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2. Presenters:
Dr. Albert Alt – MJC Vice President of College and
Administrative Services
Dr. George Boodrookas – MJC Foundation Executive Director
Dorothy Pimentel – YCCD Risk Manager
Arnold Chavez – Director of Great Valley Museum
Anne DeMartini – YCCD Trustee
Gina Leguria, J.D. – YCCD Vice Chancellor of Human
Resources
2
July 14, 2016
3. Agenda:
1:00 – 1:15 Welcome
1:15 – 1:45 501c3 and the Board role
1:45 – 2:15 Review of current bylaws
2:15 – 2:30 Refreshment and snack break
2:30 – 3:00 Officers/Directors coverage
3:00 – 3:30 Board operations/policies
3:30 – 4:00 Board meeting conduct
4:00 – 4:30 Conflicts of interest
4:30 – 5:00 Next steps, future considerations
3
July 14, 2016
4. 501c3 and the Boards Role:
What is a 501(c)(3)?
A non-profit corporation
Defined by Articles of Incorporation
Certified by the Secretary of the State
With appropriately adopted and recorded Bylaws
4
July 14, 2016
5. 501c3 and the Boards Role:
The Board’s purpose:
Is to govern, not manage
Set policy, not procedures
Serve as organizational advocates
Lend prestige and credibility
Lend professional expertise and counsel
Identify and cultivate major donors
5
July 14, 2016
6. 501c3 and the Boards Role:
The basic responsibility of non-profit boards:
Mission and purpose (understood & shared)
Effective planning (retreat; executive committee)
Set and evaluate policies according to statute (501(c)(3))
Monitor and strengthen programs and services (but not staff’s job)
Ensure adequate financial resources (the fundraising role!)
Protect assets and provide financial oversight (investment and spending
policy)
Build a competent board (job descriptions and commitment letter)
Ensure legal and ethical integrity (AFP code of ethics and donor bill of
rights)
Enhance organization’s public standing (advocates and ambassadors)
• Source: Board Source
6
July 14, 2016
7. 501c3 and the Boards Role:
A bit more about ensuring adequate resources…
The fundraising role
The Executive Director’s role
The donor pyramid
Options for solicitation
Who will do this work?
7
July 14, 2016
9. 501c3 and the Boards Role:
What it takes to succeed
Success is dependent upon degree of involvement of your board
If your board places a high priority on fundraising you will succeed
If your board understands that the fundraising budget is an investment, not
an expense, you will succeed
If 100% of your board members give to the best of their individual abilities
annually, you will succeed
If your board members are willing to set aside personal time to make visits for
larger gifts, you will succeed
If your board is willing to develop a strategic master plan and is ready to
make it work, you will succeed
• Source: David Barnes, Fundraising Consultant
9
July 14, 2016
10. Current Bylaws:
Why do we have bylaws?
Identifies the name of the Corporation
“Great Valley Museum of Natural History”
To outline the Corporation’s objectives (Nonprofit)
To set the purpose (to receive monies and make expenditures on behalf of the
Corporation)
To develop programs and services to suit the objectives and purposes (science
education)
To comply with 501(c)(3) guidelines
10
July 14, 2016
11. Current Bylaws:
Restrictions:
Anything not allowed by statue 501(c)(3)
No propaganda, influence of legislation, political thought, political
campaigning
11
July 14, 2016
12. Current Bylaws:
Powers:
Solicit and accept gifts, donations, etc.
To make contributions or loans
That which is necessary to run the Corporation
Officers:
President, Secretary and Chief Financial Officer
Elected annually (at annual meeting)
Membership:
Director members: Those elected to serve (voting)
Associate members: those dedicated to the purpose (non-voting)
No less than 12 Directors, no more than 35
Quorum: Simple majority of authorized number of members (uncertified
bylaws say 1/3 of members!)
12
July 14, 2016
13. Current Bylaws:
Meetings:
Annual meeting required fourth Wednesday of October
Elections of members and officers should be at the annual meeting
Notice of meeting to be sent by Secretary no less than 10 days prior to
meeting
Notice shall include place and time of meeting and business to be transacted
Annual Report required!
Within 120 days of close of year (fiscal year, July 1)
Assets and liabilities, revenue and expenses
13
July 14, 2016
14. Officers/Directors Coverage:
Introduction to Directors & Officers Insurance
Why you need D&O Insurance
Basic fiduciary duties
Review of current D & O Policy
Always read your policy
Review declarations
Know your limits of liability
Definitions – know what the different terms mean
Exclusions – what isn’t covered
14
July 14, 2016
15. Board Operations/Policies:
Set by 1998 agreement between GVMF and YCCD
Each had own Revenue and Expenditure
Foundation (02)
Nature Shop sales (33%)
Memberships (13%)
Donations (13%)
Fundraising events (Gala, WPD, others) (40%)
“Commitment Budget” from 1998 agreement (78k) based on an estimate of the
amount needed by YCCD to operate the GVM in addition to operations income
Operations (04)
Admissions (8%)
Traveling Teachers (33%)
Museum/Animal Tours (10%)
Planetarium Shows (15%)
“Commitment Budget” (26%)
Donations and other classes
Animal care and exhibit maintenance
15
July 14, 2016
16. Board Operations/Policies:
CASE.ORG
The Council for Advancement and Support of Education is a professional
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stronger relationships with their alumni and donors, raise funds for campus
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prospective students, diversify the profession, and foster public support of
education.
