During the course of the AHF’s mandate, the Foundation was expected to designate all of the money held in the fund and ensure the oversight and proper management of the community-based healing projects it supported. [...] Because of the cultural nature of the Foundation and the work that it undertakes it is also essential that the Board respect and incorporate Aboriginal values and worldviews and apply these to the operation of the board and organization as a whole. [...] The methodology (outlined in the Introduction) involved a review of the governance documents of the organization and interviews with the Board and senior staff at the AHF as well as with external stakeholders. [...] One participant said that in the annual review of the strategic plan the organization always assessed the accomplishments relative to the mission and then asked the following questions in developing the forward-thinking plan: “Where have we been? [...] In particular the participant noted that such a focus helped the Board to regain their perspective; “the AHF is a funder, it is not the role of the Board to tell people at the grassroots level “how” to do things.” By maintaining the mission and vision in the forefront of all Board discussion, the Board was better equipped to come to a consensus on contentious issues.