Strickling_OAC_casestudy_FINAL-3

Runninghead: OAC Case Study
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Obesity Action Coalition: A Case Study
Peggy Strickling
Southern Utah University
AA 6800 Board Relations
Bill Byrnes
Fall 2014
We work to eliminate bias and discrimination against those affected by obesity.

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Table of Contents
PART A: DESCRIPTION, ANALYSIS ASSESSMENT .........................................4
I. Mission, Image and Purpose ...........................................................................5
OAC History.................................................................................................................................... 6
OAC Initiatives and Petition Drives................................................................................................ 7
OAC Image- Local, Regional and National ................................................................................. 10
Local.............................................................................................................................................. 13
Regional......................................................................................................................................... 13
National and Online....................................................................................................................... 14
OAC’s Industry Image .................................................................................................................. 16
Summary ....................................................................................................................................... 19
Summary ....................................................................................................................................... 26
Human Resources................................................................................................27
Board ............................................................................................................................................. 27
Activities of Board ........................................................................................................................ 27
Profiles of Board Members ........................................................................................................... 27
Table 2. Current Members of the OAC National Board of Directors ........................................... 27
Staff ............................................................................................................................................... 30
Volunteers ..................................................................................................................................... 36
II. Financial Profile ...........................................................................................39
Fiscal Accountability and Practices............................................................................................... 40
Obesity Action Coalition Balance Sheet Snapshot*...................................................................... 40
Budget ........................................................................................................................................... 41
Income & Expense Patterns........................................................................................................... 43
IV. Activities and Programs .................................................................................44
Programming Context ................................................................................................................... 45
Program Planning and the Board................................................................................................... 45
V. Planning and Evaluation .................................................................................47
PART B – Recommendations...............................................................................50
I. Mission, Image & Purpose ................................................................................................... 51
II. Human Resources................................................................................................................. 51
III. Financial Profile.................................................................................................................... 54
V. Planning and Evaluation....................................................................................................... 55
References ..................................................................................................................................... 56
Appendix A Documents .......................................................................................59
Financial Questions for OAC Case Study..................................................................................... 59
Board, Staff and Human Resources............................................................................................... 61
Policies and By-Laws: attached to assignment.............................................................................. 65
OAC Strategic Plan : attached to assignment................................................................................ 65
Budget and Audit Report contact: attached to assignment............................................................ 65
Sample of OAC Board Minutes: attached to assignment.............................................................. 65
Appendix B Figures and Tables...........................................................................66
Figure 1. Examples of Fat Shaming Apps..................................................................................... 66
Figure 2 Membership Support Programs ...................................................................................... 66
Figure 3. OAC Committees........................................................................................................... 67

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Table 1. Summary and Scorecard................................................................................................. 68
Table 2. Current Members of the OAC National Board of Directors .......................................... 69
Table 3. OAC Staff....................................................................................................................... 71
Table 4. Balance Sheet Snapshot.................................................................................................. 74
Table 5. Checklist for OAC Sound Financial Control Measures ................................................. 75
Table 6 . Overview of Strategic Plan Process ............................................................................... 76

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PART A: DESCRIPTION, ANALYSIS
ASSESSMENT
I. MISSION, IMAGE AND PURPOSE
II. HUMAN RESOURCES
III.FINANCIAL PROFILE
IV.ACTIVITIES AND PROGRAMS
V. PLANNING AND EVALUATION

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I. Mission, Image and Purpose
Mission of the OAC
The mission of the OAC is to elevate and empower those
affected by obesity through education, advocacy and support.
OAC Vision Statement
It is the vision of the OAC to support, through education and
advocacy, the creation of a society in which:
All individuals are treated with respect and without
discrimination or bias regardless of their size or weight;
Those affected by the disease of obesity have the right to
access safe and effective treatment options; and
All individuals understand that when it comes to health, Your
Weight Matters.

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OAC History
In 2005 the Obesity Action Coalition (OAC) as nonprofit was conceived by a
synchronicity when someone overheard this statement in a legislative hall: “[We] could
take away obesity treatment benefits and there would be no one on Capitol Hill to
protest.” The challenge to this statement birthed the mission and vision the OAC to
“elevate and empower those affected by obesity through education, advocacy and
support.” This three-pronged approach of education, advocacy and support are the
underpinnings of the vision of its founders and elevating and empowering people who
suffer from obesity are their values: “It is the vision of the OAC to support, through
education and advocacy, the creation of a society in which:
 All individuals are treated with respect and without discrimination or
bias regardless of their size or weight;
 Those affected by the disease of obesity have the right to access safe and
effective treatment options; and
 All individuals understand that when it comes to health, Your Weight
Matters.
The OAC has grown to become cultural watchdogs for the issues of obesity. Through
initiatives that address these issues, the OAC has built an organization of over 50,000
members, has advocated in state and federal legislatures to keep issues of medical care
for the obese from dropping of the list of priorities and have sponsored and created
benefit events that raise money and awareness for obesity causes. On the education front,

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the OAC has distributed more than 1,000,000 pieces of educational information across
the United States since its inception in 2005.1
Three examples from OAC’s programming and initiatives are given that will
illustrate the strength and utility of how the OAC uses their mission and vision statements
to effectively guide their efforts toward their vision. Under the umbrella of “bias
busting”, the OAC disseminates guidelines for media for portraying and writing about
obesity, advocates for instances of blatant biases with petition drives, and educates its
membership to recognize obesity bias and offers ways to respond through its annual
member convention.
OAC Initiatives and Petition Drives
Fat Shaming Apps
A typical example of the OAC’s proactive initiatives is petition drives. In 2010
the OAC initiated a petition drive to demand that popular fat shaming apps2
be taken
completely off the market as they make light of the obese and perpetuates the stigma and
ridicule overweight and obese suffer in society. Petitions to highly visible technical
outlets like Amazon, Apple, Google and Microsoft are available on the OAC website.3
1
http://www.obesityaction.org/newsroom/news-releases/2010-news-releases/oac-celebrates-five-year-anniversary
2
www.obesityaction.org/weight-bias-and-stigma/bias-busters/fat-shaming-apps
3
http://www.obesityaction.org/weight-bias-and-stigma/bias-busters/fat-shaming-ap

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Figure 1. Examples of Fat Shaming Apps
Fat Booth Fatify
People First Language
Eradicating the social bias of labeling others
according to their disease begins with changing the language
in the culture to reflect a new focus on putting “people first
before their disability.” Research shows that labeling people
as if they were the disease has a negative impact on
perception and behavior toward people with obesity. The OAC created an initiative that
asks organization to sign-on to the People First Initiative and incorporate needed changes
into their publications, speech and all communications. This initiative also asks that
“authors, editors of scholarly research, scientific writing, and publications about obesity”
to adopt using People first Language4
. In addition, the OAC initiated a petition to
President Obama during National Childhood Obesity month in September, 2010.
Petitions and information about how to stop bullying and stigmatizing obese children
4
http://www.obesityaction.org/weight-bias-and-stigma/people-first-language-for-obesity.

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were sent to elected officials and school boards pointing them to the OAC website for
support materials.5
Advocating for Medical Coverage
Second, the advocacy program addresses issues that impact disparities in
insurance coverage for obesity procedures, provide the latest research to inform policy
makers at the state and federal legislatures of best practices to incorporate into legislation.
One example of the latter is a draft recommendation statement about the high
effectiveness of referrals for overweight and obese patients to a nutritionist when
cardiovascular and other associated problems of obesity are present6
.
Finally, the centerpiece of the OAC’s membership support is
the “Your Weight Matters” (YWM) program that educate,
supports and creates a safe environment for their membership
through a yearly convention. This program centers around a
national convention, provides monthly subscription to the YWM magazine for like-
minded people to meet in a safe environment and support and help the overweight and
their families and friends who care about them.
YWM is a branded component of the third leg of the mission to help individuals
understand that ‘[their] weight matters.” The flagship program and campaign that
includes educating the membership of the health issues with their weight is an entry
5
http://www.obesityaction.org/newsroom/news-releases/2010-news-releases/oac-asks-all-americans-to-sign-on-to-a-national-petition-
calling-for-an-end-to-childhood-obesity-discrimination-and-bullying
6
http://www.obesityaction.org/wp-content/uploads/060914-OCC-Comments-on-USPSTF-CVD-Recommendations-on-Counseling-
Diet-and-Exercise.pdf
7
http://www.obesityaction.org/educational-resources/your-weight-matters-magazinehttp://www.obesityaction.org/educational-
resources/your-weight-matters-magazine

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point for those who wish to learn more about how to approach their health care provider
and making the commitment to do so.
Childhood obesity issues are also of concern to the OAC. To assist parents in
helping their children deal with these issues, the YWM magazine has a special section
directed at “children and their parents with articles written for children to enjoy with
their parents.”7
Figure 2 Membership Support Programs
OAC Image- Local, Regional and National
Overview
The OAC’s local, regional and national image is one of being the expert on
obesity issues. A sample of articles taken from the OAC in the News webpage, 2013 can
be found here8
7
http://www.obesityaction.org/understanding-obesity-in-children/kids-corner
8
http://www.obesityaction.org/newsroom/oac-in-the-news/2013-2

