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Welcome!
The Ohio CDC Association
Presents
2004 Meeting Key Operating Standards and Preparing for the CHDO Competitive
Operating Grant Program
December 15 – 17, 2004
Training Team Members
Laura Junglas – A private consultant specializing in Asset management training, providing services in the areas of interim management, training, organizational development, and community revitalization.
David Maywhoor – A private consultant specializing in organizational development, strategic planning and Board governance and Board fund raising training and facilitation
AGENDA DAY ONE
AGENDA DAY TWO
Nonprofit Board Members and Their Legal Duties
Ohio’s Attorney General has Identified the Following Duties:
• Duty of Care• Duty of Loyalty• Duty to Maintain
Accounts• Duty of Compliance
CHDO SELF-ASSESSMENT SURVEY ONOPERATING, PRODUCTION AND ASSET MANAGEMENT STANDARDS
1) Board Requirements - Bylaws
A. Does each Board member have a copy of the bylaws?
A good orientation will assure this.
B. Does the Board periodically review the by-laws?Use a Board Calendar
C. Is the Board holding meetings according to the frequency of meetings required in the by-laws? (Board must meet at least 4 times per year.) Attach a copy of the most recent minutes.
Duty of Care: The Mission
• Regularly review and refine the mission of the organization
• Make sure you understand the Articles of Incorporation, the Bylaws, and the organizations policies and procedures
Duty of Compliance: Governing Documents
• Be familiar and follow the articles of incorporation and the bylaws
• Read all other governing documents and make sure that you and your organization is following its own internal rules
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1) Board Requirements – New MembersD. Does your organization maintain a committee that recruits
and screens for Board vacancies? Please attach a list of the committee members.
E. When new Board members joined your Board, did your organization provide each Board member with an initial orientation and Board manual?
F. Does your organization conduct at least one annual Board training and/or Board retreat?
What does the AG say?•Board members should look for new ways to breath life into your organization
•Board members should be broadly representative of the community and bring diverse viewpoints to the table
•Board members should actively recruit individuals whose skills and commitment will enhance the NPO
•Institute term limits and rotation older members off the board in order to avoid tunnel vision, and the perception that the nonprofit is an insider’s club
Importance of Board Development
• New members join and need to know
• Rules change• Opportunity for
discussion• The Scene changes…
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1) Board Requirements – Housing Development Committee
G. Does your organization have a committee structure that provides oversight for housing development and management activity?
Let’s discuss the potential problems created when a Governing Board creates an oversight Committee.
CHDO SELF-ASSESSMENT SURVEY ONOPERATING, PRODUCTION AND ASSET
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2) Risk ManagementWhich of the following insurances does your organization
currently maintain: (Score 1 point for each type of insurance that applies.)
Business Liability
Theft
Hazard
Directors and Officers
Builders' Risk
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3) Conflict of Interest
Does your organization have a conflict of interest policy that has been delivered
to board and staff? (Please attach a copy)
Duty of Loyalty
The AG Says: Act in the best interest
of your nonprofit The interest of your
nonprofit takes precedence over self-interest.
Duty of Loyalty: What you can do.
• Implement a written policy for dealing with conflict of interest.
• Let your fellow Board members know if a conflict is coming.
• Abstain from discussing and voting on personal interests.
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4) Fiscal, personnel and other policies
Does the organization have written policies for purchasing, contracting, leave, etc, that address generally accepted legal issues for non-profits? If yes, please attach a copy of these policies.
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5) Organizational Planninga) Does the board periodically review reports from staff on
program performance regarding housing development activities?
b) Does the board review and approve an organizational plan on an annual basis and provide regular oversight?
Discuss the differences between long and short term planning using Mission Development Worksheets.
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6) Resources Management: Fundraising
a) Does the board review and approve fundraising activities?
b) Does the board set and approve annual goals for fundraising?
c) Does the organization have a plan for diversification of resources?
Duty to Manage Accounts
The AG says:
Keep your nonprofit fiscally sound and make sure it operates in a fiscally responsible manner.
