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Pass to Excellence
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Setting Yourself Apart
Please take a moment to identify an accomplishment of your organization that you feel truly set you apart from others in the field and/or represented the ultimate in fulfilling your mission.
Discuss with your partner and try to identify two key things the organization did to make this extraordinary accomplishment happen
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Welcome to Standards for Excellence®
Pass to Excellence Agenda:
Introductions Overview of the Standards for Excellence Overview of the code Assessing & benchmarking your organization Implementation strategies Certification
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Introductions
Name Organization you represent - mission Your organization’s accomplishment What is your experience/knowledge of the
Standards for Excellence How do you hope this workshop will help your
organization
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America’s Nonprofit Sector
Who are we?We are churches, hospitals and schools. We are
environmental activists, developers and preservationists, and social service agencies.
Wherever there is a need for services, America’s nonprofit sector is there to meet that need.
In 1983 there were 300,000 nonprofit organizations
In 1993 there were 750,000 nonprofit organizations
In 2013 there were over 1.4 million registered nonprofit organizations in the United States.
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All Nonprofits Depend upon the Public and the Public Trust
Tax exemption Tax deductible dollars through
contributions Ability to receive foundation grants Recruitment of volunteers, including
board members Attract staff into nonprofit sector
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Competition Among Nonprofits
• Funding from all sources
• Volunteers
• Staff
• Board members
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Greater Scrutiny
Vicious cycle of lapses and increased regulatory/legal scrutiny
Increased consumer expectations and sophistication
Many donors and the public are concerned about more than simply program administration and fundraising ratios
Frank Renile/Stock Illustration RF/Getty Images
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How to differentiate from the pack?
David Fairfield/Photodisc Green/Getty Images
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Others Looking at Best Practices
• BBB Wise Giving Alliance and local BBB chapters
www.give.org
• Standards for Excellence Institute www.standardsforexcellenceinstitute.org
• American Institute of Philanthropy www.charitywatch.org
• National Center for Responsive Philanthropy• Charity Navigator www.charitynavigator.org
• Combined Federated Campaign www.opm.gov/CFC/
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Websites educating about nonprofits and their practices
• GuideStar.org
• Greatnonprofits.org
• Idealist.org
• Catalogue for Philanthropy(powered by
GuideStar)
• Smartvolunteer.org
• Volunteermatch.org
• Nonprofit Search, Giving Matters (programs formerly
known as Donor Edge)
• Volunteertoday.com• Shareyourself.org (United Way)
• Networkforgood.org (powered by
GuideStar and Volunteer Match)
• Volunteersolutions.org• GoodBoardnetUSA.org (powered by Network for Good)
• Charity-charities.org• Directory of America’s
charities (US News & World Report/
powered by GuideStar)
• Local volunteer recruitment
centers
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IRS Emphasis on Best Practices
“…the highest ethical standards and principles are essential to maintaining the public’s trust during these times of economic duress when so many people will come to depend on your services. . .
“We will continue to insist that the sector be squeaky clean, and that the high idea of public benefit that underlies tax exemption is honored.
“Indeed . . . I believe all of us must follow best practices in organizational leadership and management.”
- Douglas Shulman, Former Commissioner of the Internal Revenue
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IRS and Nonprofit Best Practices • Conflicts of interest
• Document retention and disclosure
• Whistleblower policy/Confidential means to report impropriety
• Reimbursement policy
• Joint venture policy
Form 990 |Return of Organization Exempt From Income Tax
Department of the Treasury Internal Revenue Service
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IRS and Nonprofit Best Practices
• Compensation policy
• Gift acceptance• Solicitation Policy (federal and state laws,
accurate, truthful, candid)
• Auditor Independence
• Methods to uncover family and business relationships
Form 990 |Return of Organization Exempt From Income Tax
Department of the Treasury Internal Revenue Service
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This is why…
We need to pay attention to all of the organizational issues that make nonprofit
organizations tick. Once you are aware of these
organizational best practices, your organization can focus increased energy on achieving your mission and running
your programs. Stay competitive and stay in business.