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The OAC has positioned itself in the obesity arena as the leading nonprofit
obesity advocate whose ‘sole focus is representing individuals affected by obesity”9
.
Official statements mark its membership in its “Your Weight Matters” program at about
50,000, the largest of any other similar group. Although the OAC shares similar
advocacy issues with other organizations of its type, the membership component singles
them out from the pack and serves as a national support group and a conduit for
education for its members.
OAC received a substantial startup gift in 2005 from an unnamed donor. High
profile partners, such as the Rudd Foundation at Yale University, promote the OAC and
the OAC returns the favor. One can only speculate that the generous gift came from one
of these foundations. With the help of well-connected partners and a solid strategic plan,
the OAC has developed a reputation of excellence in moving their mission and vision and
forward and are respected for their unbiased, evidenced based approach to the issue of
obesity. Major media print and broadcast outlets, such as The Wall Street Journal,
Washington Post, Chicago Tribune, CNN, MSNBC, Fox News and news outlets from
every region of the country frequently run favorably articles about the OAC and its
efforts in advocacy and education10
.
Organizations, public or private, which has rise to the top and becomes a
spokespersons for a cause or experts in a field draw scrutiny from detractors. The OAC
is no exception and, despite its image in the press, there is a minority opposition that
challenges the motives and intention of the OAC’s expressed mission to “represent
individuals affected by obesity.”
9
http://www.obesityaction.org/about-us/oac-position-statements
10
www.obesity action.org/OAC in the news

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Local
Headquartered in Tampa, Florida the OAC is a nonprofit that invests in the local
community. In an article datelined in their hometown, the OAC is positively portrayed as
an organization that eagerly joins in partnerships with local organizations who, like
themselves, have taken an interest in helping the obese and overweight11
. For example,
the central Florida YMCA welcomed the shared resources of the OAC’s YWM brand and
integrated them into their own obesity programs. The YMCA of central Florida is a
powerhouse within itself whose health programs assist the 25% of Floridian population
who are obese. These kinds of partnerships further the values of the OAC to eradicate
obesity, educate and support those who suffer from its effects.
Regional
The reach of the OAC’s advocacy program extends to all regions across the
United States. Drawing on their substantial membership as pool of potential advocates,
the OAC provides data and information on contacts in local and state governments and
monitors bills that are introduced that would fall within the purview of their cause. The
programs, events such as Walk from Obesity that stem from the YWM arm of the
organization are captured as newsworthy events in major news outlets in nearly every
region of the country12
.
11
http://news.yahoo.com/obesity-action-coalition-oac-joins-forces-ymca-central-141000610.html
12
http://www.deseretnews.com/article/680192698/Insurance-for-gastric-bypass-is-sought.html ,
http://www.reviewjournal.com/life/health/obesity-linked-inactivity?ref=394
http://walkfromobesity.donordrive.com/index.cfm?fuseaction=donorDrive.eventList

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National and Online
Making obesity issues a national priority is the main thrust of the OAC’s vision to
eradicate obesity. Visibility in Washington, D.C. is key to snagging media attention and
the advocacy and research efforts of the OAC have paid off in landing significant
legislation for its causes from the Capitol that include a wide variety of Senators from
individual states13
.
Social Media Presence
The OAC has developed a strong PR presence online utilizing all major social
media platforms to an advantage. Beginning with a website burgeoning with information
and links to its branded program’s separate sites, the OAC makes it presence known
through timely press releases, twitter presence, blogs and YouTube, LinkedIn, Facebook,
podcasts, Podcast etc. and can be found in popular online news aggregate services like
the Huffington Post.14
Blogs and YouTube
OAC has a strong, proactive positive presence in social media. The OAC’s
YouTube channel15
and blog promote the education and support aspect of their mission
statement and offers advice for common problems experienced with obesity weight loss
diets and procedures and how to evaluate weight loss products. Videos of highlights of
the National YWM convention give their membership support and also provide a channel
for others to refer friends and loved ones who may need the services and support of the
OAC. Information on evidence based diets with instructions on how to start them and
13
http://www.obesityaction.org/newsroom/news-releases/2008-news-releases/bipartisan-group-of-42-united-states-senators-sends-
strong-message
14
http://www.weightlosssurgerypodcast.com/008-joseph-nadglowski-and-obesity-action-coalition/
http://www.huffingtonpost.com/2010/03/24/fattest-states-lawmakers_n_511706.html
15
https://www.youtube.com/user/ObesityAction

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what to expect are also available via YouTube. Interview clips from national news shows
like Fox News, and archives of their six educational series webinars are accessible
through this channel and lend prestige and credibility to the veracity of the organization.
Twitter Facebook and Partnerships Platforms
The OAC has 4700 followers on their Twitter account and as of December 1,
2014 has over 6500 tweets that mirror Facebook fundraising and corporate sponsor posts,
to encouraging members to tweet what they are thankful to be part of this community16
.
After their National Convention they tweeted a hash tag for their obesity
challenge winner and use this platform to promote the convention and keep the members
updated preconvention and with ongoing issues.
The OAC has leveraged large commercial outlet programs like Amazon Smile
and salsalabs.com to promote financial and online donor support. Industry partners that
provide services and products for the obese are thanked for their contributions
individually on Facebook. Recognition of these partnerships and support are current on
their active and up-to-date Facebook page17
.
The OAC has inspired others to create spin-offs through social media, podcasts
and blogging. A winner of the prestigious OAC award for obesity advocacy is one such
spin-off18
.
16
https://twitter.com/ObesityAction/status/539421441222246401
17
https://www.facebook.com/ObesityActionCoalition
18
http://formerfatdudes.com/dash-from-obesity-introducing-the-oac/

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OAC’s Industry Image
The OAC can count itself a partner among the giants of well-funded and
active organizations that share their values and passion for the obesity epidemic. A
sample of these groups include the Rudd Center for Food Policy and Obesity at Yale
University, a research and advocacy group with connections to global organizations like
the World Health Organization (WHO); The Obesity Society, a similar nonprofit whose
mission and vision are remarkable similar to the OAC and lastly, two medical societies
that specialize in surgeries and treatments for the obese, the American Society of
Bariatric Physicians (AMSP) and its sister, the American Society for Metabolic and
Bariatric Surgery (ASMBS)19
.
These affiliations suggest compatible integrity and sympathetic goals with
peers in this arena of obesity advocacy. Internet searches linking OAC with prominent
obesity advocates and bariatric surgery associations reveals that the OAC is part of a
larger force of colleagues who have similar missions and visions. Given the obvious
potential for self- serving bias and mutual guarantee, it is tentatively observed that OAC
has a good reputation among its fellows.
Opposing Viewpoints
Opposition to the activities and mission of the OAC rest on two main arguments:
Eradicating obesity as an affront to acceptance of the obese as they are and the OAC and
their colleagues are economic shills for the bariatric medical community and
pharmaceutical companies. The first argument cuts to the purity of the OAC’s intention.
19
The Rudd Center: www.yaleruddcenter.org
The Obesity Society (TOS) http://www.obesity.org/
The ASBP: http://www.asbp.org
The ASMBS: http://www.asmbs.org

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Detractors accuse entities like the OAC of
negatively judging an entire population and
objectifying obese people when they state in their
mission statements they are in favor of “eradicating”
obesity. A subtext to this objection is that
inadvertently the OAC perpetuates the very stigma
and victim mentality that they claim to be against. In
the second argument, personal bloggers, advocacy watchdogs and minor obesity societies
and groups claim that transparency in conflict of interest is impossible because the board
of the OAC is filled with bariatric surgeons with a financial interest in increased surgery
for the obese and OAC’s top tier donors are companies with drugs and medical
procedures to sell.
Negative Blogs About the OAC
Stacy Bias, an obesity blogger, wrote about these twin complaints, citing a study on
weight focused paradigms and facts from the OAC website about the composition
of their board:
“The OAC further omits the contribution of the weight loss industry (of which it is a
participant) in the creation of the very stigma that it claims to seek to eradicate. A
recent study indicates a growing concern about the ethics of a weight focused
paradigm as “not only ineffective at producing thinner, healthier bodies, but also
damaging, contributing to food and body preoccupation, repeated cycles of weight
loss and regain, distraction from other personal health goals and wider health
determinants, reduced self-esteem, eating disorders, other health decrement, and

