Welcome! The Ohio CDC Association

Welcome!

The Ohio CDC Association

Presents

2005 Meeting Key Operating Standards and Preparing for the CHDO Competitive

Operating Grant Program

July 27 and 28, 2005

Hot Topics

From the Self Assessment

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

Exhibit BCHDO SELF-ASSESSMENT SURVEY ON

OPERATING, PRODUCTION AND ASSET MANAGEMENT STANDARDS

Standard 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.

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

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

CHDO SELF-ASSESSMENT SURVEY ONOPERATING, PRODUCTION AND ASSET

MANAGEMENT STANDARDS

Standard 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…



Standard 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.



Standard 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 they 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


• 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


• Create Action Plans• Identify Internal

Champions• Define Timelines• Schedule Monitoring

Points• Key Stakeholder

Assignments



Standard 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?



Standard 2) Risk Management and Standard 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.



Standard 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.

Critical Elements of Success

Let’s

Do

Lunch!



Standard 12) Business Plan

Does the organization have an annual written plan of carrying out its mission?



Standard 2) Risk Management – Insurances with Laura Junglas

Which 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



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.



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?



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?



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?



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.

Questions for Barry

• What’s on your mind?

• What are the most important points for Barry Accountius and Mark Marino to cover tomorrow?

End

Of

Day

One!

Welcome to Day Two

Barry Accountius and Mark Marino with Back-up from Laura Junglas

Will Cover

• 2005 Guidelines Overview

• Significant Changes

• Grant terms in CY 2006 and 2007

• Application

Let’s Take A

Break!

Barry Accountius and Mark Marino with Back-up from Laura Junglas

Will Cover:

• Draws

• Reporting Requirements

• Conclusion of Overview

• Questions

Strategic Affordable Housing Development Plan

Timelines

• Setting Them and

• Completing Them

Let’s do Lunch

A Working Lunch…

Featuring a New IT Tool

And

Development of Crisis Management Plans

With

Chuck Double – Double Tech



Standard 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?



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



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



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



Standard 13) Community Involvement

Does the organization produce an annual report and make it available to the community and stakeholders?

Standard 13 Community Involvement - Team Building

How big should the team be?

Community Team Building

Who should be included?

• Paid and Non-paid Staff

• Board Members

• Funders

• Community Representatives

• Clients, Tenants/Residents

Community Team Building

Make sure team members understand

their commitment• Time• Networks• Resources

Good Luck In This Work