Organizational Standards in Virginia:

ORGANIZATIONAL STANDARDS IN VIRGINIA:

Organizational assessment to full implementation

Office on Volunteerism and Community Service

Matt Fitzgerald

WHERE WE ARE

Organizational Standards Created to ensure capacity to provide high-

quality services

56 Standards were put forward by the CSBG Working Group

Implementation Framework Submitted to OCS

http://www.communityactionpartnership.com/storage/cap/documents/2013/org_standards_8-1-13.pdf

WHERE WE ARE

Information Memorandum from OCS went out in March

56 Standards, philosophy

Recommendations for moving forward

WHERE WE ARE

Virginia’s 2015-16 State Plan

Included Organizational Standards

FY 2015 Agencies Complete an Organizational

Assessment

Training, Technical Assistance

Network Participation in Planning for Full Implementation

Monitoring Preparation

ORGANIZATIONAL PERFORMANCE STANDARDS (3 THEMES AND 9 CATEGORIES)

Maximum Feasible Participation Consumer Input Community

Engagement Community

Assessment Vision and Direction

Leadership Governance Strategic Planning

Operations and Accountability Fiscal Human Resources Data and Analysis

ORGANIZATIONAL SELF ASSESSMENTS

Created by the Organizational Standards Center of Excellence

Public and Private PDF and Word Versions Available

Self-Assessment For Your Org. Planning Purposes Also submitting to us so that we are aware of

greatest needs for Training/TA

http://www.communityactionpartnership.com/index.php?option=com_content&task=view&id=96&Itemid=291

THEME 1MAXIMUM FEASIBLE PARTICIPATION

Consumer Input (1.1- Demonstrates low-income participation in its activities)

Why are we here? For services? Changing lives

Participation in, leading, feeling like partners

Not just the Board Look at whether the input is leading to anything,

any changes or focusing


Consumer Input (1.2- analyzes info collected directly from low-income indiv.)

Constructive, focused community forums Surveys/interviews (distribution, success/return,

how used)

THEME 1MAXIMUM FEASIBLE PARTICIPATION Consumer Input (1.3- Gather info on

customer satisfaction) Clear policies

Written procedures (updated based on success/failure)

Tools

Use of Results

What the Board has done with it


Community Engagement (2.1 Partnerships) Who are your partners and how do you interact with

them?

Binding documents?

Regional/local collaborative groups you participate in?


Community Engagement (2.2 utilizes info from key sectors of community

Clear effort to include all sectors of the community Community-based orgs Faith-based orgs Private sector Public sector Educational institutions

THEME 1MAXIMUM FEASIBLE PARTICIPATION Community Engagement (2.3

communication) Having an actual plan for how communications

are handled/prioritized

Tools to keep the community aware of successes

Event/volunteer opportunities on website

Easy to understand Annual Report

Social and traditional media

THEME 1MAXIMUM FEASIBLE PARTICIPATION Community Engagement (2.4 Documenting

volunteers) Volunteer documentation is required for reports

Also for getting repeat volunteers

Shows a leveraging of the impact of your money

THEME 1MAXIMUM FEASIBLE PARTICIPATION Community Assessment (3.1 Community

Assessment) Adequate mix of information

Not only needs, but assessing what resources you have/need to address them

Diverse set of tools for collecting

Not just identifying the needs you can serve

Clearly shows when it was completed for requirements

THEME 1MAXIMUM FEASIBLE PARTICIPATION Community Assessment (3.2 Current data in all

categories) CCAP tool Census data and other demographic info that covers 4

categories Gender Age Race Ethnicity

http://www.communityactioncna.org/

THEME 1MAXIMUM FEASIBLE PARTICIPATION Community Assessment (3.3 collect and analyze

qualitative and quantitative data)

Standard requires documentation of both types of data being used Sign-in sheets from public forums, interview answer sheets Data from Planning District Commissions, other partners,

census, CCAP tool

Standard also requires minutes to show that the data was used in decision-making and planning

THEME 1MAXIMUM FEASIBLE PARTICIPATION Community Assessment (3.4 Board approval)

The Board needs to approve the assessment, document in the minutes

THEME 2VISION AND DIRECTION

Leadership (4.1 Mission statement review, addresses poverty, alignment of services)

A mission should be critically reviewed every 5 years

Is it clear that your mission addresses poverty? Is it about self-sufficiency?

Is it clear that the programs/services offered match with the mission?


Leadership (4.2 Action Plan is outcome based, tied to CA)

Action Plan grows from the Logic Model and Community Assessment

A work plan is created to carry it out

OVCS will be looking for these 3 pieces in applications going forward (workplan, logic model, Comm Assess)


Leadership (4.3 ROMA or comparable, using a ROMA trainer)

Seek out a ROMA certified trainer (contact VACAP or Lil Dupree)

Utilize their expertise in incorporating the ROMA cycle into your organization

Assessment-planning-implementation-achievement of results-evaluation


Leadership (4.4 Succession Plan)

A written, board-approved succession plan is required

Absence and vacancy policies and procedures


Leadership (4.5 Organization-wide risk assessment)

Requirement is only to complete a Risk Assessment and report it to the Board.