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weight stigmatization and discrimination.” Joe Nadglowski, OAC President and
CEO, is also the Executive Director of the American Society for Metabolic and
Bariatric Surgery (ASMBS), the stated purpose of which is to “improve public
health and well-being by lessening the burden of the disease of obesity.” Further,
all additional members of the board of the OAC are also bariatric doctors, nurses
or related professionals…” And concluded this: “the OAC attempts to create an
alibi of trustworthiness for its unspoken agenda, the legitimization of its bariatric
(weight-loss) surgery.”20
(emphasis added)
The author of the: “Dances with Fat” blog, takes issues with the OAC initiative
to eliminate fat shaming apps and advocates her followers boycott signing the OAC
petition:
“The petition [fat shaming apps] was started by the Obesity Action Coalition… The
problem with this group is that they lie, misinform, and make a profit on the backs
of fat people by perpetuating the message that fat people are a problem that needs
to be eradicated.”21
(emphasis added)
In response to these types of accusations, Ms. Davis stated emphatically that it is
made clear to industry partners that the OAC “is not an infomercial for their sponsor’s
materials. We provide unbiased, evidence based education to the consumers. Donors will
not tell us how to write or how to educate and may not expect to use the OAC as an
infomercial platform.” This declaration is not easily found on the OAC website.
20
http://stacybias.net/2011/11/the-obesity-action-coalition-busting-the-bias-of-“bias-busters”
21
http://danceswithfact.wordpress.com/2014/05/15/why-im-not-signing-the-oac-petition

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Advocacy Watchdogs
A Google search of “advocacy watchdog and OAC” turned up only one such group
and it opposes the activities of the OAC and others like it. The Activists Facts organization
claims to be interested in only the facts, but cannot help but draw its own conclusions for
its readers by perpetuating a class biased argument that organizations like the OAC and its
associate The Rudd Center are really only self-interested, elitist do-gooders.22
Charity
Watch23
, a website that preserves a database of nonprofits for donors and the public to check
the veracity and integrity of non profits’ ethical behavior yielded no entries for the OAC.
Guidestar.com24
, a repository for information on nonprofits that promotes transparency,
especially in financial areas, has rated the OAC as a Silver Participant for providing
important, up-to-date financial information.
Summary
The image of the OAC in local, regional and national arenas fares very well as an
organization that is contributing good to society with their programs, initiatives and
advocacy efforts. This positive image is buoyed by solid funding by those who have a
stake in the outcome of their efforts. The issues of transparency and questionable motives
brought up by the opposing side examples are valid and should be considered as a guideline
to continued honesty because they are a small minority without a strong voice for their
viewpoints. Later in this study, we will examine the legal strictures placed on nonprofits
that advocate and the OAC will be examined for compliance. The moral issues can only be
22
https://www.activistfacts.com/organizations/523-rudd-center-for-food-policy-and-obesity/ watchdog for activist and advocacy
groups.
23
www.charitywatch.org
24
www.guidestar.org

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addressed by policy statements and full disclosure of financial contributions and
expenditures coming from the OAC and other oversight controls that will be discussed in
the budget and policy section.

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The OAC Board: Responsible or Exceptional?
Nonprofit boards run a gamut of functionality, but all boards can be measured by
accepted standards of performance in the nonprofit sector. Typical measures of an
exceptional board are strong bylaws and their level of adherence to them, an orientation of
new board members, good strategic planning around the mission statement, and a highly
quality relationship between the CEO and the board.
This section will provide examples of how the OAC meets accepted standards for
a well- rounded, responsible and exceptional board by summarizing strategic planning
processes, noting the efficacy and frequency of meetings, and explore the expectations for
this board’s performance to successfully support the mission of the OAC.
Board Structure
According to the bylaws, the OAC board comprises at least nine active members
and no more than fifteen. Emeritus directors serve as unpaid advisory consultants and are
subject to the authority of the active board and have no voting privileges. Nominating,
voting on new candidates are stipulated in the by-laws. Directors serve three year terms
and Officers serve two year terms.
Orientation of New Board Members
At the bare minimum, responsible boards should have orientation procedures for
new members. Exceptional boards go further in developing new members to acculturate to
the organization and participation in self-assessments on their own performances.
The OAC performs as an exceptional board in this area. A binder that contains the
bylaws, the history of the organization, financial information, materials from previous

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board retreats, the strategic plan and any pertinent committee reports is kept to bring new
board members up to speed on the organization.
Self-assessments for board members performance are completed at the annual
retreat followed by a discussion of the general board performance and sharing of insights
into other board members actions or behaviors. New board members are oriented to their
responsibilities to be active and passionate about the work of the OAC. Ms. Davis
describes this orientation as a “come to Jesus talk” for board members to be on board. OAC
board members are expected to roll up their sleeves and exert effort to effectively head and
work on committees, actively plan and execute the annual convention, commit to
teleconference calls for board meetings and more frequent calls when the annual
convention draws near. Board members are obliged to be on the call to help plan the
annual YWM convention.
A Mature Organization
The OAC has been in existence since 2005 and has an annual operating budget of
over two million dollars. In a four stage organizational life cycle scale, the OAC has
reached stage three, the mature stage, which is characterized by well-established and well-
regarded programs, formalized operations and systems with a board capable of directing a
complex organization that is mission-driven25
.
An Exceptional Board is Mission Driven
Strong mission and vision statements are the hallmark and foundation of successful
nonprofits. A board that governs, plans and strategizes around the mission and vision are
25
HNPG. p 17

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considered mission driven boards that effectively move the organization in the direction of
their vision.
The OAC board is composed of people who share an enthusiasm and passion to
support the mission. Board members are considered volunteers and do not receive a stipend
and are expected to ‘roll up their sleeves’ and actively work for the organization.
Early in their life cycle, the OAC recognized the need for more structure and
brought in an outside consultant to train the board in strategic planning and orientation to
their duties. This structure set the stage for a habit of holding regular and timely retreats,
meetings and actions that has kept the OAC mission a focal for their activities.
In a telephone interview26
Pam Davis, Immediate Past Chairman, discussed the
dedicated and excitement the OAC board members exhibit in planning around the mission
of the organization. She used the analogy of feral cats to describe the way the board
introduces many great and innovative ideas that could be adopted to fill the mission.
Without a strategic structure and valuable input from the staff and CEO to reign in these
ideas un-channeled passions would rule and the mission would become a scatter-gun
approach with little chance of anything significant hitting the target.
Strategic Thinking and Planning
Retaining an outside consultant to assist in training the OAC board to create a
strategic plan, implement it and measure it was a good investment and has served to make
the OAC a highly functional organization when it comes to moving in the direction of the
mission.
26
personal telephone interview

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The annual retreat is a pivotal meeting for training of the board and setting the
strategic plan with the Executive Director/President and the staff. Staff members are
included in this meeting and their input is crucial to reigning in the feral cat activity of
passionate board members. The board sends out “homework” to staff prior to the retreat to
give them time to prepare their thoughts and ideas about strategy.
The review of strategic planning is not finished at the annual retreat. Staff and
board meet monthly to report on activity and make adjustments. A sample of the minutes
of this monthly minute show that an agenda has been prepared and distributed, reports from
the various committees are discussed and plans for future action written down. This
particular meeting lasted one hour.
One definition of a responsible board is that they establish and review strategic
plans at regularly planned meetings and in between meetings27
.
Sustaining Resources
The staff offers valuable insight into the implementation costs of proposed
programs in money and human resources. Tapping into this viewpoint assists the board in
their duty to care for the resources of the organization. The board approves the final
strategy. The OAC board and the staff are highly involved in the strategic planning.
Results Oriented
As a matter of procedure, a review of the bylaws and a necessary updates are
discussed, the actions of board are reviewed and compared to the strategic plan and the
mission statement. According to Davis, the OAC board works more from the strategic plan
27
HNPG p.25

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than they do from the policies. Setting up metrics for measurement of those actions has
been a growing process. At the 2013 retreat, new metrics were developed to suit each
program. For example, typically metrics for annual conventions are about fundraising, but
the OAC adjusted their metric to coincide with their mission values of increasing awareness
and education. Instead of measuring increase of funds, they looked at members in
attendance, how many people are engaged in social media, how many new members joined
and retention of current membership. They do follow their bylaws and review them
annually at the board retreat and discuss necessary updates.
The CEO and Board
Joe Nagdowski, the President and CEO of the OAC is characterized by Ms. Davis
as the architect and face of the OAC and an active liaison to board. Mr. Nagdowski engages
in an active schedule of public speaking, presentations and meeting with influential people
who will assist the OAC in their mission. As liaison to board he communicates with the
board in a weekly conference call every Tuesday at 10am that lasts anywhere from 10 to
45 minutes depending on what needs to be discussed. Not only does he report his activities
he asks advice from the board on how to proceed or to be updated on anything new he
should know about. The reciprocal nature of the liaison role acts as a monitor on the
advancement of the strategic goals and keeps both the board and the CEO informed and
ready to make adjustments as needed. This kind of regular follow-up communication also
presents a united front for the staff to be able to place confidence in the leadership. Mr.
Nagdowski communicates information and updates directly with the staff.28
Board Communication for Meeting Agendas and Minutes
28
Telephone interview with Pam Davis