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Standards for Excellence® Code
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Introducing the Standards for Excellence Institute
A national initiative launched to promote the highest standards of ethics and accountability in nonprofit governance, management and operations
Uses as a foundation the Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector
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Working around the nation to strengthen nonprofits
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Standards for ExcellenceDevelopment of the Program
1996: Volunteers started developing the code 1998: Maryland Association of Nonprofits Launched the first
Standards for Excellence Program 2001: Began replicating the project nationally, pilot effort 2004: Launch of the Standards for Excellence Institute 2005: Launch of National Standards certification program First group of Licensed Consultants enters the program 2007: First organizations to earn the Seal of Excellence through the
Standards for Excellence Institute 2011: Celebration of 10 Years of the Standards for Excellence
Program and Standards for Excellence programming available around the country
2012: First groups recognized under Standards for Excellence Tier One
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Standards for Excellence® Replication Partners 2013
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States with Standards for Excellence Partners and Consultants
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How do you become a well governed and accountable organization?
Brainstorm: What are some things that you feel nonprofits
are doing well to demonstrate their good governance and accountability?
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What is the Standards for Excellence Code?
8 Guiding Principles and 55 Standards Mission and Program Governing Body Conflict of Interest Financial and Legal Human Resources Openness Fundraising Public Affairs and
Public Policy
Standards for Excellence: An Ethics and Accountability Code For the Nonprofit Sector
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Self Assessment
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Mission and Program
Defined Mission Statement
Evaluation
Program Service Standards
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Governing Body
Roles and Responsibilities
Board Composition
Board Conduct
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Conflict of Interest
Disclose Everything
Define Interested Parties
How Decisions Are Made? Conflict of Interest
Policy Conflict of Interest
Statement Disclosure Forms
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Human Resources
Personnel Policies
Volunteer Policies
Employee Evaluation
Employee Orientation
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Financial and Legal
Budgets
Audits
Financial Reports
Financial Impropriety
Written Financial Policies
Legal Compliance
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Annual Report:•Mission statement•Report on program activities•Basic financial information, including summary statement of financial position and summary statement of activities•List of key staff•List of board members
Openness
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Fundraising
Fundraising Activities
Donor Relations/Privacy
Acceptance of Gifts
Fundraising Personnel
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Public Affairs and Public Policy
Public Policy Advocacy
Public Education
Promoting Public Participation
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Standards for Excellence An Organizational Tool
A model for nonprofit organizations to implement accountability in their management & governance practices
A framework with a clear statement of the organization’s commitment to best practices
A self-regulatory tool to ensure public confidence and public support
A demonstration of the organization's commitment to public service
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Most Challenging Standards
• Conflict of Interest Policy/Statements (61%)
• Program Evaluation (55%)
• Advocacy Policy (51%)• Confidential Means to
Report Impropriety (47%)• Financial Policies (46%)
• Gift Acceptance Policy (43%)
• Board Development (39%)
• Employee Orientation (39%)
• Internal Review of Legal, Regulatory Requirements (36%)
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Providing the Help Needed
• Educational Materials Specifically supporting the Standards for Excellence Guidelines
• Direct Organizational Assistance/Support
• Standards for Excellence Clinic Series• Other Training Courses• Licensed Consultant Training• Opportunity to Earn Seal of Excellence
voluntary accreditation program
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Other Resources for Leaders of Nonprofits
• Management support organizations• Sometimes housed at community foundations,
United Ways• Sometimes free standing entities• Often regional or metropolitan based
• University or college based nonprofit academic centers
• Private consultant firms• Nonprofit or for profit
• Corporation for National and Community Service• State Offices of Service and Volunteerism
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Other Resources for Leaders of Nonprofits
• International Center for Not for Profit Law (ICNPL)
• Independent Sector• Alliance for Nonprofit Management• National umbrella associations focused on your
industry or issue area• National “Capacity Builders” focused on
particular issues • Nonprofit Center for Risk Management• Alliance for Justice• Charity Lobbying in the Public Interest
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The Standards for Excellence®
Voluntary Certification Program
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Introducing: Tiered recognition
• Easier to navigate
• Go at your own pace
• Start at level one or three
• Each tier builds on the previous!
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Tier One: Essentials
Adherence to Basic Legal, Regulatory, and Governance Practices
Benefits Lower initial cost Responsive to limited time and resources Formally recognizes achievement and your
organization’s progress towards full Standards for Excellence certification.
Informal recommendations from program staff for future improvement and application to next tier.
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Tier One: Essentials
Application process Submission of the Tier One application
package and checklist and application fee. Completion of a free online self-
assessment and orientation is also required.
Program staff will complete the formal review of the application.
Organizations can remain at this tier for a term of three years
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Tier Two: Enhanced
Enhancing the Foundations of Nonprofit Management and Governance
Benefits Discounts for quickly moving through the tiers. Ability to state completion of the Standards for
Excellence Enhanced Tier. Additional informal recommendations from
program staff for future improvement and application to next tier.
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Tier Two: Enhanced
Application Process Prior completion of Tier One. Submission of the Tier Two application
package and checklist and application fee. Completion of the free online self-
assessment. Program staff will complete the formal review
process, with final approval by the Ethics Standards Committee.
Organizations can remain at this tier for a term of 3 years
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Tier Three: Certified
Standards for Excellence Seal Holder All 55 Standards are included in the third tier Benefits
Earn and display the Seal of Excellence State that their organization is “Certified Under the
Standards for Excellence”, “Awarded Standards for Excellence Seal”, or “Approved Under Standards for Excellence” or “is a Standards for Excellence® Accredited Organization.”
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Tier Three: Certified
Application Process Can apply directly for Tier Three, or previously complete
both Tiers One and Two. Submission of the application package and checklist and
application fee.
Review Process Program staff will first review the application. Anonymous peer reviews will evaluate the application
second. Lastly, the Ethics Standards Committee must approve the
staff and peer reviewers’ recommendation for certification.
The Standards for Excellence certification will be awarded for three years.
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Submit application to
Standards Institute
Is the application complete?
Undergo 2nd review by
Peer Reviewers
Have the standards been
met?
Undergo 3rd review by
Ethics Standards Committee
Should this organization be
approved?
Phase I Phase II Phase III
The Review Process
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Characteristics of Certified Nonprofits
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Characteristics of Certified Nonprofits
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Characteristics of Certified Nonprofits
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Questions and Answers
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Organizational Assessment/ Implementation Worksheet
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Mission and Program
Main Topics
A. Defined Mission Statement
B. Organizational Evaluation
C. Program Evaluation
D. Program Service Standards
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Organization’s Written Mission
Does your mission communicate:
– Values?– Purpose?– Activities?
Are organization’s activities consistent with mission? Keep the mission
front and center!
Defined Mission Statement
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Revisit the Mission
Every three to five years
Question if mission was accomplished
Is mission consistent with current programs?
Has context changed (social, demographic, environmental)?
Organizational Evaluation
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Program evaluation should consider:
Quality
Quantity
Outcomes related to costs/program efficiency
Outcomes for program participants/program effectiveness
Program Evaluation
Helpful Tool:A logic model
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Program service should consider:
Treat the people with professionalism and respect.
Policy on confidentiality:
Grievance procedures
Assess satisfaction of program participants
Program Service
Are your clients happy with
your services?
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Seeking a Few Volunteers!Annual Reports Anyone?
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Questions and Answers
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Governing Body
Main Topics
A. Roles and Responsibilities
B. Board Composition
C. Board Conduct
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Does your board have an annual work
plan?
Board Responsibilities
Long Term & Short Term Planning:
Goals and Objectives
Staying on Mission
Evaluation/Reflection
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Board Responsibilities
Setting Policy
Financial
Personnel
Volunteer
Fundraising
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How often should your board review financial
statements?
Board Responsibilities
Annually approving the budget Assess finances
through internal financial statements
Review/approve annual audit
Review allocation of resources
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Board Responsibilities
The Board & the Executive Director: Hire and supervise
Executive Director (includes annual evaluation)
Set Executive Director’s compensation
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Board Responsibilities
Reviewing the Organizations Compensation Structure Appropriateness of
overall salary structure
Consider developing a compensation philosophy statement
Review comparable salaries
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Small Group Activity
Discuss the process for evaluating the Executive
Director for your organization.
What are some of the questions you ask?
Do you talk to other staff?
Write down common themes to share with the full group
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Board Composition
Main TopicsA. Committed
Individuals
B. Employees on the Board
C. Number of board members
D. Term limits
E. Diversity
F. Compensation
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Board Composition
Commitments of Board Members
Committed to the mission
Possess skills to accomplish the
mission
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What are some challenges to having
staff as voting members of the board?
Board Composition
Employees as Voting Board Members
Permitted by law and by the Standards
Employees must: Abstain from votes related to
employee salary or benefits Abstain from votes related to
evaluation or performance
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Board Composition
Size of Board
Minimum of 5
Preferably more than 7
Unrelated Board members
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Setting Term LimitsTypically:
2 three-year terms
Or 3 two-year terms
What are the benefits to having term limits?
