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CBOs: The Term and the Basics Bylaws, Mission and Vision Statements Standards for Excellence and [?]CBO Best Practices BREAK CASE STUDY on Board Governance BREAK Fund Development for the CBO Advocacy and Lobbying The Role of Volunteers in the CBO Resources for CBOs Reflection and Evaluation Introductions Who are you? Where you from? what organization(s) do you represent? what is your primary learning goal?
CBOs: The Term and the Basics Bylaws, Mission and Vision Statements Standards for Excellence and [?]CBO Best Practices BREAK CASE STUDY on Board Governance BREAK Fund Development for the CBO Advocacy and Lobbying The Role of Volunteers in the CBO Resources for CBOs Reflection and Evaluation Introductions Who are you? Where you from? what organization(s) do you represent? what is your primary learning goal?
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CBOs: The Term and the Basics Bylaws, Mission and Vision Statements Standards for Excellence and [?]CBO Best Practices BREAK CASE STUDY on Board Governance BREAK Fund Development for the CBO Advocacy and Lobbying The Role of Volunteers in the CBO Resources for CBOs Reflection and Evaluation Introductions Who are you? Where you from? what organization(s) do you represent? what is your primary learning goal?
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Distinguished Lecturer of Humanics at Fresno State creativepotential@gmail.com Matthew A. Jendian, Ph.D. Department Chair & Associate Professor of Sociology & Director of Humanics at Fresno State matthewj@csufresno.edu *Funding provided by The Department of Rehabilitation (DOR) and Community Resources Development (CRD) which contracted with the Center of Disability Innovation, a foundation of California State University, Fresno, for this workshop to be provided at no cost to Community Rehabilitation Programs (CRPs) that provide services to DOR consumers. Workshop Outline Morning Introductions The RBC Process CBOs: The Term and the Basics Bylaws, Mission & Vision Statements Standards for Excellence & CBO Best Practices BREAK CASE STUDY on Board Governance (Activity) REFLECTION: What have you heard SO FAR? What does it MEAN? The Role of the Board Afternoon LUNCH Best Practices & Sample Policies The Fiscal Responsibility of the Board of Directors (Case Study Activity) Triple A Boards The Role of the Board in Fund Raising Ethics in Fundraising: Case Study Activity BREAK Fund Development for the CBO Advocacy & Lobbying The Role of Volunteers in the CBO Resources for CBOs Reflection & Evaluation Introductions Who are you? Where are you from? What organization(s) do you represent? What is your role in the organization(s)? What are your expectations for today? What do you hope to walk away with from todays workshop (i.e., what is your primary learning goal?)? HUMANICS (hyoo-man-iks): the education of the whole person in spirit, mind, and body for leadership in service to humanity We hired a graduate of the Humanics Program, and he was great. He came in knowing how to do a budget, knowing how to write a grant proposal, knowing how a 501c3 CBO operates. It takes us at least a year, maybe two years, to get a person to that level without the Humanics certificate. Kenneth Quenzer, President and Chief Professional Officer, Boys and Girls Clubs of Fresno County, California. Quoted in the Fresno Business Journal The RBC Process CBO Basics 6 Reasons to Use the Term Community Benefit Organization by Hildy Gottlieb* 1. Community Benefit Says What Our Organizations Are and Why They Exist 2. The Meaning of Community Benefit Organization is Straightforward and Clear 3. The Term Community Benefit Organization Creates a Strong, Powerful Self-Image 4. The Term Community Benefit Organization is Inclusive 5. The Term Community Benefit Organization Provides Direct Marching Orders to the Board: Focus on Providing Benefit! 6. Community Benefit is a Promise Types of 501c Organizations 501(c)(1) Corporations Organized Under Act of Congress (including Federal Credit Unions) 501(c)(2) Title Holding Corporation for Exempt Organization 501(c)(3) Religious, Educational, Charitable, Scientific, Literary, Testing for Public Safety, to Foster National or International Amateur Sports Competition, or Prevention of Cruelty to Children or Animals Organizations 501(c)(4) Civic Leagues, Social Welfare Organizations, and Local Associations of Employees 501(c)(5) Labor, Agricultural, and Horticultural Organizations 501(c)(6) Business Leagues, Chambers of Commerce, Real Estate Boards, etc. 501(c)(7) Social and Recreational Clubs 501(c)(8) Fraternal Beneficiary Societies and Associations 