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According to Ms Davis, she would like to see the minutes of the board meeting
within 24 hours of the meeting so an agenda can be set for the weekly call. Currently the
minutes are available about week after the meeting. This inhibits setting a timely agenda
because staff does not have enough time to clarify questions and get them on the agenda.
Summary
Table 1 Summary and Scorecard29
Responsible and Exceptional Boards Scorecard
Responsible Boards…. Exceptional Boards…
Establish and Review Strategic Plans Allocate time at meetings and between
meetings to address what matters most and
engage in strategic thinking on a regular
basis.
Adopt a conflict of interest policy Include guidelines for disclosure review and
recusal and require members to sign it
annually and rigorously adhere to it.
Monitor financial performance and receive
programmatic updates
Measure overall organizational efficiency,
effectiveness, and impact using various tools
and including dashboards
Orient new board members Invest in ongoing board development to
deepen the commitment of board members,
and have board members reflect on their own
performance by conducting regular board
self-assessments
This section has highlighted only a few of the twelve principles that describe how
the OAC is an example of a well-functioning board that incorporates responsibility and
exceptionality into their activities.
29
HNPG p. 25

Page27
Human Resources
Board
Activities of Board
The OAC Board members are responsible for the following tasks: establishing the
mission, goals and policies of the organization, developing long-range plans, ensuring the
financial stability and strength, ensuring organizational stability, maintaining the integrity,
independence and ideals of the organization and overseeing the chief executive. In
addition, Board members are also responsible for attending four Board meetings annually
and participating in conference calls as needed.30
The OAC Advisory Board is comprised of a diverse group of individuals from a
wide variety of backgrounds and experiences. Advisory Board members may be called
upon to serve on committees, write articles, review materials developed by the OAC and/or
assist with other activities as requested by the OAC. All members of the Advisory Board
will serve as volunteers for renewable one-year terms.31
Profiles of Board Members
Table 2. Current Members of the OAC National Board of Directors
30
http://www.obesityaction.org/newsroom/news-releases/2005-news-releases/oac-requests-nominations-for-national-board-of-
directors
31
http://www.obesityaction.org/newsroom/news-releases/2006-news-releases/oac-announces-2006-advisory-board

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Name and Title Committees
Ted Kyle, RPh,
MBA, OAC Chairman
Award Nomination(S), Nominating,
Weight Bias
“I enjoy the pure gifts of encouragement that
come to me from people who care about the work
of the OAC. I also get great satisfaction from
contributing to the essential work that the OAC
does.”
Pam Davis, RN, BSN,
CBN, Immediate-Past
Chairman
Executive, Program Agenda (S), Award
Nomination(S), Education, Nominating,
Weight Bias
“I work with such a dedicated, passionate and
compassionate group of experts who come
together for a common goal, to educate, support
and empower those affected by obesity.”
Georgeann Mallory, RD,
Treasurer
Executive, Membership, Revenue
“ I would love to see weight biases eliminated, but
would be happy to see a big dent in the
beginning.”
Jacqueline Jacques, ND,
Secretary
Nominating
“I want to see us have 10 times the members we
have today. That may not happen in my board
term, I want that for the organization.”
Tammy Beaumont, BSN, RN,
CBN
Program Agenda, Convention Welcoming
and Promotions Committee Revenue
“I’m learning about new resources that I can use
to better help my patients and to help become an
even better advocate myself.”
Jaime Fivecoat, MBA Executive, Award Nomination(Sub),
Nominating
“I want to ensure that anyone who wants and
needs treatment for obesity will be able to get it.
We still have a long way to go.”
Amber Huett-Garcia, BS,
MPA
Program Agenda, Chair, Award
Nomination(S), Revenue
“It is such a privilege to be a voice for our
membership. The idealist in me loves and is
affirmed by a small group of folks making a huge
difference.”
Robert Kushner, MD Program Agenda, Education, Nominating
“One of the most unique aspects of the OAC is
the passion and excitement that all board
members bring to the table. The mix of
professional who care for persons with obesity
along with individual who are affected by obesity
provides a rich environment for dialogue,
creativity and action.

Page29
Holly F. Lofton, MD Chair, Education
“I enjoy the diverse backgrounds of our board that
allow us to delve deep into these issues. We are
a group of “doers”,not just talkers.”
Tracy Martinez, RN, BSN,
CBN
Chair, Revenue, Program Agenda (S)
“I love being a voice for the individual who is
affected and the opportunity to educate others
who don’t understand this disease.”
Walter Medlin, MD, FACS “I love spending time with WONDERFUL people
in this organization; staff, board and regular
members all inspire me. The enthusiasm and
empowerment is infectious all around.”
Lloyd Stegemann, MD,
FASMBS
Program Agenda, Chair, Membership
“I would like to help the organization continue to
grow in numbers and influence. I hope to play a
role in getting more individuals to understand
there is power in numbers and the OAC can lead
the way.”
Michelle Vicari Co-Chair, Convention Welcoming and
Promotions Committee, Membership
“My main goal is to raise awareness. I would love
to have people in every town in America know
about the OAC and its mission and want to join in
on that mission.”
Melinda J. Watman, BSN,
MSN, CNM, MBA
Chair, Weight Bias
“I want to find ways to expand our reach and
voice. I believe it is time to become more
proactive and visible when “controversial” topics
come up.”
Christopher D. Still, DO,
FACN, FACP
Emeritus
Education, Revenue
Robin Blackstone, DO,
FACN, FAP,Emeritus

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Staff
In terms of capacity, the OAC organization is presently working at capacity with
prospects for adding additional staff as their programs expand. Ms Davis attributes the
current success and continued growth of the organization to the effectiveness of board and
CEO communication and a culture of mutual respect and a flattened hierarchy. The board
has pursued team-building training, and strategic planning skills that has enabled them to
foster this kind of “family environment” where roles are clearly defined and everyone’s
input is seen as valuable. The synergy and collectively passion of the board has drawn
people of similar mind to their organization and this openness fosters an ideal culture of
growth and inquiry. The board actively involves the staff input at every possible
opportunity and work side-by-side with them on committees. In the notes from a meeting,
there are references to knowledge about the staff’s personal lives and the impact that has
on their work. This board recognizes the reality of a balance between work and family that
everyone in the organization lives under and seeks to take that into account, thus cultivating
strong bonds and relationships.
The bylaws state that only duly elected board members have voting rights.
However, board members may delegate these rights to board created committees.32
32
OAC Code of Regulations p. 3

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Table 3. OAC Staff
Joseph Nagdowlski,
President/CEO
Executive, Nominating, Revenue Generating
“Every day I get a chance to make a meaningful
difference in the lives of other. Our supporters
and members inspire me everyday.”
Krista Kuna
Director of Programs and
Membership
Program Agenda (S), Awards Nomination (S),
Membership
“I love that we have a real opportunity to impact
significant change that needs to happy with how
our society views individuals with obesity. On a
personal note, being on staff at the OAC is like
being part of a family.”
James Zervios, Director
of Communications
Education, Weight Bias
“I consider everyone I work with a friend first and
co-worker second. It’s also an incredible
pleasure to work with the OAC Board. It is
exceptional.”
Lindsay McGhay
Marketing Manager
Revenue Generation
“I love going out into the community and telling
people who we are and what we do. People
often ask me, “What’s the catch?” I love to
respond that there is no catch, the OAC truly
exists to people and that is all.”
Lisa Gresco-White
Administrative and
Member Services
Coordinator
“I love to meet members face-to-face at the
convention. It’s always a pleasure to have that
personal interaction.”
Eileen Blake
Outreach
“I love our great community of members, the
other staff members and OAC National Board of
Directors. The people I work with are pretty
amazing.”

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Kim Zahradnick
Office Assistant 1
“I work with people who are caring, passionate
and amazing in each of their areas. When they
come together and their efforts overlap MAGIC
happens. I love being in an environment where I
learn something every day.”

Page33
OAC Staff cont.
Matt Gunther
Graphic Designer and
Multimedia Coordinator
“I get to help people while
working with one of the most
genuinely kind, caring, and
dedicated individuals with
who I’ve ever had the
privilege of working.”
Rob Portinga, “Fat-Dudes”
Blog and winner of the
3rd Annual
“Barbara Thompson Award
for Advocacy”
2014
Convention Welcoming
and Convention
Promotions, Weight Bias
*no image available Nanette Wilson Adams
Convention Welcoming
and Convention
Promotions
Tracy Baker Education, Weight Bias
Mari Broome Education, Weight Bias
Melissa Davis, RN,
MSN,ANP,CNS,CNOR,
RNFA
Education
Nadia B. Peitrzykowska, MD,
FACP
Education
Karen Flanders Education
Kim Cundick Revenue Generation
Tom Kinder Revenue Generation

Page34
Maria Caprigno Convention Welcome
and Convention
Promotions
Eliza Kingsford, MA,LPC Weight Bias

Page35
Figure 3. OAC Committees
Executive
• The responsibilities and operations of the Executive Committee are outlined by the Code of the Regulations of the
Association.
Advocacy
• The Advocacy Committee is responsible for overseeing all aspects of the organization’s advocacy efforts. encouraging
participation in advocacy, training volunteers to be effective advocates and ensuring the OAC has the necessary
infrastructure to be successful engaging in advocacy. In addition, the committee will develop advocacy efforts outside the
traditional legislative/regulatory arena. Committee will coordinate closely with the OAC’s CEO and Policy Consultant to
assist in efforts in expanding the OAC’s advocacy reach.
Convention
• The Convention Committee is responsible for developing the Annual Your Weight Matters National Convention. The
committee works to develop the Convention, its theme, program agenda and much more. Within the Convention
Committee, are many other committees and sub committees responsible for various aspects of the Convention.
Award
Nomination
• Make recommendations for annual awards at the convention
Education
• The Education Committee will assist in the development of comprehensive and robust educational resources for our
members and constituents. Such materials should reflect the diverse nature of our membership and constituents and be made
available in multiple formats to best accommodate the needs of our targeted population. Educational resources should
include health information but also expand beyond.
Weight Bias
• The weight bias committee will focus on identifying weight bias in the general public and engaging the OAC constituency
in combating bias through various OAC-based tactics. The committee will coordinate closely with the public relations and
education committees on developing, producing and distributing resources on weight bias to educate the general public. The
committee will work with various partners on furthering the committee’s understanding of weight bias and stigma and how
it affects the population at large.
Membership
• The Membership Committee is responsible for overseeing all aspects of OAC Membership. The committee will focus its
efforts on membership structure, cost, recruitment, retention and member engagement. The membership committee also
forms relationships with related groups and organizations to communicate OAC membership efforts and ways to engage
others in the OAC and its membership. In addition, it will work in conjunction with the OAC’s Director of Membership and
serve as a resource to her.
Board
Nominating
• The Nominating Committee bears two major responsibilities. The first is to prepare a slate of candidates annually for
consideration of the Board and Members for the Board of Directors as detailed in the code of regulations. The second is a
review of all potential member volunteers that may serve on the OAC’s committees. The Nominating Committee will
present such candidates for final approval to the Board of Directors.
Revenue
Generation
• The purpose of the Revenue Generation Committee is to ensure the OAC has adequate resources to effectively carry out its
mission and programs. The Committee will actively evaluate opportunities for fund raising including direct mail, planned
giving, special events, grants and more.

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Volunteers
As a membership organization, the OAC encourages its members to participate in
the organization by serving on committees and being trained as an advocate in the State
Advocacy Resource (STAR) program. Both committee appointment and advocacy training
require a nominating process that can be either self-nominated or someone can nominate
you. The candidate fills out an initial request form for the Advocacy Committee and board
to review. If accepted, the candidate must then fill out a more in-depth application. The
board makes the final approval. The board may also initiate contact with members who
may have special skills and ask them to become an advocate. Advocates typically serve a
two year term with options for infinite renewal at the end of each term. Encouraging the
members to participate in this way is part of the way the OAC fulfills their mission to
empower and educate those afflicted by obesity.
STAR Program
The purpose of the STAR Program is to support and communicate the mission and
goals of the OAC before the state legislature and regulatory agencies.33
Volunteers become
the eyes and ears of the OAC in their individual’s state legislatures and report back to the
OAC any issues that the OAC should know about and they represent the OAC in their state
legislatures by attending and testifying at hearings, meeting with elected officials and
monitoring legislation.
Specific training materials to become a STAR cannot be found on the application page.
However, the downloadable application asks if the applicant has had “ A Day On The Hill”
33
www.obesityaction.org/advocacy/star-program

Page37
training or another type of advocacy training. “A Day on the Hill” is an intensive day of
group advocacy where members of OAC make the rounds to elected official offices to
advocate for current obesity issues. Links to “Advocacy Training Sessions” on a 2012
OAC blog entry and articles about convention activities are broken.34
Another blog entry
for the 2013 convention contains an unlinked mention about the “National Advocacy
Training Session” but no specific information.
The National Advocacy Training is a session conducted at the annual convention each
year. Hands-on and interactive exhibits like this one pictured below give potential
advocates an introduction to the world of advocacy. In 2014, more than 80 attendees were
trained advocates.
Advocacy for Beginners attendees practice exhibiting for the OAC.
34
http://www.obesityaction.org/educational-resources/resource-articles-2/general-articles/your-weight-matters-inaugural-convention

Page38
More general information about advocacy is found on the ‘Get Involved’ advocacy page
on the OAC website.35
Volunteer Recognition
The annual convention is main event to
support members. The“Bias Buster of the Year” is
one of many awards which is presented at the
convention awards dinner. Members, advocates and
volunteers are recognized for their outstanding
efforts. The OAC Chairman Award and the OAC
Member of the Year Award are two others. The
highlights and the details of the convention are then posted on the website, social media
with photos of the convention posted on flickr36
and sent out to news outlets as a press
release and featured in the YWM Magazine.
35
http://www.obesityaction.org/get-involved/become-an-advocate
36
https://www.flickr.com/photos/obesityactioncoalition/
Abby Lentz Honored with the
Obesity Action Coalition’s
“Bias Buster of the Year” Award
2014

Page39
II. Financial Profile

Page40
Fiscal Accountability and Practices
Financial Oversight
The financial figures in Table 3 reflect an adequate current financial oversight by
the Board of Directors. The OAC runs a tight margin between income and outgo with only
a few days short of one month cash on hand, but nearly a 3 to 1 ration of assets to liabilities
provides some confidence in staying in the black should a downturn require immediate
cash. The debt to equity ratio shows a picture of good debt management that does not
strain the assets and contributes favorably to the OAC’s ability to be financially solvent
through a crisis.
Obesity Action Coalition Balance Sheet Snapshot*
Table 3. Balance Sheet Snapshot
Criteria Year Ending December 31, 2013
Days of cash on
hand
26.48 Days
Current Ratio
Assets to Liabilities
2.81
Working capital
22.3 Days
Change in
unrestricted funds
($55,975)
Debt to Equity Ratio
.50
Temporarily
restricted assets
0
*OAC Financial Statements Year ended December 31, 2013

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Budget
The OAC financial practices are generally sound with only a few areas of possible
improvement. The clean record of financial reporting and lack of complaints against this
organization suggests that they operate with acceptable parameters for financial control.
Official OAC documents and correspondence provided by the Pam Davis and Outreach
Coordinator, Eileen Blake (see Appendix A) to questions specifically about budgets and
finances, reveal two areas that could be strengthened: documentation of operational
policies which would include a separation of financial responsibilities policy, the column
for “unknowns” may also contain policies to be included in the manual.
The OAC board does regular, monthly review of the financials and the budget
review is part of the strategic planning session and facilitates the coordination of activities
with current financial information. The committee chairs prepare initial budget items for
their area of responsibility and present them to the board for approval before the end of
calendar year. The board discusses the proposals and approves the initial draft of the entire
budget by December. The Budget is then re-evaluated after the strategic planning retreat
in January and revisions are approved at that time.

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Table 4. Checklist for OAC Sound Financial Control Measures*
Criteria Yes Need
Improvement
Unknown
Computerized Bookkeeping x
Clear & Secure Procedures for spending
money
x
Regular Budget Review x
Regular Financial reports with budget
comparisons
x
Regular examination of KPI, and a bias
for action
x
Regular Reconciliation of bank accounts x
Tight account receivable policies with
regular reviews
x
Clear account payable standards with
regular reviews
x
Regular cash forecasting, and sound
cash management
x
Regular insurance reviews x
Clear and documented operational
policies, for delegation & training
x
Logical separation of responsibilities to
minimize fraud risk
x x
*http://www.businessplanninghub.com/financial_control.html
When it comes to policies concerning Sarbanes-Oxley, the OAC has attached
somewhat generic articles and policies that address critical areas of the act to their Code
of Regulations, (see Appendix) but have not made them specific to the OAC. Ms. Blake
and Ms. Davis have personal knowledge that board is aware of the Sarbanes-Oxley Act
issues and are circumspect about following them.

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Income & Expense Patterns
Income for the OAC consists of earned income in the form of donations,
membership dues, special events and grants which are classified as unrestricted. A
significant financial cushion in the operating account in mentioned in correspondence with
OAC, but a line item for it is not apparent in the audit or other financials. Another item
that is incongruent with the financials and the knowledge of Ms. Davis and Blake is that
the OAC has a twelve month window of operating expenses to rely on should their income
be interrupted.
The financial history of the OAC has been one of fortunate support from an
anonymous ‘angel donor’. In its early years, when most nonprofits struggle to gain their
financial stability, the OAC was supported through its initial growth phase by this generous
donor until they reached a capacity to be more independent. To date, the OAC relies on
membership fees from its 50,000 member base, and fifty major corporate donors to support
its work and programs. (See Appendix) In addition, diligent financial oversight and
strategic planning have kept the OAC from operating in deficit. Contingency plans for a
possibility of deficit have been discussed, but not found in the documents received for this
study.
With good strategic planning for at least five years out and annual reviews and
modifications, the OAC has goals to reduce risk of financial downturns by diversifying
their donor base and eventually establishing an endowment fund. Their commitment to
disciplined spending and foresight through planning has helped them weather economic
vicissitudes that are beyond their control.

