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.
Featured Leaders
Lindsay Dodd
Chair
Interested in joining?
If you are interested in joining a Chapter committee, please contact Lori Trudgeon, Chapter Administrator at edmontoninfo@icd.ca.
Member Spotlight
ICD Edmonton Chapter ICD.Ds Honoured with NAIT’s 2025 Honorary Degrees
At the June 2025 Convocation Ceremony of the Northern Alberta Institute of Technology (NAIT), two of ICD Edmonton Chapter’s esteemed ICD.Ds, Dr. Jim Carter, ICD.D, and Brent Hesje, ICD.D, received honorary degrees for their outstanding contributions to the community. Congratulations to both Dr. Jim Carter and Brent Hesje for this well-deserved recognition!
For more details, check out Meet NAIT's 2025 Honorary Degree recipients
Image: Jim on the left and Brian on the right celebrating this incredible achievement
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!
Key Takeaways! Governing Innovation: Powering Canada’s Competitiveness & Productivity
On October 14, the Edmonton Chapter of the Institute of Corporate Directors hosted Governing Innovation: Powering Canada’s Competitiveness & Productivity. We are pleased to share key takeaways from the discussion.
This was session one in our three-part series Getting Real About Innovation & Productivity – the Alberta Advantage. The conversation was expertly moderated by Charles Wong, ICD.D and featured an experienced panel including Nicole Jannsen, Joan Hertz, KC, ICD.D, and Cam Linke.
Boards have a unique opportunity—and responsibility—to create the conditions for innovation. This session explored how directors can enable strategic risk-taking, support executive teams, and move innovation from theory to action.
Key Takeaways
• Innovation Starts at the Top—Boards must lead innovation—not just oversee it. The biggest risk is inaction. Directors should push their organizations to experiment, take smart risks, and think long-term.
• Guardrails Matter—Successful innovation needs clear boundaries that ensure ethical, people-centered innovation. Guardrails should evolve with tech and reflect your organization’s values and risks.
• Make It a Board-Wide Priority—Innovation can’t be left to committees. It belongs on full board agendas, with clear alignment to long-term goals and a shared understanding of what success looks like.
• Start Small, Learn Fast—Low-risk pilots can build momentum. Test, learn, and scale what works.
• Prepare for Disruption—AI and emerging tech will reshape roles—especially entry-level jobs. Boards must think ahead: invest in leadership development, partner with post-second institutions, and support a culture of continuous learning.
• Boards Need Tech Literacy—You don’t need to be an expert—but every board should understand the strategic implications of AI and ask the right questions about risk, value, and capability.
What Boards Can Do Now
• Make Innovation a Board-Wide Priority
Add it to agendas. Make it a governance conversation, not a side project.
• Set Clear Guardrails
Define principles that enable experimentation while managing downside risk.
• Pilot and Scale
Support small, low-risk tests to learn fast and build momentum.
• Invest in Leadership and Learning
Partner with institutions and create pathways for leadership development in innovation.
• Champion a Culture of Innovation
Encourage ideas from across the organization and reward learning—especially from failure.
Looking Ahead
Boards have a critical role to play in shaping Alberta’s economic future. By enabling innovation and focusing on long-term value, directors can help close the productivity gap—and position their organizations to lead.
We hope you can join us for Session 2 on November 18 where we will explore Alberta’s Productivity Gap — Why is it a Board Issue? Register today!
Thank you to our ICD Edmonton Chapter Sponsors