501(c)(9) Voluntary Employees Beneficiary Associations 501(c)(10) Domestic Fraternal Societies and Associations 501(c)(11) Teachers' Retirement Fund Associations 501(c)(12) Benevolent Life Insurance Associations, Mutual Ditch or Irrigation Companies, Mutual or Cooperative Telephone Companies, etc. 501(c)(13) Cemetery Companies 501(c)(14) State-Chartered Credit Unions, Mutual Reserve Funds 501(c)(15) Mutual Insurance Companies or Associations 501(c)(16) Cooperative Organizations to Finance Crop Operations 501(c)(17) Supplemental Unemployment Benefit Trusts 501(c)(18) Employee Funded Pension Trust (created before June 25, 1959) 501(c)(19) Post or Organization of Past or Present Members of the Armed Forces 501(c)(21) Black lung Benefit Trusts 501(c)(22) Withdrawal Liability Payment Fund 501(c)(23) Veterans Organization (created before 1880) 501(c)(25) Title Holding Corporations or Trusts with Multiple Parents 501(c)(26) State-Sponsored Organization Providing Health Coverage for High-Risk Individuals 501(c)(27) State-Sponsored Workers' Compensation Reinsurance Organization 501(c)(28) National Railroad Retirement Investment Trust Organizational Chart & Roles Board of Directors Policy Vision Leadership Oversight Fund Development Board Development /Organization CEO Vision Leadership Day-to Day Operations Staff Management Fiscal Health Community Outreach Staff/Contractors Client Services Classes Operations Tech Sales Marketing Accounting Vision, Leadership Operations, Services Compiled by Craig Scharton, Central Valley Business Incubator Bylaws vs. Policy Manual BYLAWS Contained in a single, formal written document that answers the questions of: who? what? where? when? why? and how? of an organization. KEEP IN MIND: There is often more information in the bylaws than is necessary. Bylaws are the formal governing rules of the organization. If the bylaws need to be amended, it takes a formal action and vote of the membership. If the operating procedures need to be amended, it only takes action by the executive or governing group of the organization. POLICY MANUALS Standard operating procedures/policies and procedures (SOP/ PAP) are dated documents that can be simply amended as needed by the organization. The SOP/PAP indicates the day-to-day operations of the organization or "how do we get things done." Vision & Mission Statements To determine your organizations vision, ask yourself the following questions and focus on the future: What are the underlying values of the organization? What do we hope to accomplish through our work? To determine your organizations mission, consider the following questions and focus on the present: How will we work toward this vision? What is our purpose (i.e., why do we exist)? Whom do we serve and how? What are benefits to our community/society as a result of our efforts? Vision & Mission Statements Biloxi AIDS Service Organization Vision: Our ultimate goal is a world without HIV/AIDS. Mission: To help people both infected and affected by HIV/AIDS to secure adequate nutritional & health support to enhance their lives. March of Dimes (CASE STUDY) Nokia vision: Connecting people ... Ikea vision: Affordable solutions for better living Google mission: Google's mission is to organize the world's information and make it universally accessible and useful. Microsoft values: As a company, and as individuals, we value integrity, honesty, openness, personal excellence, constructive self-criticism, continual self-improvement, and mutual respect. We are committed to our customers and partners and have a passion for technology. We take on big challenges, and pride ourselves on seeing them through. We hold ourselves accountable to our customers, shareholders, partners, and employees by honoring our commitments, providing results, and striving for the highest quality. COMMUNITY VALUES OF THE FRESNO REGION: Guiding Principles for Civic Transformation Stewardship Boundary Crossing & Collaboration Commitment to Outcomes Art of the Possible Thinking Fact-Based Decision Making Truth Telling Power Parity Commitment to Resolving Conflict Asset-Based Approach Disclose Conflict of Interest The Flow of Creating a Value-Based Culture Values Statement Training and communication Systems that embody the values Mechanisms to discuss difficult cases Audit, enforcement, and discipline Governance of ethics and values Renewal process Code of Conduct Executive Modeling Standards for Excellence (*Adapted from An Ethics and Accountability Code for the Nonprofit Sector developed by The Standards for Excellence Institute as well as the competencies developed by national CBO executives and university faculty for the Nonprofit Leadership