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IV. Activities and Programs

Page45
Programming Context
Diversity in the Program
The OAC, by definition serves a narrow constituency as it focuses on people who suffer
from obesity. Within that context, there is no evidence that any sub group is prohibited
from participating in their organization.
Economic Downturns
Many factors contribute to the OAC being able to weather economic downturns
without it affecting their programs. One factor is a good strategic plan with regular
monitoring for adjustments that the board follows. Another is open communication
channels between the CEO and the board which keeps pertinent information flowing so if
adjustments are necessary they can be caught in time. By the far the most important factor
is one of solid funding and diligent financial oversight.
Program Planning and the Board
Early in OAC’s formation, someone had the foresight to engage an outside
consultant to train the board members on how to plan and build a team. This training has
paid off as the OAC board is a high functioning, active board with solid relationships with
the CEO and the staff.
The annual board retreat is the planning meeting for the year where program
resources are discussed and allocated in relation to the strategic plan. Staff and board
members meet for a three day intensive of examining the needs for the coming years and

Page46
making adjustments according to the 5 year strategic plan. Committees, which are chaired
by a board member also meet and plan for their programs and bring their planning work to
these board retreats. The only evidence of this planning is the Strategic Plan, minutes from
the monthly meeting, and first hand anecdotal information from a board member. The solid
financial standing points to effective planning that are working. This board retreat as well
as monthly meetings is the mechanism by which the board keeps tabs on what the programs
are doing.
Financial Cushions
The OAC is committed to sound financial oversight and practice. They use the 5
year strategic plan along with regular budget reviews to monitor their financials. To date,
the OAC has a perfect record of staying in the black since they opened up shop in 2005.
They are vigilant in planning for the unexpected and decide ahead of time what programs
they can scale back should things change. Their commitment to disciplined spending and
anticipating drops in donor activities always keeps them looking to diversify and find new
sources for income to maintain as much independence as possible. Using these financial
management tools effectively is what keeps them on solid financial footing.
Their membership actually grew during the 2008 downturn which kept their
financials in good shape. They have a 5 year plan that is reviewed and adjusted annual at
their retreat. They are fortunate that the sector they serve tends to do better during hard
economic times which lessen the impact on the budget.

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V. Planning and Evaluation

Page48
The OAC has grown to a strong competitive position due to wealthy donor
support. Realizing this could easily change, the OAC board has begun to look for options
to maintain their competitive edge in the obesity field. OAC looks to compatible
partnerships to strengthening this edge and overall improve the entire obesity advocacy
field. Much of their strength lies in the commitment of the staff and board members to
the OAC and the passion and dedication to the cause of obesity eradication. They attract
professionals to their organization with the solid programs they offer and their mission
and vision but also by the stringent requirements to join their board. This selective
process brings prestige to serving on the OAC as an honor and vetting candidates for
their commitment to the cause brings together and extraordinary synergy for
growth. Coming from this position of strength, the OAC’s programs are aligned with
their mission and attract resources and interest from others. At their board retreats they
assess their programs regularly with staff input included. Table 5 Gives an overview
report card for OAC strategic planning process.

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Table 5. Overview of Strategic Plan Process
Overview of the Strategic Plan Process Yes No
Strategic Plan
Guidance for short and long term priorities X
Helps allocate resources X
Plain and understandable to others outside the organization X
Includes understanding of internal and external environments X
Developed by consensus and commitment building process ?
Formally adopted by the board of directors X
Annual Operating Plan
Specifies both process and outcome objectives X
Developed by staff members who are responsible for
implementation
X
A tool for easy implementation, monitoring and reference X
Operationalizes the strategic plan X
Realistic Budget Support X
Planning Process Criteria
Consensus building ?
SWOT X
Supported achievement of outcomes for successful planning ?

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PART B – Recommendations
I. MISSION, IMAGE AND PURPOSE
II. HUMAN RESOURCES
III. FINANCIAL PROFILE
IV. ACTIVITIES AND PROGRAMS
V. PLANNING AND EVALUATION

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I. Mission, Image & Purpose
From the information I could glean, the OAC has built an image of integrity and
human dignity that centers on a sound mission and clear vision that expresses their purpose
clearly. They affiliate within a group of similar organizations that lend credence to their
work. Detractors are few and consist of speculation about the OAC’s motives; expressing
a different viewpoint about what is effective for framing the issue of obesity, and personal
opinion on how they go about it. The only recommendation I would make is an echo of
an item on the OAC Strategic Plan and that is to retool the word “obesity” as it is
emotionally charged in a negative way.
Recommendations: None
II. Human Resources
In the human resources area the following are recommended as additions or
creation of a policy handbook and on the website where appropriate. These items may
already be in existence. This recommendation is made after looking through the materials
provided by contacts at the OAC for this study. Employee training on these areas would
also be appropriate. One common and efficient way of adding these policies are to adopts
policies from similar organizations and customize them for the OAC.
Recommendations: Strengthen Human Resource Practices
Ethics and Accountability
• Code of ethics: Make explicit in writing and especially on the website clear and
meaningful statements that address the issue of due diligence of the OAC in remaining
ethically objective when it comes to donors who stand to gain financially by the

Page52
activities of the OAC. Adopting a system of periodic review by an uninterested third
party and prominently posted those findings where they would be easy to find on the
website would add to the substantiation of credibility that already exists in the OAC
organizational culture. An additional suggestion would be to post ‘badges’ from
reputable nonprofit watchdog organizations on your website so visitors to your website
would clearly see and easily find the high ethical standards that the OAC maintains and
holds as an organizational value.
• Diversity and Inclusion statements
• Confidentiality: It would be prudent to add these policies to its handbook to protect
members, employees, board members and the organization. Staff, board, new hires and
exiting employees should be aware of their obligations when it comes to the handling of
sensitive information pertaining to the organization, its members, employees or board
members and donors. Securing membership information in files on computers and in
file cabinets would also be recommended.
Personnel
• Human resources responsibilities: Implement policies of acceptable and legal hiring
practices and procedures, including compensation plans, vacation time, sick leave and
family leave policies. Ensure maintenance of policy and procedure manual.
• EEO: Recommendations would be to include statement of compliance with
government regulations in the policy handbook and posting in work areas (this may
already be in place.

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• Sexual harassment: Implementing and defining unacceptable behaviors,
procedures for complaints, documentation, consequences for violation, and retaliation
policy.
• Workplace environment: Establish standards of conduct to ensure physical,
emotional safety of employees and others in the organization. Define guidelines for
behaviors that constitute a hostile work environment and implement procedures and
consequences for violations. This may also include evacuation and emergency plans, first
aid stations and CPR certification and steps to follow in the event of emergencies.
• Policies for substance abuse: Establish conditions for employment, periodic drug
testing, description of a drug free work place and/or consequences for violations.
• Complaints: Systems and protocols should be implemented for handling
complaints with board and CEO, complaints between board and CEO and between board
members in an environment of confidentiality and trust.
• Electronic communication: Guidelines for handling, flagging and distributing
electronic communication and acceptable use of internet and the organization’s computers.
• Performance Reviews: Regular employee performance reviews which also includes
guidelines for performance review of CEO and procedures and reasons for termination.

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III. Financial Profile
Recommendations: Update policy book to include guidelines, procedures and rules for
these areas:
Finance and Investments
• Budgeting
• Financial Controls: More protective procedures for the accepting of funds and
accountability. (See Fig. # in “Financial Profile Section)
• Reserves and Endowments (when they come on-line)
• Risk Management: How the OAC provides protection of liquid and hard assets,
intellectual property, public image and credibility, etc.
Activities and Programs
Recommendation: Make communication protocols explicit in a policy manual.
Communications
• Media Relations: Who can speak for the organization, procedure for sheparding
communications to the appropriate person, consequences for failure to comply with
established policies
• Crisis communication
• Electronic Media
• Lobbying and political activity

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Fundraising
• Sponsorships and Endorsements: Make explicit the policy of independence and integrity
when it comes to endorsements of bariatric services and equipment suppliers who
donation to the OAC.
V. Planning and Evaluation
Recommendations: None

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References:
Activist Facts (n.d.) Retrieved December 11, 2014 from
https://www.activistfacts.com/organizations/523-rudd-center-for-food-policy-and-
obesity/ watchdog for activist and advocacy groups.
Allison, M., & Kaye, J. (2005). Strategic planning for nonprofit organizations a practical
guide and workbook (2nd ed.). Hoboken, N.J.: Wiley.
The ASBP: (n.d.) Retrieved October 10, 2014 http://www.asbp.org
The ASMBS: (n.d.) Retrieved October 10, 2014 http://www.asmbs.org
Bias, Stacy (2011, Nov.). The Obesity Action Coalition Busting the Bias of “bias
busters”. [Web log comment] Retrieved October 8, 2014 from:
http://stacybias.net/2011/11/the-obesity-action-coalition-busting-the-bias-of-“bias-
busters”
Charity Watch (n.d) Retrieved December 11, 2014 from http://www.charitywatch.org
Dances with Fat (2014, May 15). Why I’m Not Signing the OAC Petition [Web log
comment] Retrieved October 8, 2014 from:
http://danceswithfact.wordpress.com/2014/05/15/why-im-not-signing-the-oac-petition
Davis, Pam personal telephone interview October, 2014 Cedar City,Utah
Eaton, Christy (2010, June 8) Obesity linked to inactivity. Review Journal. Retrieved
from: http://www.reviewjournal.com/life/health/obesity-linked-inactivity?ref=394
Felix, Devin & Welling, Angie (2007, June 21). Insurance from gastric bypass is sought.
Deseret Morning News. Retrieved from:
http://www.deseretnews.com/article/680192698/Insurance-for-gastric-bypass-is-
sought.html
Former Fat Dudes, (2011, May 25) Dash from obesity, introducing the OAC. [Web log
comment] Retrieved from: http://formerfatdudes.com/dash-from-obesity-introducing-the-
oac/
Guidestar (n.d.) Retrieved October 10, 2014 from http://www.guidestar.org
HNPG The handbook of nonprofit governance (First ed.). (2010). San Francisco, CA:
Jossey-Bass. p.25, 17