Board Composition
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Board Composition
Board Diversity Representative of community
served Race and gender often
considered Other social or demographic
characteristics: Area of expertise Age Geographic area Income status Program participant
status
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Board Composition
Board Members and Compensation No compensation for board
service
Reimbursement for expenses permitted
Payment for contracted services permitted with adherence to conflict of interest policy
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Board Composition Worksheet
Start the process of completing the board composition worksheet based on your own board of directors. (Fill as much information as you can)
Discuss in your group what you learned about your board from viewing the matrix
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Conduct of the Board
Main TopicsA. Responsible for its
own operations
B. Clear Expectations
C. Attendance
D. Board Minutes
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Conduct of the Board
Responsibility for its Own Operations Education & Training
Selection of New Board Members
Development
Periodic Evaluation of Performance
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Conduct of the Board
Establishing Expectations Clear, written expectations Reviewed by all board
members Acknowledgement of
Expectations Board evaluation consistent
with expectations Specific job descriptions for
officers, committees sometimes useful
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Conduct of the Board
Frequency of Meetings
No less than four times per year
Telephonic or internet meetings appropriate if acceptable under law
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Conduct of the Board
Board Participation
By laws or board job description should address
Attendance Participation Process to address
noncompliance Removal of board
members
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Conduct of the Board
Meeting Minutes Maintained in a central
location Signed by prepared Presented for approval at
next board meeting Provided to all board
members
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Questions and Answers
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Conflict of Interest Policy
Criteria for Conflict of Interest Policy Written policy For Board, Staff, and
Volunteers Should include:
What is a conflict? Disclosure procedures Decision by uninvolved
board members Board approval
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Conflict of Interest Statements
Elements of a Conflict of Interest statement Annual disclosure of
interests
Should be signed at the organization’s initial affiliation and annually thereafter
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Case study
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What do YOU think?
You are on the board of a low income home building organization. In your full time job, you own a hardware store and often donate supplies to support the organization on whose board you serve. Other hardware stores in your area also make generous contributions to the cause. Because of your position on the board, you recently learned that the organization will building its 100th house and to commemorate this occasion, the organization’s celebrity spokesperson, a hugely popular and well known sports star, is inviting several other sports and movie stars to attend the dedication of the home. It is the custom of the organization to place a sign recognizing the firms and individuals who donated services as a backdrop to the stage being used for
the home dedication.
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Small Group Activities
Real Life Examples
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Questions and Answers
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Main Topics
A. Annual Reports
B. Public Access
Openness
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Basic Elements
A. Mission statement
B. Program narrative
C. Basic financial
information
D. Board of directors
E. Management staffContent trumps appearance!
Annual Report
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Small Group Activity
Review annual report and discuss whether the meet the requirements indicated in the Standards
Full Group Discussion
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Communicating with the public
Disclosure laws
What do you do if someone shows up at the door asking for a copy of your financials?
• IRS Form 990, 3 yrs• Form 1023• Determination letter
Public Access
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Questions and Answers
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Sources of Operating Revenue
Private contributions 13.3% Individuals Foundations Corporations
Fees for services and goods from govt 23.9% Government grants 8.3 %
Program Revenue (fees) 49.6%
Investment Income 2.8% Other 2.1 %
Source: The Nonprofit Sector in Brief, Public Charities Giving and Volunteering, 2012.
102
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Philanthropy in the US
Individual Giving & Bequests
81%
Corporate Giving5%
Foundation Grantmaking
14%
Total Giving:$290.89 Billion
103Source: Giving USA 2011
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Fundraising
Main TopicsA. Fundraising
Activities
B. Donor Relations/Privacy
C. Acceptance of Gifts
D. Fundraising Personnel
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Fundraising Activities
How do you calculate a
fundraising ratio?
1) Fundraising Costs
Use the 990 to determine ratio
3-5 years
Not per event/proposal
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Organization A Organization B
Direct Public Support
250,000 100,000
Indirect Public Support
50,000 50,000
Net Revenue Special Events
150,000 100,000
Fundraising Expenses
200,000 50,000
What is the Fundraising Ratio for Each Organization?