Alliance, formerly American Humanics, Inc.) I. ACCOUNTING & FINANCIAL MANAGEMENT II. GOVERNANCE (Board Development & Strategic Planning) III. DIVERSITY AWARENESS & INTEGRATION IV. FUND DEVELOPMENT & ACCOUNTABILITY V. HUMAN RESOURCES & VOLUNTEER MANAGEMENT VI. INFORMATION MANAGEMENT & TECHNOLOGY VII. MARKETING & PUBLIC RELATIONS/COMMUNITY OUTREACH VIII. PROGRAM PLANNING, IMPLEMENTATION, & EVALUATION IX. PUBLIC POLICY (Advocacy & Lobbying) X. RISK MANAGEMENT, LEGAL, & ETHICAL ISSUES Tools for Self Assessment Best Practices Inventory~ Organizational Capacity Self Review* Board Leadership Assessment* CEO/CPO Self Assessment* * These assessments were adapted from tools developed by the UNITED WAY OF TULARE COUNTY. We are indebted to Mr. Ernie Hernandez who has willingly shared materials associated with Rural Connectionsa project which involves providing management support for 501c3 Community Benefit Organizations in Tulare County. ~ This inventory is a compilation of best practices for Community Benefit Organizations identified by Nonprofit Leadership Alliance (formerly American Humanics, Inc.), Standards for Excellence Institute, BoardSource & Independent Sector, and United Way of Tulare County and will help identify strengths and weaknesses of your organization in six strategic areas: Mission & Programs, Governance, Legal Compliance (including Public Disclosure), Business Infrastructure (including financial practices, human resources, risk management, information technology, and facilities), Fundraising & Marketing, and Diversity. We appreciate the work of Catherine Quinn who took the lead in compiling this tool. All of these tools are available online at: http://www.fresnoah.org 2008 | Heather McLeod Grant and Leslie Crutchfield FORCES FOR GOOD: The Six Practices of High-Impact Nonprofits 2007 Heather McLeod Grant & Leslie R. Crutchfield 18 What we discovered surprised us. Being a great CBO is NOT always about Perfect Management Brand Name Awareness A Breakthrough Idea Textbook Mission Statements High Ratings on Conventional Metrics Large Budgets The Myths of CBO Management 2007 Heather McLeod Grant & Leslie R. Crutchfield 19 1. Advocate and Serve 2. Make Markets Work 3. Inspire Evangelists 4. Nurture Nonprofit Networks 5. Master the Art of Adaptation 6. Share Leadership The Six Practices of High-Impact CBOs 2007 Heather McLeod Grant & Leslie R. Crutchfield Began with Advocacy Began with Service City Year Exploratorium National Council of La Raza YouthBuild USA Center on Budget and Policy Priorities Environmental Defense The Heritage Foundation Americas Second Harvest Habitat for Humanity Self Help Share Our Strength Teach For America added Programs added Advocacy Combined Both from Start Characteristic of High Impact CBOs: Advocate & Serve 2007 Heather McLeod Grant & Leslie R. Crutchfield 21 Advocate to Government Work with Business Engage Individuals Adapt & Share Leadership Collaborate with other 501c3 CBOs CBOs Change the System Best Practices: CBO Governance The organization has and adheres to written policies (bylaws) establishing board size but, at a minimum, requires no fewer than five unrelated directors. A substantial majority of the board members are independent, that is, (1) are not compensated by the organization as an employee or independent contractor, (2) do not have their compensation determined by individuals who are compensated by the organization, (3) do not receive, directly or indirectly, material financial benefits from the organization, or (4) are not related to anyone described above or reside with any person so described. The board has and adheres to clear policies (bylaws) and procedures setting the length of terms and the number of consecutive terms a board member may serve and board members periodically rotate off of the board. The positions of chief staff officer (executive director), board chair, and board treasurer are held by separate individuals. The board meets regularly enough to adequately conduct the business of the organization and fulfill its duties but, at a minimum, has at least four (4) full board meetings a year with a quorum participating. Written meeting minutes reflecting the actions of the board, including reports of board committees when acting in the place of the board, are maintained and distributed to board and committee members within sixty (60) days of the date of the meeting or written action. Best Practices: CBO Governance, cont. The board hires the executive director. The board has and adheres to a policy to set the executives compensation and evaluate the directors performance at least annually. The board approves the organizations annual budget and monitors