Page57
Obesity Action Coalition (OAC) Joins Forces with the YMCA of Central Florida to
Tackle the Obesity Epidemic (2014, July 31).PR Newswire. Retrieved October 9, 2014
from: http://news.yahoo.com/obesity-action-coalition-oac-joins-forces-ymca-central-
141000610.html
The Obesity Society (TOS) (n.d.) Retrieved October 10, 2014 http://www.obesity.org/
Pettus, Emily Wagster (2010, Mar. 3) Fattest lawmakers shed pounds, fried stuff.
Huffington Post. Retrieved from: http://www.huffingtonpost.com/2010/03/24/fattest-
states-lawmakers_n_511706.html
The Rudd Center (n.d.) Retrieved October 10, 2014 from http://www.yaleruddcenter.org
Walk from Obesity Retrieved October 9, 2014 from:
http://walkfromobesity.donordrive.com/index.cfm?fuseaction=donorDrive.eventList
OAC Website Pages:
http://www.obesityaction.org/newsroom/news-releases/2010-news-releases/oac-
celebrates-five-year-anniversary
http://www.obesityaction.org/weight-bias-and-stigma/bias-busters/fat-shaming-app
http://www.obesityaction.org/weight-bias-and-stigma/people-first-language-for-obesity.
http://www.obesityaction.org/newsroom/news-releases/2010-news-releases/oac-asks-all-
americans-to-sign-on-to-a-national-petition-calling-for-an-end-to-childhood-obesity-
discrimination-and-bullying
http://www.obesityaction.org/wp-content/uploads/060914-OCC-Comments-on-USPSTF-
CVD-Recommendations-on-Counseling-Diet-and-Exercise.pdf
http://www.obesityaction.org/educational-resources/your-weight-matters-
magazinehttp://www.obesityaction.org/educational-resources/your-weight-matters-
magazine
http://www.obesityaction.org/understanding-obesity-in-children/kids-corner
http://www.obesityaction.org/newsroom/oac-in-the-news/2013-2
http://www.obesityaction.org/about-us/oac-position-statements
http://www.obesityaction.org/OAC in the news/

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OAC Website pages continued
http://www.obesityaction.org/newsroom/news-releases/2005-news-releases/oac-requests-
nominations-for-national-board-of-directors
http://www.obesityaction.org/newsroom/news-releases/2006-news-releases/oac-
announces-2006-advisory-board
http://www.obesityaction.org/newsroom/news-releases/2008-news-releases/bipartisan-
group-of-42-united-states-senators-sends-strong-message
www.obesityaction.org/advocacy/star-program
http://www.obesityaction.org/educational-resources/resource-articles-2/general-
articles/your-weight-matters-inaugural-convention
http://www.obesityaction.org/get-involved/become-an-advocate
OAC Podcast and Youtube
http://www.weightlosssurgerypodcast.com/008-joseph-nadglowski-and-obesity-action-
coalition/
https://www.youtube.com/user/ObesityAction
https://twitter.com/ObesityAction/status/539421441222246401
https://www.facebook.com/ObesityActionCoalition

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Appendix A Documents
Email Correspondences
Financial Questions for OAC Case Study
All responses are confidential.
Questions Fiscal Accountability and Practices
1. Do you have financial and budgets controls in place? What are they?
Yes. Monthly Board review of financials. Treasurer co-signs checks over $10,000.
Annual outside financial audit.
2. How is the board involved in the budget approval and revision process?
Board approves initial draft of budget in December of each year after Committee
Chairs are asked for input on their areas of the budget. Budget is then re-evaluated
after the OAC Board Strategic Planning retreat which takes place each January and
revisions are approved as necessary at that time.
3.Do you have an investment management or endowment committee? If so, has this
committee done a good job at managing the portfolio? How has OAC fared through the
stock market ups and down in the last few years?
OAC does not hold investments or have an endowment.
4. Does your organization coordinate financial planning with its strategic and operational
plans? Do these different entities closely cooperate with each other? In what way?
See question 2 above. With the budget review included in our strategic planning
session, we’ve been able to coordinate such activities without challenges.
5. What type of year-to-date budget report is given to the board? Do they receive monthly
or quarterly revenue and expenses reports? Board receives monthly budget, profit and
loss and Balance Sheet statements. Each Board meeting has agenda time assigned to
discuss the financials.
6. Is the board aware of the Sarbanes-Oxley requirements for non-profits?
They are and have adopted several formal policies related to them (COI, document
destruction, partnership, etc. – these should have been provided to you previously).
Such policies are reviewed annually at Board Strategic Planning Retreat.
Income & Expense Patterns
1. Is there relative stable balance between earned and unearned income? Do you know the
percentages between them? Have they changed much in the last 5 years?

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I believe nearly all of OAC’s income is considered unearned under definition
(donations, dues, special events and grants).
2.Are there sufficient available unrestricted funds? Do you have cash available for
emergencies? Do you have a sufficient line of credit?
OAC holds no restricted or temporarily restricted funds and has a significant
financial cushion in our operating account. We do not hold a line of credit.
3. Based on the ratios of monthly expenses to cash on hand, how long could the
organization operate if its cash flows were interrupted? 12 months.
4.Are you dependent on a few major donors or income sources, or is there a broad base of
support for the organization? This has changed over the years, OAC was in in our first
two years reliant on a single “angel” donor that helped us start the organization.
Today, we have nearly 50,000 members and more than 50 major corporate donors.
5. Have expenses come under or over budget? How are deficits covered? Expenses have
always come in under budget. If we were to come in over budget, we’d scale back in
other areas unless income was higher than expected.
2. How did the organization fare through the 2008-09 economic downturn? Are there plans
in place to adjust to the next 2 to 5 years?
We saw some decreased support from a handful of our coporate donors but other new
donors stepped in during that time . We saw growth throughout that time period in
the number of members and overall finances.
3.How far ahead does the organize plan? Does it have a long- range plan?
Is there a 5 to 10 year vision trajectory? A multi-year financial plan?
How is the organization meeting its financial goals?
OAC has 5-year plan and goals that were developed several years ago that are
reviewed and modified as necessary during our annual Board retreat. One of our
major goals was being independent of any one type of industry support (bariatric,
medical, pharmaceutical, etc.) and with our diversity of funding sources met this goal.
Establishment of an endowment is another goal that we hope to meet in the next 3
years.
6. What adjustments have you had to make during the recent recession? How has the recent
economic downturn impacted your income, expense and investment activity? While the
economy struggled, attention and interest in obesity seemed to rise meaning we had
relatively modest impact during the recession. Our commitment to disciplined
spending and finding new sources of income helped weather the changes.

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1. Email correspondence with Pam Davis
October 29, 2014
**All statements and information on this document are confidential and only shared
with permission from Obesity Action Coalition (OAC)**
Board, Staff and Human Resources
Board
1. Does the organization pay attention to its bylaws? Is there evidence of responsible
trusteeship relative to the dictates of the bylaws and operating manuals?
We do follow our bylaws. We also review them annually for any necessary
updates.
2. Are their unpublished Board manuals describing how the Board goes about its
business?
We have a binder we review with new board members that includes our bylaws,
how and why our organization was formed, our financials, the presentations from
previous board retreats and our strategic plan. We also include pertinent
committee reports.
3. How does the Board track and report what happens between meetings?
Each subcommittee is chaired by a board member, those subcommittees are
expected to meet between board calls. There is a set period of time on each board
agenda for the committee chairs to give updates on their committee’s progress.
4. Are actions of the Board summarized on a yearly basis?
Yes at our annual board retreat held every January.
5. How is progress measured when it comes to meetings and the work of the Board?
We just began this past year setting different metrics based on the project. For
example, initially you would think the goal of an annual conference would be to
raise money. That is not our goal, our goal is not to lose money, but to increase
awareness and education; therefore, our metric looks at how many people attend
the conference, not how much revenue was generated. We also look at how many
people are engaged with our social media, how many new members do we have,
how many existing members did we retain?
6.Does the board use some version of the New Roberts Rules of Order (NRRO) to run
their meetings?
We do-we begin each call with review, discussion and approval of the minutes.
Agenda items are discussed, motion made and seconded, voted on and
passed/failed.
7. Does the management team work from established policies?
We work more from our strategic plan than from policies.
8. Has the Board enacted special stewardship activity in response to the turbulent
economy of the last few years?
We sought to diversify our funding sources. Initially we felt our reliance was to
heavily focused on one industry. We sought additional sources of funding and now
feel more secure should any one area receive a devastating financial blow, we
would still be able to function although at a more modest level.