A = B=
Fundraising Activities
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Fundraising Activities
2) Solicitation Material
and Receipts should: Identify the organization Identify the mission Identify the intended use
of funds Include all required
disclosure statements (State and IRS)
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State Disclosure Requirement for Solicitations
INSERT RELEVANT INFORMATION FOR YOUR STATE, JURISDICTION
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Fundraising Activities
3) Statements about the Use of a Contribution
4) Honoring donor intentions
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What is the donor bill of rights?
Donor Relationships and Privacy
Respecting Donor Privacy
Donor Anonymity
Removal of donor’s names from lists upon request
Honor requests to stop repeated mailings
Solicitations free from undue influence or excessive pressure
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Acceptance of Gifts Policy(Board Approved)
Procedures that determine limits for Gift Acceptance Type of gifts Donor source
Purposes for which gifts will be accepted
Type of property accepted
Whether to accept an unusual or unanticipated gift
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Small Group Activity
Develop a basic gift acceptance policy covering the most important components
“Test drive” your policy!
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Why shouldn’t you pay fundraisers
commission?
Fundraisers
1) Fundraisers should not be compensated on a commission or based on % of monies raised
2) Use only properly registered fundraising consultants
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Fundraisers
3) Monitoring those who Solicit on Your Behalf
Staff, volunteers, consultants, contractors, businesses, other organizations
Organization must be responsible in all cases where money is raised in its name
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Questions and Answers
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Human Resources
Main TopicsA. Personnel Policies
B. Volunteer Policies
C. Employee Evaluation
D. Employee Orientation
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Personnel Policies
Should include: Grievance
procedures Confidentiality Staff development Working conditions Employee benefits Vacation and sick
leave Employee evaluation
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Volunteer Policies
Volunteers policies and procedures should address:
Initial assessment/ screening
Assignments and work responsibilities
Ongoing supervision and evaluation
Opportunities for advancement
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What are some of the benefits of consistent
employee evaluations?
Employee Performance Evaluation
Based on job description, performance goals
At least annually
Should not replace other periodic discussions about performance
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Employee Orientation
Formal Orientation Process
Distribute Employee Handbook
Orientation Checklist
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Small Group Activities
Peer to Peer Exchange Employee Orientation
Success Stories Challenges
Employee Evaluation Success Stories Challenges
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Questions and Answers
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Financial and Legal
Main TopicsA. Budgets
B. Audits
C. Financial Reports
D. Financial Impropriety
E. Written Financial Policies
F. Legal Compliance
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Annual Budget
Board Approved
Two Types Operating Budget Capital
Contain same categories as the Form 990
Expenses and Revenues
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Annual Budget Audit
Budget > $500,000 Financial statements
accurately reflect finances of the organization
Recommended if budget exceeds $500,000
Management Letter
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What are some indicators of good
financial performance?
Financial Reports
Should be prepared at least quarterly
Reported to board
Budgeted vs. Actual revenue and expenses
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Reporting FinancialImproprieties
Foster a culture of openness
Methods for reporting improprieties Board
Representative Suggestion Box Ethics Hotline
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Financial Policies (Board Approved)
Investment of Assets
Internal Controls
Unrestricted Net Asset (Reserves)
Purchasing Policies
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Case study
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What do YOU think?
You are the associate director at a medium sized nonprofit literacy and mentoring organization with several branch offices. While visiting one of the branch offices, you learn that the branch is in dire need of hand cleanser. Rather than adhering to the normal channels for purchasing supplies, you elect to stop by a store near the office, purchase a large quantity of cleanser and drop it off at the branch.
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Legal Compliance andAccountability
Assess need for insurance coverage : General Liability
Insurance
Directors and Officers Insurance
Board makes decision not to insure
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Compliance with both state and federal law
General liability and directors and officers coverage
Periodic internal review of regulatory requirements
Legal Compliance andAccountability
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Questions and Answers
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Public Affairs and Public Policy
Main TopicsA. Public Policy
Advocacy
B. Public Education
C. Promoting Public Participation
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Public Policy / Advocacy
What is the difference between advocacy and lobbying?
Advocacy is defined as active support for a cause, idea or policy.
Lobbying generally consists of communications that are intended to influence specific legislation.
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Public Policy / Advocacy
Nonprofits should take responsibility to keep their public policy activities within the scope of all federal, state, and local laws;
Must remain strictly nonpartisan
Public policy activities should be described on state disclosure reports and IRS form 990.
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Developing a Public Policy/ Advocacy Policy for your organization
What should you consider?