actual performance against the budget. The board reviews and approves the annual audit and the IRS Form 990. The board has a systematic and effective process for educating and communicating with board members to ensure that they are aware of legal and ethical responsibilities, are knowledgeable about the programs and activities of the organization, and can carry out their oversight function effectively. The board evaluates its performance as a group and as individuals no less frequently than every three years and the board has and adheres to clear procedures for removing board members who are unable to fulfill their responsibilities. The board reviews organizational and governing instruments (including bylaws) no less frequently than every five years. The board has established expectations for board members and written policies that address attendance and participation at board meetings, including expectations for participation in fundraising activities, committee service, and program activities. BOARD CASE STUDIES BOARD CASE STUDY A: James & the Committed Board Executive Director James was becoming increasingly frustrated with the pace of change in his organization. He had personally asked every one of the board members to be a part of the board, and each had happily agreed to join the board, but, in over 2 years, the board had been able to meet a quorum only twice. Two board members had never attended a board meeting, and those who did attend arrived late and left early. However, they all stated that they were committed to the organization, and that they fully supported the executive director. In a review of recent giving, James noticed that only one board member had made a financial gift to the organization in the past year. Since a Thrift Store was a part of the organizations fund development process, three board members indicated that they had given items to the Thrift Store. With ONLY these statements, what issues are apparent? What governance issues need to be addressed? What documents need to be emphasized? What ACTION Steps should James and the board take to provide solutions? What would YOU do FIRST? BOARD CASE STUDY B: Father & Son Reunion Susan was delighted with the progress of the new 501 3 organization, and looked forward to the task of developing the first board of directors. She had spent months in conversations with stakeholders and supporters, and finally gathered an initial group of leaders who would potentially serve on the new board. She had individual conversations with 9 persons, and invited 8 leaders to serve on the board for this new exciting venture. Among the leaders she asked was Harold, a long-time community activist and known asset in the community. Because each board position was specifically designated as a representative of a stakeholder group, Harold represented a large congregation in the community that was a very big influence and financial contributor. Susan was thrilled that Harold would be on the board, and looked forward to learning from his 30+ years of experience. Along with several other key stakeholders that Susan had invited, she also met with Harolds oldest son, Jeff. Jeff had recently returned to the community after a long absence for graduate school and to begin a new career in law and urban planning. Jeff had just moved back into the target community, and had been a great source of planning legal support and information for Susan in the formation of the new organization. When it came time to elect officers, Harold stated that he was much too busy to be an officer, and nominated Jeff, his son, to serve as Secretary. Jeff agreed, and was unanimously elected. Jeff has continued to serve the organization with enthusiasm and has become a major contributor to the success of the organization. Harold has been a keen supporter of the development of the organization as well. With ONLY this information, please respond: Is there anything inappropriate about Harold and Jeff serving on the same board? How should Susan, the Executive Director, handle the situation? If YOU were in Susans shoes, what would YOU do? What GOVERNANCE issues need to be addressed here? Board Scenarios 1. The by-laws make no mention of board attendance. 2. Meeting Minutes are not taken seriously, if they are taken, they are often incomplete and sloppy. 3. The same 2 people do ALL the talking at Board meetings and make all of the Motions and Seconds. 4. The board is made up of all attorneys due to a strong connection with a large law-firm in the city. 5. The board made the decision to discard Roberts Rules of Order and now take a more informal approach to meetings. 