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9. Has the Board had to step up their own financial commitment to OAC?
We do not require a set amount of financial commitment by our board members
although they are strongly encouraged to support our organization.
10. Have they had any special retreats in response to internal or external pressures they
have faced recently?
We have not had a “special” retreat, we do have an annual retreat every year in
January-the location is the same location as our annual convention so we can
become familiar with the location and space.
11. Does the Board distribute their planning documents?
We send out “homework” prior to the retreat and incorporate thoughts and ideas
into our strategy. We then send the strategy to the board and it is reviewed during
board calls.
12. How is the Board involved in planning process?
See above.
13. What is the relationship between the staff planning function and the board planning
function?
We discussed this-very involved.
14. Is the staff aware that there is a plan?
absolutely
15. Is the plan mostly strategic, operational or a mixture of both?
Mainly strategic
16. How long after the meeting are the board minutes distributed? Would it be possible
to get a copy of a Board meeting minutes?
At the next meeting, see attached
Human Resources
1. What are the Board profiles? (demographic info)
A mixture of healthcare providers (RNs, MDs) and individuals affected by obesity
2. Does the Board demographic mirror the community? If not, is there a reason why?
yes
3. Does the Board have an executive committee? Who is on this committee?
Yes, the chair, co-chair, secretary and treasurer and immediate past chair
4. What other committees and task forces or work groups are there?
Please see the website for committee descriptions and chairs
5. Does OAC have an honorary board? What is its purpose, processes and impacts
We have emeritus members-those who founded our organization and other
“lifetime” board members that no longer actively serve. We value their input and
turn to them as the organizational historians.
6. Are there job descriptions for the various board positions and committees?
yes
7. What is attendance like at Board meetings?
The annual retreat we have nearly 100% attendance-it’s an expectation when you
apply to serve. Our monthly calls we usually have 1-2 unable to attend. If you miss
more than 3 calls in a year or miss the annual retreat, we question your

Page63
commitment and offer you the option to “step it up and attend” or to step down
from serving.
8. Does the Board have annual review process for the CEO or ED? Is there more than
one person who reports to the board and that the board evaluates?
We discussed this on the call
9. Does the CEO have a voting position on the board or are they ex officio members of
the board without voting rights?
ex officio members of the board without voting rights
10. Has there been any history of problems with the relationship between the leader
and the board? Elaborate?
None-thank goodness
11. Where is the list of board members available to the public?
website
12 Annual reports?
website
13. Does the board do any of its business via the website? Virtual meetings, email or
conference calling?
We’ve used webex when we were redesigning the website and to walk the board
through the convention registration process
Staff
1. Is the OAC sufficiently staffed to carry out its mission?
Yes-it’s remarkable how much work so few people are able to accomplish
2. Is there a good ratio between capacity growth and the number of staff?
As we grow, we will need to add staff
3. If there is a gap between capacity and number of staff what is being done to address
the issue or close the gap? What might be the causes for this discrepancy?
None at present
4. Do staff members serve as non-voting exofficio on board committees or do they
have voting rights on various committees?
ex officio members without voting rights
5. Which committees does the CEO serve on?
Finance, Nominating
6. What does the staff generally think of the board? What does the board generally
think of the staff?
Very positive dynamics
7. Has there been any history of board and staff discord? Please explain
Very rarely
8. Has there been use of outside consultants in the recent past (or now) to help the board
staff work together more effectively?
The first several years we used a consultant to run our retreats to assist with team
building and to work us through the process of developing a mission and vision
and strategy
Volunteers
1. are there separate groups of volunteers who are not board members

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yes
Activities and Programs
1. Any adjustment in the level of programming offered since the economic downturn?
No, actually we’ve began our convention since the economy tanked
2. How are programming plans integrated into the strategic planning process or
planning process?
3. Do the specific programs do their own planning? How do they report and track the
program's impact? How is it measured?
4. How is the board involved with its oversight function of the programmatic activity?
Is there a reporting mechanism in place to keep the board informed of the programs
activities and progress?
Planning and Evaluation
1. Does the board have a plan in place that they are working from? if not, please
describe how they function.
2. Are there operational plans in place? (marketing, education, development, etc.) How
are they developed and monitored? Does the board have any connection to the
operations through board committees? Is there a "firewall" between the board planning
committees and the staff planning process?
2. Has the organization made use of outside consultants in the last three to five years
or does it plan to do so in the near future?
Please see above
Evaluation/Assessment and Accountability
1. How are programs and activities evaluated or assessed?
Based on participation and utilization
2. ,Has the organization added or discontinued any of its programmatic activity in the
last five years? If yes, why?
We added the convention-this year was our 3rd one
3. Are the evaluations of a quantitative nature? What metrics are used? (milestones,
KPI, Key performance indicators)
4. How is the overall effectiveness of the organization evaluated? for example, if you
asked the CEO of the OAC to describe what mission fulfillment looks like in the
organization, who'd o you think he, or she would say?

Page65
OAC Code of Regulations: attached to assignment
OAC 2012 Strategic Plan : attached to assignment
OAC Budget and Audit Financial Report contact: attached to assignment
OAC Board Minutes: attached to assignment
OAC Governance Policy(Conflict of Interest): attached to assignment

Page66
Appendix B Figures and Tables
Figure 1. Examples of Fat Shaming Apps
Fat Booth Fatify
Figure 2. Membership Support Programs

Page67
Figure 3. OAC Committees
Executive
• The responsibilities and operations of the Executive Committee are outlined by the Code of the Regulations of the
Association.
Advocacy
• The Advocacy Committee is responsible for overseeing all aspects of the organization’s advocacy efforts. encouraging
participation in advocacy, training volunteers to be effective advocates and ensuring the OAC has the necessary
infrastructure to be successful engaging in advocacy. In addition, the committee will develop advocacy efforts outside the
traditional legislative/regulatory arena. Committee will coordinate closely with the OAC’s CEO and Policy Consultant to
assist in efforts in expanding the OAC’s advocacy reach.
Convention
• The Convention Committee is responsible for developing the Annual Your Weight Matters National Convention. The
committee works to develop the Convention, its theme, program agenda and much more. Within the Convention
Committee, are many other committees and sub committees responsible for various aspects of the Convention.
Award
Nomination
• Make recommendations for annual awards at the convention
Education
• The Education Committee will assist in the development of comprehensive and robust educational resources for our
members and constituents. Such materials should reflect the diverse nature of our membership and constituents and be made
available in multiple formats to best accommodate the needs of our targeted population. Educational resources should
include health information but also expand beyond.
Weight Bias
• The weight bias committee will focus on identifying weight bias in the general public and engaging the OAC constituency
in combating bias through various OAC-based tactics. The committee will coordinate closely with the public relations and
education committees on developing, producing and distributing resources on weight bias to educate the general public. The
committee will work with various partners on furthering the committee’s understanding of weight bias and stigma and how
it affects the population at large.
Membership
• The Membership Committee is responsible for overseeing all aspects of OAC Membership. The committee will focus its
efforts on membership structure, cost, recruitment, retention and member engagement. The membership committee also
forms relationships with related groups and organizations to communicate OAC membership efforts and ways to engage
others in the OAC and its membership. In addition, it will work in conjunction with the OAC’s Director of Membership and
serve as a resource to her.
Board
Nominating
• The Nominating Committee bears two major responsibilities. The first is to prepare a slate of candidates annually for
consideration of the Board and Members for the Board of Directors as detailed in the code of regulations. The second is a
review of all potential member volunteers that may serve on the OAC’s committees. The Nominating Committee will
present such candidates for final approval to the Board of Directors.
Revenue
Generation
• The purpose of the Revenue Generation Committee is to ensure the OAC has adequate resources to effectively carry out its
mission and programs. The Committee will actively evaluate opportunities for fund raising including direct mail, planned
giving, special events, grants and more.

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Table 1 Summary and Scorecard37
Responsible and Exceptional Boards Scorecard
Responsible Boards…. Exceptional Boards…
Establish and Review Strategic Plans Allocate time at meetings and between
meetings to address what matters most and
engage in strategic thinking on a regular
basis.
Adopt a conflict of interest policy Include guidelines for disclosure review and
recusal and require members to sign it
annually and rigorously adhere to it.
Monitor financial performance and receive
programmatic updates
Measure overall organizational efficiency,
effectiveness, and impact using various tools
and including dashboards
Orient new board members Invest in ongoing board development to
deepen the commitment of board members,
and have board members reflect on their own
performance by conducting regular board
self-assessments
37
HNPG p. 25

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