http://www.case.org/
16
July 14, 2016
17. Board Operations/Policies:
YCCD Policies
HR policies
Independent auditor
Use of Information Systems policy
Tax Related policies
Update (1998 agreement)
Investment policy
Collections Management policy
Board Member policy
New Long-Term Strategic plan
Gift Acceptance policy
Fine tune what is currently established
17
July 14, 2016
18. Board Operations/Policies:
Clear Sense of Purpose & Direction
What, Who, When, Why
Sustainability and a Stronger Institution
Future Accreditation
American Alliance of Museums
Standards for Museums With Joint Governance require that the museums
clearly identify all the groups that are engaged in governance or provision
of these vital resources, and the responsibilities of each group
Leverage and Support
Future Fundraising
Large corporate donors
Credibility and Accountability
Reconnecting with local groups
18
July 14, 2016
19. Board Meeting Conduct:
Parliamentary procedures:
Safeguard the rights of the members
All members to reach informed decisions
Provide for effective, orderly and fair meetings
Allow for good record keeping and clarity of decisions
Keep meetings on task and focused on the business of the meeting
19
July 14, 2016
20. Board Meeting Conduct:
Motions:
To make a motion, some says; “I move we ___.”
A motion must have a second before discussion ensues
Some boards have a tendency to discuss business items prior to motions
being made
Once discussion is complete, the chair conducts the vote
The chair is responsible for ensuring clear responses, such as “All in favor, say
“aye’ or yes, opposed, say “nay” or “no”
The chair must declare the outcome: Motion carried or motion failed
The chair is responsible for ensuring all members have an opportunity to
participate in the discussion
20
July 14, 2016
21. Board Meeting Conduct:
Minutes:
Are the legal history of the meeting
Provide a formal record of deliberate proceedings
Provide a record of reports and decisions made at the meeting
Provide proof of financial actions
The secretary is responsible for preparing draft minutes of the proceedings
The members of the organization are responsible for ensuring accuracy of the
minutes and the approving them as the official record
21
July 14, 2016
22. Conflicts of Interest:
IRS From 1023, conflict arises when:
A person in a position of authority
May benefit personally from a decision he/she could make
Adoption of a conflict of interest policy is not required to keep tax exempt
status but is recommended
https://www.irs.gov/uac/about-form-1023
22
July 14, 2016
23. Conflicts of Interest:
Sanctions:
Conflicts that are not managed
May result in significant penalties
Penalties are called “intermediate sanctions”
Can be assessed against the organization and the individual who benefited
23
July 14, 2016
24. Conflicts of Interest:
Interested Person:
Any director, principal officer or member of a committee with a governing
board
With delegated power
Who has a direct or financial interest
Is an interested person
May benefit personally from a decision he/she could make
Adoption of a conflict of interest policy is not required to keep tax exempt
status but is recommended
24
July 14, 2016
25. Conflicts of Interest:
Financial Interest:
Ownership or investment interest in any entity in which the Organization has
a transaction or arrangement
Compensation arrangement with the Organization, entity or individual
Potential ownership or investment interest
25
July 14, 2016
26. Conflicts of Interest:
Your Responsibility:
When a conflict may exist
An interested person must disclose the existence of financial interest
Be given the opportunity to disclose material facts
26
July 14, 2016
27. Conflicts of Interest:
Best Practices:
Create awareness
Encourage disclosure of anything that MAY be a conflict
Create “culture of candor”
Take time at a board meeting at least yearly to discuss potential conflict
scenarios
Minutes of meetings should reflect disclosure of conflict or potential conflicts
Circulate a questionnaire each year to discover whether any board member
has or anticipates a future conflict
27
July 14, 2016
28. Conflicts of Interest:
Policy:
A policy is recommended
That requires:
Those with conflict or potential conflict to disclose the conflict
Prohibit interested board members from voting on matters where a conflict
exists
Complete annual IRS From 990
Addressing whether or not the organization has a conflict policy
How conflicts or potential conflicts are managed
28
July 14, 2016
29. Next Steps and Considerations:
Next Steps:
Bylaw committee – priority!
Future Considerations:
Strategic Planning/ Board Visioning
Finance and/or policy committee(s)?
29
July 14, 2016
30. Presenters:
Dr. George Boodrookas – MJC Foundation Executive Director
Dorothy Pimentel – YCCD Risk Manager
Arnold Chavez – Director of Great Valley Museum
Anne DeMartini – YCCD Trustee
Gina Leguria, J.D. – YCCD Vice Chancellor of Human
Resources
30
July 14, 2016
31. G R E A T V A L L E Y M U S E U M O F N A T U R A L
H I S T O R Y
F I R S T A N N U A L R E T R E A T
J U L Y 1 4 , 2 0 1 6
x
31