6. Fund-raising makes board members uncomfortable, so, they have hired a fund- development consultant who will do the work for them. 7. When a Board member resigns, traditionally, they must find their own replacement. 8. The board is composed of white women, between the ages of 55-65, who are all retired health-care professionals 9. The Staff are not welcome at Board meetings, except for the Executive Director. 10. The only way to leave the board of directors is to move away or pass away. 11. Board meetings can often last 4 hours. 12. Transcribing board minutes into other languages or Braille takes too much time for only one board member who needs materials in the other language or Braille. Workshop Outline Afternoon Best Practices & Sample Policies The Fiscal Responsibility of the Board of Directors (Case Study Activity) Triple A Boards The Role of the Board in Fund Raising Ethics in Fundraising: Case Study Activity Fund Development for the CBO Advocacy & Lobbying The Role of Volunteers in the CBO Resources for CBOs Reflection & Evaluation Standard: ACCOUNTING & FINANCIAL MANAGEMENT Written financial policies (adequate for the organizations size and complexity) governing: 1. Investments, 2. Internal control procedures, 3. Purchasing practices, and 4. Unrestricted current net assets Appropriate procedures for developing annual budget Appropriate standards for effective control and monitoring of fiscal operations, including a confidential means to report suspected financial impropriety or misuse of organization resources and a written whistle-blower policy prohibiting retaliation against persons reporting improprieties Accuracy of financial reports audited by a CPA (for CBOs with annual revenue in excess of $300,000) Standard: MARKETING & PUBLIC RELATIONS/COMMUNITY OUTREACH Have a written marketing plan for the organization that is periodically reviewed by the staff and board Provide the public with an annual report (printed or web-based) that includes information about the organizations mission, program activities, and finances, and identifies the names of the organizations board of directors and management staff Demonstrate a consistency of messaging/branding in the organizations materials (printed and web-based) Be accessible and responsive to members of the public who express interest in the affairs of the organization, demonstrating openness and transparency through availability of the organizations Annual Report and Form 990/990EZ) Standard: RISK MANAGEMENT, LEGAL, AND ETHICAL ISSUES Compliance with basic laws and regulations under which CBOs operate, including, but not limited to: complying with laws and regulations related to fundraising, licensing, financial accountability, document retention & destruction, human resources, lobbying and political advocacy, and taxation Appropriate levels of insurance coverage in light of the nature and extent of the organizations activities and its financial capacity [The Public Entity Risk Institute (PERI), a nonprofit research institute focused on support for risk management, launched Insuranceformynonprofit.org, an innovative website in 2009 that helps small and medium sized 501c3 community benefit organizations assess their insurance needs and submit requests for insurance quotes to participating insurers.] Explicit standards for behavior & a code of conduct for employees & volunteers Application of the four basic steps to risk management: Acknowledge and identify risks; 2. Evaluate and prioritize risks; 3. Select risk management tools; 4. Evaluate results and revise strategies Standard: PROGRAM PLANNING, IMPLEMENTATION, & EVALUATION Recognition of market niche and/or need for leveraging (i.e., coordination, collaboration, or merger) with other organization(s), including cross-sector Clear process for developing and implementing new programs, including conducting a needs assessment for the targeted clientele Procedures for evaluating, both qualitatively and quantitatively, programs and projects in relation to mission (includes receiving input and monitoring satisfaction of program participants) Appropriate methods to share and disseminate outputs, outcomes, and impacts Program Evaluation/Outcomes Assessment BENEFICIARIES: The people and/or community your activity will serve (e.g., 100 3 rd and 4 th grade students in Fresno Unified who are struggling academically and demonstrate poor attitudes towards school identified by school administration) DESIRED ACCOMPLISHMENTS (Processes): The actions that occurred during the implementation of the program (e.g., we will conduct mentoring training for adult volunteers who will be paired up with a mentee for the entire school year) TANGIBLE ATTRIBUTES TO THE PROGRAM (Outputs): The tangible work produced by program activities, including things like the number of clients served, number of services provided, number of people participating in programming, number of volunteers engaged, etc. (e.g., 50 adult volunteers will complete training and each volunteer will mentor two students for the entire school year, meeting with each student two times per week) DESIRED RESULTS (Outcomes): The benefits and changes that occur because of the proposed activity (e.g., improved academic performance in school) INDICATORS: The concrete, observable indicators of progress towards your desired results (e.g., increased participation in school activities and academic performance) METHOD OF MEASUREMENT AND INSTRUMENTS USED: The methods and instruments used to determine if desired results occur (e.g., Process: Volunteer mentors will document sessions held with assigned students on a standardized form; Outcome: Project director will use an interview protocol to interview appropriate school administrators and/or teachers regarding student academic achievement and participation in school activities) STANDARDS OF SUCCESS (Process and Outcome goals): The minimum level of success hoped to achieve (e.g., Process: 90% of adult volunteers will complete training; Outcome: 70% of the students will improve their academic performance and increase their participation in school activities) RESPONSIBLE PERSONS & TIMELINE: Who will collect the data, how often data will be collected, who will be responsible for compiling data and reporting the findings? Policies: Required & Other Conflict of Interest IRS Tax Form 990 Review Document Destruction & Retention Whistle Blower Financial Investment Gift Acceptance Standard: FUND DEVELOPMENT AND ACCOUNTABILITY Variety of fundraising activities utilized to support organizations mission, including major gifts, planned giving, in-kind support, annual funds, foundation & government grants & special events Appropriate fundraising cost ratios (3:1 recommended) Solicitation & Acceptance of Gifts (promotional materials are accurate, truthful, and correctly identify the organization, its mission, and intended use of solicited funds, and policies are in place to govern the acceptance & dispensing of charitable gifts) Abide by the AFPs Donor Bill of Rights to respect the privacy of donors and safeguard the confidentiality of information The Fiscal Responsibility of the Board of Directors Activity Scenarios: Board Fiscal Responsibilities 1. There is not enough time at board meetings to really understand the organizations budget. 2. Only accountants and finance people can really understand a Profit and Loss statement, so, why bother distributing them? 3. As long as the treasurer knows about the financial health of the organization, we are OK. 4. Our board spends a considerable amount of time doing financial forecasting. We have a pretty good idea about where we will be in 2013. 5. As a board member, salaries of line employees are none of my business. 6. IRS Form 990 is a legal requirement for a 501 3 organization. 7. My organization has not filed a 990 Form in 3 years. We are not concerned. 8. I dont need to understand the organizations finances-I trust the Executive Director to make good decisions. 9. My personal reputation is not connected to the fiscal health of my organization. 10. Since my organization has Directors and Officers Insurance (D&O), I cannot be sued for fiscal neglect. Triple A Boards & The Culture of Philanthropy A board with an AAA Rating is one where every board member is motivated to be an Ambassador, Advocate and/or Askerthese boards thrive when there is a culture of philanthropy throughout the organization. THE CULTURE OF PHILANTHROPY Involves the full development teamboard, other volunteers, staff and highly engaged donors Commitment to mission, vision and values An understanding that each interaction with anyone in the community is part of the development process Everyone thinks development Staff, board and other volunteers understand the importance and purpose of the organization Visitors, employees, donors and volunteers feel the culture when they interact with our organization Triple A Boards Ambassador Has made a financial commitment to the organization A role everyone should play Has key roles in cultivation of prospective donors and stewardship of continuing donor- investors Needs to be well oriented and coached in the message Master of the elevator speech (and the elevator question) Catalyst for donor- investor renewal Advocate Has made a financial commitment to the organization On the golf course or in the car poolstrategic role in sharing information about the organization May also advocate on a more formal basis with city officials, foundation officers, another organization with which the organization is partnering Is informed about the case for support and understands the strategic plan and vision Well coached on desired results of personal advocacy and handling objections Asker Has made a financial commitment to the organization Enjoys sharing his/her enthusiasm for the organization and asking for investment Well informed, well trained Matched with prospective donors (or current donor- investors) for maximum possibility of success Teamed with another board Asker or staff leader Staff organizes the ask so the Askers focus can be on the single purpose of getting (or renewing) the gift Benefits from the work of the Ambassadors & Advocates The Role of the Board in Fundraising http://fresnophil.org/BOD.html Board of Directors Officers | Directors | Directors Emeriti | Past Presidents | Presidents Emeriti The Fresno Philharmonic Association is a corporation formed under the California Non-Profit Public Benefit Corporation Law for the purpose of sponsoring and promoting orchestral music in the central San Joaquin Valley region. The Association is the parent organization of the Fresno Philharmonic. Supporting membership of the Association is composed of all individuals and businesses who contribute to the Association. The Board of Directors of the Association is elected by the membership at the Annual Meeting held in June. A current voting member is a person who is both a current season subscriber and a donor at or above the $250 level. Contributions to the Fresno Philharmonic Association are tax-deductible for both Federal and State purposes. CASE STUDY: Ethics in Fund Development Activity * *Ethical Dilemmas in Fundraising excerpted from You Made the Call: Readers Responses to Five Ethical Dilemmas in Development, by Ellen Ryan (January 1996 issue of Currents, published by The Council for Advancement and Support of Educationa professional association serving educational institutions and advancement professionals). See www.case.org. Ethical Dilemmas in Fundraising excerpted from You Made the Call: Readers Responses to Five Ethical Dilemmas in Development, by Ellen Ryan (January 1996 issue of Currents, published by The Council for Advancement and Support of Educationa professional association serving educational institutions and advancement professionals). See www.case.org. Ethical Dilemmas in Fundraising excerpted from You Made the Call: Readers Responses to Five Ethical Dilemmas in Development, by Ellen Ryan (January 1996 issue of Currents, published by The Council for Advancement and Support of Educationa professional association serving educational institutions and advancement professionals). See www.case.org. Donor Pyramid http://marshallhoward.com/resources.php Howards library provides easy-to-access, clutter-free, relationship building resources for you and your organization. Case Studies Free DVD Relationship Tips Public Policy 501c3 Pre-test Based on your understanding, under current IRS regulations, can your organization: 1. Support or oppose federal legislation? 2. Take a policy position on a general issue without referring to a specific bill? 3. Support or oppose federal regulations? 4. Lobby if part of your budget comes from federal funds? 5. Use government funds to lobby Congress? 6. Endorse a candidate for elected office? 7. Talk to elected public officials about public policy matters? 8. Sponsor a forum or a candidate debate for elected office? Percentage with Correct Answer Based on your understanding, can your organization: All Respondents H Electors (Those under the expenditure test w/ lobbying expenditures) Conventional 501c3s (Non-electors w/out any lobbying expenditures) Support or oppose federal legislation under current IRS regulations? 72.5% 92% 54% Take a policy position without reference to a specific bill under current regulations? 81.8% 96% 61% Support or oppose federal regulations? 79.3% 95% 62% Lobby if part of your budget comes from federal funds? 50.4% 74% 32% Use government funds to lobby Congress? 93.6% 92% 93% Endorse a candidate for elected office? 87.4% 90% 84% Talk to elected public officials about public policy matters? 91.1% 98% 80% Sponsor a forum or a candidate debate for elected office? 