Duty to Manage Accounts: Asset Management
Make informed decisions when you invest and reinvest assets of the organization.
Develop and institute an investment policy.
Duty to Manage Accounts: Assist the Organization in Fundraising
• Develop fundraising goals and policies which reflect the mission
• Be honest and fair in making all appeals for support
• Honor the concept of donative intent – why did the donor give you her hard earned money?
• Monitor the performance of fund raising professionals
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7) Accounting and Financial Management
a) Does the organization conduct an annual audit? (If yes please attach a copy.)
b) If yes to the above, were there any findings? If yes, briefly describe what they were and how they are being resolved.
c) If there were no findings, does the Board review and adopt a plan to deal with findings, should they occur?
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7) Accounting and Financial Management – Continued
d) Is the budget reviewed and approved by the board prior to the beginning of the fiscal year and/or program year?
e) Does the organization define and review the budget by program?
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8) Systems
a) Does the organization maintain a computerized financial accounting system?
b) Do the board and finance committee review the financial statements at least quarterly?
c) Does the board have a written financial procedures manual that establishes internal controls?
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9) Reporting
a) Does the organization track restricted funds and overhead costs?
b) Was your organization's most recent IRS 990 return filed on time?
c) We have attached a copy of our IRS 990 return.
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10) Human Resourcesa) Our organization has written policies on issues such as
attendance, benefits, and grievance procedures, etc.Good NEWS!: www-mapnp-org – a free resource
b) Our organization maintains job descriptions that include minimum qualifications and duties for all staff.
Let’s look at a process for developing job descriptions
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10) Human Resources
c) Do staff review performance reviews annually?
d) Is there a policy in place that personnel records are kept personal and confidential?
e) Are independent contractors provided with formal written contracts?
Five Rules To Get You Started
• Clarify What You Need
• Hire The Best• Orient, Monitor and
Manage• Provide Training• Be Fair and Helpful
During Transitions
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11) Mission Statement, Goals and Strategies
a) Does the organization have a written statement that outlines its mission in the community?
b) Has the board adopted specific goals and strategies for program success that are consistent with its vision?
Session one - Review of the Mission Statement
• Make sure everyone has a copy of the correct mission.• Have members take a section and read it.• Ask are there words which need to be clarified?• Assign each person to get feedback from an objective
observer
Session Two Reality Check That Mission
• Ask members to report on the Mission feedback assignment
• Refine the Mission Exercise– Define the active words
– Do they hold meaning for today?
– Do the lead to an achievable future?
Session ThreeAnalysis of Pre-planning Surveys
• Report back from Key Stakeholders
• Analysis of– SWOT– Values Survey– Focus Group Feedback– Easy/Hard Fix
• Key Stakeholder Assignments
Session Four Key Issue Process
• Report back from Key Stakeholders
• Key Issue Process– Review SWOT, Focus
Group Feedback, Easy/Hard Fix
• Prioritize Key Issues• Identify Key Issue
Planning Groups• Key Stakeholder
Assignments
Session FiveAction Planning
• Report back from Key Stakeholders
• Create Action Plans• Identify Internal
Champions• Define Timelines• Schedule Monitoring
Points• Key Stakeholder
Assignments
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11) Mission Statement, Goals and StrategiesContinued
c) Does the organization have a broad range of partnerships within and outside the community for implementing its plans?
d) Does the organization have a planning process with broad resident and stakeholder involvement in planning affordable housing activities?
Team Building
How big should the team be?
Team Building
Who should be included?
• Paid and Non-paid Staff
• Board Members
• Funders
• Community Representatives
• Clients, Tenants/Residents
Team Building
Make sure team members understand
their commitment• Time• Networks• Resources
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12) Business Plan
Does the organization have an annual written plan of carrying out its mission?
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13) Community Involvement
Does the organization produce an annual report and make it available to the community and stakeholders?
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14) Information Technology
a) Do staff have workstations that run appropriate word processing, spreadsheet and data base software?
b) Do staff have working knowledge of MS Word and Excel or equivalent programs?
c) Do workstations have appropriate internet and email?