goldstein. Each panelist brought a unique perspective on navigating public expectations, political shifts, and boardroom governance under pressure.
Key Takeaways
- Governments create Agencies, Boards, and Commissions (ABCs) to deliver critical services, regulate industries, and manage public assets using specialized expertise, often at arm’s length to reduce political interference.
- Shifting Priorities: As governments change, so do their priorities. Successful ABCs remain agile and aligned, adjusting strategies without losing sight of long-term mandates.
- Trust is Critical: The success of a Crown agency hinges on trust and strong working relationships, particularly among the Board Chair, CEO, and political leadership (Minister/Deputy Minister). Clear, tactful communication is essential for delivering wins for the government while maintaining independence.
- CEOs of ABCs often find themselves managing two sets of relationships simultaneously, one with the board and another with the political leadership . Understanding each side’s perspective is key to staying relevant and effective.
- Disagreements Stay Behind Closed Doors: When boards disagree with government, those conversations are best kept confidential, respectful, and strategic to avoid reputational risk and political fallout.
- Crown agencies serve the public, not the politics. As governments change, their mandates often extend beyond electoral cycles, demanding consistency and resilience in governance. Transparency and Accountability: Real or perceived conflicts of interest must be avoided. Board members are expected to model transparency and high ethical standards, and balancing accountability to maintain public trust.
- KPIs & Scorecards Matter: Establishing clear performance indicators with quarterly updates empowers boards to adapt swiftly, measure outcomes effectively, and demonstrate value to both government and citizens.
This session provided essential insights for board members seeking to deliver on public mandates while upholding the principles of good governance.
Key takeaway notes courtesy Benjy Acquah, ICDD.
Join Us at the ICD National Director Conference and Fellowship Awards Gala!
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Breakdown or Breakthrough: Key Takeaways from the Panel Discussion on March 6, 2025
On March 6, the Edmonton Chapter of the Institute of Corporate Directors hosted “Board Breakdown or Breakthrough,” a thought-provoking discussion on governance challenges and strategies for success. Moderated by Gail Stepanik-Keber, ICD.D the panel featured seasoned directors Linda Heathcott, BEM, ICD.D; Jane Halford, FCA, ICD.D; and Carman McNary, KC, ICD.D., GCB.D, LLD (Hon).
Key Takeaways
• Governance can be a stabilizing force or a source of crisis if mismanaged.
• Board dysfunction can lead to legal issues, reputational harm, or organizational failure.
• Proactive governance and strong leadership are essential for long-term success.
Root Causes of Board Dysfunction
• Role confusion and lack of clarity on board mandates lead to inefficient decision-making.
• Appointments based on status, not skills, weaken governance.
• Conflicts over priorities, lack of trust in leadership, and strategic misalignment cause friction.
• Ignoring diverse perspectives and unclear fiduciary responsibilities stifle effectiveness.
• CEO-Chair challenges arise when former CEOs struggle with governance-focused roles.
• Inactive board members and poor communication with management weaken oversight.
From Passive Oversight to Active Governance
• Boards must challenge, not just support ("Are we too polite?").
• Effective governance takes time, engagement, and deep commitment.
• Approach governance with curiosity, not blame, to foster constructive discussions.
Moving from Breakdown to Breakthrough
• Define the board’s purpose and governance role clearly.
• Ensure board composition aligns with organizational needs, not just personal connections.
• Encourage collaboration, structured term limits, and ongoing professional development.
• Embrace governance as an active, engaged, and adaptable process.
Final Thoughts
While governance challenges are inevitable, they present opportunities for growth and transformation. Boards that embrace strong governance frameworks, open communication, and proactive leadership can turn crises into breakthroughs and drive lasting success.
Thank you to our chapter sponsor Dentons Canada LLP for hosting our event.
Join our Apr 19 webinar "Directing NFP Entities Through Turbulent Times"
Video message from Maureen Moneta, ICD.D
Member Board Benefits Video Message from Lindsay Dodd, ICD.D
Video Message from Lindsay Dodd, ICD.D
ICD Member Resources
Video message from Bernie Kollman, ICD.D Vice Chair, ICD Edmonton Chapter
Join us in-person for our Economic Reconciliation event on March 16 at Fort Edmonton Park Video message from Rakesh Saraf, ICD.D
Video message from Rakesh Saraf, ICD.D
Thank you to our ICD Edmonton Chapter Sponsors
