Post on 01-Jan-2016
description
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
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
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
THEME 1MAXIMUM FEASIBLE PARTICIPATION
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
THEME 1MAXIMUM FEASIBLE PARTICIPATION
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?
THEME 1MAXIMUM FEASIBLE PARTICIPATION
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
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?
THEME 2VISION AND DIRECTION
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)
THEME 2VISION AND DIRECTION
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
THEME 2VISION AND DIRECTION
Leadership (4.4 Succession Plan)
A written, board-approved succession plan is required
Absence and vacancy policies and procedures
THEME 2VISION AND DIRECTION
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
THEME 2VISION AND DIRECTION
Governance (5.1 Governance according to the Act)
Tripartite Board (elected, selected, low-income rep) Bylaws and minutes
THEME 2VISION AND DIRECTION
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
THEME 2VISION AND DIRECTION
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)
THEME 2VISION AND DIRECTION
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
THEME 2VISION AND DIRECTION
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
THEME 2VISION AND DIRECTION
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
THEME 2VISION AND DIRECTION
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
THEME 2VISION AND DIRECTION
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?
THEME 3OPERATIONS AND ACCOUNTABILITY
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
THEME 3OPERATIONS AND ACCOUNTABILITY
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)
THEME 3OPERATIONS AND ACCOUNTABILITY
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
THEME 3OPERATIONS AND ACCOUNTABILITY
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?
THEME 3OPERATIONS AND ACCOUNTABILITY
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
THEME 3OPERATIONS AND ACCOUNTABILITY
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
THEME 3OPERATIONS AND ACCOUNTABILITY
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
THEME 3OPERATIONS AND ACCOUNTABILITY
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
THEME 3OPERATIONS AND ACCOUNTABILITY
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
THEME 3OPERATIONS AND ACCOUNTABILITY
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) Matt.fitzgerald@dss.virginia.gov