56.5% 70% 45% What Is Advocacy? Identifying, embracing, and promoting a cause Attempting to shape public opinion Promoting the interests of your community The Lobbying and Advocacy Handbook What Is Lobbying? Lobbying activities consist of attempts to influence legislation by propaganda or otherwise. Internal Revenue Service Political Campaign Activities consist of activities associated with an election. (from Bob Smucker, The Nonprofit Lobbying Guide) What your 501c3 organization can do? Direct Lobbying: You can tell your legislator or government official your organizations position on a piece of legislation. You can also urge your members to express your organizations position. Indirect Lobbying (aka Grassroots Lobbying): You can tell the general public your positions on legislation and ask them to communicate this position to their legislators or government officials. Charity Lobbying: You Can Do It (Center for Lobbying in the Public Interest) What your 501c3 organization CANNOT do? 501c3 organizations CANNOT: Endorse political candidates Mobilize supporters to elect or defeat candidates Align themselves with political parties Contribute to candidates or political parties NONE OF THESE ARE LOBBYING ACTIVITES. These are examples of PARTISAN POLITICAL ACTIVITIES and are OFF LIMITS! Charity Lobbying: You Can Do It (Center for Lobbying in the Public Interest) 1976 IRS Lobbying Law Established clear guidelines for reporting lobbying expenses for 501(c)3 organizations File IRS Form 5768 (H Form) to elect coverage under the Lobbying Law If budget is less than $500,000, 20% can be spent on direct lobbying and 5% on indirect lobbying Track and report lobbying expenses separately The Role of Volunteers Why Volunteers Should Matter The Stats 26.3% of Americans volunteered in 2010. 62.8 million people volunteered for or through an organization at least once in 2010. Women at 29.3%, Men at 23.2%. 35-44 year olds most likely (32.2%). Early 20s least likely (18.4%). White, married, with children, college graduate. Bureau of Labor Statistics U.S. Department of Labor January 2011 Total Annual Hours Spent Volunteering Median 52 hours 96 hours Age 65 and over 40 hours Age 16-34 The Dollar Value of Volunteers Time $21.36 per hour (up 2.3%) (Independent Sector) Volunteer Wisdom The word volunteer is a pay category, not a title! Your Language should reflect your Culture! Volunteer Recruit Supervise Performance Review Job Retention Tasks Unpaid Staff/Partner Invite/Cultivate Support Performance Measurement Role/Position Sustainability Service The Reward The creation of Ambassadors The development of Allies The deployment of Advocates The release of Evangelists Ripples of Impact Evangelists Meaningful Experiences Values What Every Volunteer Needs Boundaries Borders Benefits Volunteer Wisdom Dont invite volunteers unless EVERYONE is clear about what theyll be doing first. Elements of a Volunteer Position Description Compelling Title Buties SupeivisoiLeauei Location anu Scheuule Commitment Baily Weekly Bow long Skills Neeueu Tiaining Pioviueu Benefits Six essential elements T.A.F.E.R.R. Training Affirmation Feedback Evaluation Recognition Reflection 5 Reasons Volunteers Quit 1. Lack of acknowledgement 2. Inadequate training and preparation 3. Lack of trust 4. Disregard by paid staff 5. Competing loyalties Volunteer Time Donor Donor 10. Your Volunteers are already in your world. 9. Your Volunteers know your Organization. 8. Your Volunteers understand your Organization. 7. Your Volunteers are being selective with their money in the same way they are being selective with their time. 6. Its never too late! 5. Its not too much work GO VIRAL! (Your Volunteers know more people than you do!) 4. Volunteers can tell your story in a way staff cant! 3. You must Position yourself to engage Volunteers. Intentional. Planned. 2. Your Volunteers are more likely to give to your organization because they volunteer there. 67% of Americans who volunteered in the past year say they generally make their financial contributions to the same organizations where they volunteer. Fidelity Charitable Gift Fund Have you asked your volunteers to donate? Have you made it easy for them to do so? 1. Volunteers donate, on average, 10 times more than non-Volunteers. Fidelity Charitable Gift Fund Keep in Mind Volunteers are free, Volunteer Programs are not. Managing Volunteer Programs IS a profession. Volunteer Administration requires high ethical standards. Stop Continue Start Resources California State University, Fresno Preparing Leaders for Service to Humanity Creative Potential Consulting www.creativepotentialconsulting.org www.fresnoah.org Online Resources http://www2.guidestar.org http://www.afpnet.org/ http://animoto.com/cause Animoto automatically turns your images, video clips and music into stunning videos. CBOs can apply for a free Animoto Pro account. Online database to track donors, volunteers, and clients within your organization (free licenses for CBOs available). THANK YOU!