Who needs to be involved?
How often do you need to consider positions on issues?
Public Policy / Advocacy
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Public Education
Ensure that your public education and advocacy documents are:
Factually accurate
Have sufficient information
Non-partisan
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Promoting Public Participation
Remain nonpartisan in all of your activities
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Case study
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What do YOU think?
The founder and president of your board has just announced that she is running for State Senate. She is well known because of her long-standing association with the organization and the contacts she has made on its behalf over the years. How would you respond if you found that:
Her campaign chair wants you to place one of her campaign signs in the window of the organization’s office or in front of its office building?
That she plans to give the board list to her campaign manager so that the board members may be asked to be “block leaders” for her campaign?
Her campaign chair has asked to borrow a copy of the organization’s major donor list that is periodically distributed to board members in order to solicit contributions for the campaign?
The president of the board is planning to announce her candidacy on the front steps of the organization’s headquarters?
She plans to remain on the board during your campaign?
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Questions and Answers
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ConclusionWrap Up and Evaluation
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“Displaying the Standards for Excellence® seal provides reassurance to donors that they are contributing to an agency whose services are of high quality and whose administrative and financial practices are sound.”
--John F. Plaskon, Executive DirectorCrossroads Community, Inc.
Benefits of Earning the Seal of Excellence
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“To review every level of PLASE’s program and operation helped us to revisit, fine-tune and improve -- like a spring housekeeping or renewal.”
--Mary C. Slicher, Executive Director, Project PLASE, Inc.
Benefits of Earning the Seal of Excellence
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“An important outcome of this process has been better trained staff and volunteers that have a stronger understanding of our mission, philosophy and operating systems. We believe we are a stronger organization, as a result.”
--John Sciavone, Executive Director St. Vincent de Paul of Baltimore
Benefits of Earning the Seal of Excellence
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“Since the Resource Center received the Standards for Excellence three years ago, we have received funding from foundations that never looked at us before.”
--Prince George’s Child Resource Center
Benefits of Earning the Seal of Excellence
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“. . .very specific and thorough comprehensive guideline for what we should look like as an organization if we are to live up to our full potential.”
--Hopewell Cancer Support
Benefits of Earning the Seal of Excellence
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“Having the seal has been very powerful… having achieved the seal has
absolutely made a difference . . . especially in our fundraising.”
--Jeannette Mendonca, Hospice Caring, Standards for Excellence Seal Holder
Benefits of Earning the Seal of Excellence
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Seal holders herald their Standards for Excellence achievement in a number of different ways:
• Grant proposals • Form 990 • Online databases of charitable organizations• Inserting the Seal on letterhead, business
cards, websites, offices, vehicles, and more
Benefits of Earning the Seal of Excellence
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How will you proceed in your own organization?
Your Next Steps
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What can I do tomorrow?
• Share the assessment exercise with your colleagues
• Decide what changes can be made first• Consider tackling the easy things first!• Think about what changes can be added to
your organization’s work plan• Get your board and staff involved in embracing
best practices• Consider earning the Seal of
Excellence
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Assessment & Planning
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Take a Self-Assessment
Assemble Your Team
Develop & Follow Work plan
Access TA, Training, Resources
Take Stock of Progress
Apply for Tier One or Full Certification
What’s already in place?
Who should be involved?
What requires board approval?
Should include deadlines
What models are
available?
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Turn YOUROrganizational Assessment/
Implementation Worksheet INTO YOUR PLAN
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Providing the Help You Need
Educational materials specifically focused on the Standards For Excellence code
Direct technical assistance for members Materials provided on your Flash Drive
Educational resource packets Application Starter Kits Implementation and Planning Tool Program Evaluation tools
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Acing the application review process
Submit a complete application and checklist.
Provide concise, clear explanations.
Less is more.
Don’t over think it!
Budget time to respond to staff questions.
Contact staff for guidance.
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What to Expect - Post Application
Confirmation
Depending on queue, 1 – 3 months to complete review
Staff Review Letter
Staff Review Response (2 weeks to reply)
Notification of Recognition
Recommendations & Improvements
Tier Two Tools
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How do organizations earn the Seal?
Staff Review
Peer Review
EthicsStandards Committee Tier One
Tier Two
Certification Certification
Tier Two
Certification
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Questions and Answers
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Evaluation
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INSERT PRESENTER INFORMATION