WESGET SIPU--FISH RIVER TRIBE

CHIEF~~Donat J Cyr

VICE-CHIEF ~~Gail Gagnon

TREASURER~~Dora Michaud

SECRETARY~~Maurice Michaud

MODERATOR~~John Pelletier

LEGAL OFFICER~~Duane Belanger

HISTORIAN~~Tony Gagnon

POLICY ADVISOR, PROCEDURES AND MANUALS~~Gail Gagnon

SPECIAL PROJECTS MGR~~Diane Bell

COMPUTER OFFICER~~Shelly Spiers

OUR HONORED ELDER ADVISORS

Chairman of Elders~~Roger Bouchard Rolande Landry Wayne Gagnon Doug Gagnon

http://www.nonprofitmaine.org/pp_governance.asp

***Why do nonprofits have boards, and what do boards do?

Most nonprofits are corporations, which means that they are legal entities distinct from the individuals who founded them. Like their for-profit counterparts, nonprofit corporations are governed by boards of directors with legal and ethical responsibilities that cannot be delegated. The board's responsibilities fall into the following broad categories:

Legal & Fiduciary- The board is responsible for ensuring that the organization meets legal requirements and that it is operating in accordance with its mission. It is also responsible for protecting the organization's assets.
Oversight- The board is responsible for ensuring that the organization is well run. It moderates the power of management and has the power to hire and remove the chief executive, usually called the executive director or president.
Fundraising- Board members raise money, make personal financial contributions, and serve as advocates for the organization to potential donors as a part of their responsibility to ensure the financial viability of the organization.
Representation of Constituents and Viewpoints- Often, board members are chosen to bring the experience or perspective of the organization's constituents to the board. By doing so, nonprofits better serve their communities.
Board members (who are not employees) should receive no monetary compensation from the organization.
Board meetings should be held at least on a quarterly basis, meeting minutes should be recorded, and regular attendance should be expected.
All board members should understand and sign a Conflict of Interest statement, which should be updated on an annual basis to reflect any new affiliations and potential points of conflict.
A nonprofit board should be comprised of individual volunteers who are committed to representing the best interests of the organization and its mission, and who have the skills and experience to meet the nonprofit’s needs.

***Governance & Leadership: Roles and Responsibilities

Board members should be provided with a job description with clearly stated expectations, orientation to the history and current programs of the organizations, and should fully understand their roles and responsibilities to the organization and to the public.
The board should establish a process for selecting new board members that will ensure adequate infusion of new ideas and community perspectives, while preserving institutional memory. Term limits for board members and officers should be considered, and are highly recommended, although they are not required by law. Related Case Study
To demonstrate personal stake in the organization, board members are expected to commit to meeting the needs of the nonprofit. This may mean raising funds from external sources, volunteering time and/or making financial contributions to the nonprofit.
The board should annually, or at a minimum of every two years, review the organization’s bylaws and mission, vision and values statements and amend as needed to reflect organizational growth and development. *ME/US
The board should annually review and approve an annual budget for the organization. While each board must determine the appropriate budget needed to achieve its mission, various industry benchmarks provide target ranges of 65-80% of expenditures for programs, and 20-35% for administration, fundraising and evaluation.
The board should annually conduct a performance review of the chief executive. The chief executive’s performance should be assessed in light of organizational accomplishments, and the total compensation package (salary, raises, bonuses and other benefits) should reflect his/her performance as well as industry standards. The board should also review and approve the overall salary structure for the organization.
The board should establish an organizational transition or succession plan to maintain daily operations in the event of a change in executive or board leadership. Related Case Study
The board should regularly conduct an environmental scan of similar-service organizations to assess relationships and discuss possible strategic alliances.

WESGET SIPU FACT SHEET

Chief: Donat J Cyr Vice Chief: Gail Gagnon Office Secretary/Treasurer: Dora Michaud

Tribal Office: 791 Frenchville Road Fort Kent, Maine 04743 Telephone: (207) 834-3088

Heritage Office: 130 West Main Street Suite 2 Fort Kent, Maine 04743 Telephone: (207) 834-9040

The Mi’kmaq words WESGET SIPU translate to Fish River. "The Maliseet and Mi’kmaq People of the Wesget Sipu have lived on their native lands along the Fish River and the St. John River from the beginning."

Website: http://www.wesgetsipu.com

The
Wesget Sipu is a Native American Tribe of Mi’kmaq and Maliseet from the St. John Valley in northern Maine.

Tribal Members of Wesget Sipu are Native Maliseet and Mi’kmaq Indians who have historically inhabited the waterways of Northern Maine in the St. John Valley area. The native people became allies with the French Acadians who settled in the St. John Valley area. The alliance with the Acadians provided both parties protection from the British and created family relations.

Membership Criteria

To apply for membership applicant must provide verifiable documentation of Native American Ancestry with ties to the St. John River Valley. Once the applicant’s documentation has been validated by the Certified Tribal Genealogist, the Tribal Council takes action on the membership application at the next scheduled Tribal Council Meeting.

Wesget Sipu is in their second year of a three year grant from the Administration for Native Americans.

The mission of ANA is to promote the goal of self-sufficiency and cultural preservation for Native Americans by providing social and economic development opportunities through financial assistance, training, and technical assistance to eligible Tribes and Native American communities, including American Indians, Alaska Natives, Native Hawaiians, and other Native Pacific Islanders organizations. ANA provides funding for community-based projects that are designed to improve the lives of Native children and families and reduce long-term dependency on public assistance. Competitive funding authorized under the Native American Program Act of 1974 as amended for community-based projects is provided through three (3) competitive discretionary grant programs to eligible Tribes and non-profit Native American organizations: social and economic development, language preservation, and environmental regulatory enhancement.