Absence and vacancy policies and procedures

Just meeting the requirement in the short term is acceptable, but long term success requires a comprehensive assessment of every aspect of the organization


Governance (5.1 Governance according to the Act)

Tripartite Board (elected, selected, low-income rep) Bylaws and minutes


Governance (5.2 ensuring low-income representation)

Written procedures to ensure selection process results in low-income representation Board approval and review in

policies/minutes/bylaws


Governance (5.3 bylaws reviewed by attorney every 5 years)

Governance (5.4 bylaws received every 2 years)

Governance (5.5 bylaws followed)

Governance (5.6 conflict of interest signed in past 2 years)


Governance (5.7 Orientation for board members within 6 months) Should have policy/procedures for this, a training

plan, and specific training materials to accomplish this

Board members should sign off to receiving this training

Governance (5.8 additional board training every 2 years) No set type, no set way of delivering, just

documentation that it occurred Should be responsive to needs, possibly informed

by Board


Governance (5.9 Board gets programmatic reports)

Whatever the Board deems as most helpful

Short summary of each program, more in-depth rotating program reports

Make it useful, not just to do it


Strategic Plan (6.1 (agency-wide, approved in last 5 years)

Strategic Plan (6.2 strategic plan aligns with CSBG Act)

Where you’re headed and how you will measure will result in the goals of the act

Reducing poverty, revitalizing communities, empowering people


Strategic Plan (6.3 addresses the 6 National Goals at Family, Agency, and Community levels)

May not be at all 3 levels, but within the 3 Strategic planning ties to National Performance

Indicators, to meeting substantive outcomes


Strategic Plan (6.4 included Comm Assessment data in strategic plan process) Document that it was used, specific references to

ways in which it was in notes

Strategic Plan (6.5 update on meeting goals within past 12 months) Board minutes reflect that they were involved in all

steps along ROMA cycle

THEME 3OPERATIONS AND ACCOUNTABILITY

Human Resources (7.1 written policies reviewed by lawyer, approved by Board within past 5 years) Actually have an invoice from an attorney that shows

this review occurred

Human Resources (7.2 Employee Handbook or personnel policies) Policy for how the handbook/personnel policies will

be accessed Where are they kept, who gets them and when,

how are they updated?


Human Resources (7.3 written job descriptions within last 5 years) Your organization should have an updated/current

organizational chart Job descriptions should align with the org. chart

Human Resources (7.4 Yearly appraisal of CEO/ED performance) Board minutes should reflect that this occurred Develop an organizational standards

checklist/format so that you can easily show items like this


Human Resources (7.5 review of CEO/ED compensation each year) Board minutes should align with contract info

Human Resources (7.6 written evaluation policy for employees)

Human Resources (7.7 board-approved whistleblower policy)


Human Resources (7.8 new employee orientation within 60 days Documentation of training, materials

Human Resources (7.9 provide staff development training) Documentation of training, materials Professional development plans Employees need to receive ROMA training


Financial Operations (8.1 annual audit requirements met)

Standard audit requirements, no additional documentation required

Financial Operations (8.2 assess and address audit findings)

Documentation of the management response to findings

Does your agency have written guidance on how you will handle audit issues?


Financial Operations (8.3 presentation of the audit to the board)

Can be done in various ways, assessing now your process for documenting that it is presented

Financial Operations (8.4 board accepting audit) Vote in minutes

Financial Operations (8.5 bids for audits within 5 years) Needs to be in procurement policies that there will be

a bid every 5 years Maintain bid process documentation Not for public


Financial Operations (8.6 Annual Form 990 completed, board reviews) Not for public

Financial Operations (8.7 Financial Reports to Board

Does your board receive and review these reports? Do you document the receipt/review?

Org-wide revenue/expenditure comparing budget to actual, by program

Balance sheet/statement of financial position


Financial Operations (8.8 Payroll witholdings filings/payments on time)

Payroll documentation All taxes, insurance, retirement documentation Not for public

Financial Operations (8.9 Annual board approval of agency-wide budget)

Financial Operations (8.10 Review of fiscal policies every 2 years) In policies/procedures All changes board approved Not for public


Financial Operations (8.11 written procurement policy, board reviewed every 5 years) Not for public

Financial Operations (8.12 document allocation of shared costs) Indirect cost rate or cost allocation plan Not for public

Financial Operations (8.13 record retention/destruction policy) Electronic and physical policy


Data and Analysis (9.1 and 9.2, tracking of services)

Can be system, systems, any method that allows for collection and reporting

This is the minimum need, not the ideal

Ability to track outcomes at all 3 levels (family, agency, community)

Data and Analysis (9.3 analyze outcomes) Within past 12 months minimum Document staff and board analysis/review


Data and Analysis (9.4 Submits annual IS survey data report)

New outcome form is directly taken from the annual IS survey

ITEMS THAT HAVE BEEN TARGETED AS TAKING LONGER TO IMPLEMENT

4.5: Agency-wide Risk Assessment 5.3: Bylaws review by an attorney 6.1 – 6.5: Agency-wide Strategic Planning 7.1: Attorney Review of Personnel Policies 7.3: Current written job descriptions 8.5: Audit Procurement 8.9: Agency-wide Budget

EXPECTATIONS

Completion of organizational assessment Submittal to OVCS Creation of an action plan for standards that

require work OVCS will review on monitoring

Additional trainings will be identified/offered this year

Participation opportunities for full implementation of organizational standards available Serve on task force Will be webinars and surveys

QUESTIONS?

Contact Matt Fitzgerald (804-726-7142) [email protected]

Documents

Organizational Standards in Virginia: