1 / 44

Organizational Standards in Virginia:

Organizational Standards in Virginia:. Organizational assessment to full implementation Office on Volunteerism and Community Service Matt Fitzgerald. Where We Are. Organizational Standards Created to ensure capacity to provide high-quality services

pbaca
Download Presentation

Organizational Standards in Virginia:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Organizational Standards in Virginia: Organizational assessment to full implementation Office on Volunteerism and Community Service Matt Fitzgerald

  2. Where We Are • Organizational Standards • Created to ensure capacity to provide high-quality services • 56 Standards were put forward by the CSBG Working Group • Implementation Framework Submitted to OCS

  3. Where We Are • Information Memorandum from OCS went out in March • 56 Standards, philosophy • Recommendations for moving forward

  4. Where We Are • Virginia’s 2015-16 State Plan • Included Organizational Standards • FY 2015 • Agencies Complete an Organizational Assessment • Training, Technical Assistance • Network Participation in Planning for Full Implementation • Monitoring Preparation

  5. Organizational Performance Standards (3 Themes and 9 Categories) • Maximum Feasible Participation • Consumer Input • Community Engagement • Community Assessment • Vision and Direction • Leadership • Governance • Strategic Planning • Operations and Accountability • Fiscal • Human Resources • Data and Analysis

  6. Organizational Self Assessments • Created by the Organizational Standards Center of Excellence • Public and Private PDF and Word Versions Available • Self-Assessment For Your Org. Planning Purposes • Also submitting to us so that we are aware of greatest needs for Training/TA

  7. Theme 1Maximum Feasible Participation • Consumer Input (1.1- Demonstrates low-income participation in its activities) • Why are we here? For services? • Changing lives • Participation in, leading, feeling like partners • Not just the Board • Look at whether the input is leading to anything, any changes or focusing

  8. Theme 1Maximum Feasible Participation • Consumer Input (1.2- analyzes info collected directly from low-income indiv.) • Constructive, focused community forums • Surveys/interviews (distribution, success/return, how used)

  9. Theme 1Maximum Feasible Participation • Consumer Input (1.3- Gather info on customer satisfaction) • Clear policies • Written procedures (updated based on success/failure) • Tools • Use of Results • What the Board has done with it

  10. Theme 1Maximum Feasible Participation • Community Engagement (2.1 Partnerships) • Who are your partners and how do you interact with them? • Binding documents? • Regional/local collaborative groups you participate in?

  11. Theme 1Maximum Feasible Participation • Community Engagement (2.2 utilizes info from key sectors of community • Clear effort to include all sectors of the community • Community-based orgs • Faith-based orgs • Private sector • Public sector • Educational institutions

  12. Theme 1Maximum Feasible Participation • Community Engagement (2.3 communication) • Having an actual plan for how communications are handled/prioritized • Tools to keep the community aware of successes • Event/volunteer opportunities on website • Easy to understand Annual Report • Social and traditional media

  13. Theme 1Maximum Feasible Participation • Community Engagement (2.4 Documenting volunteers) • Volunteer documentation is required for reports • Also for getting repeat volunteers • Shows a leveraging of the impact of your money

  14. Theme 1Maximum Feasible Participation • Community Assessment (3.1 Community Assessment) • Adequate mix of information • Not only needs, but assessing what resources you have/need to address them • Diverse set of tools for collecting • Not just identifying the needs you can serve • Clearly shows when it was completed for requirements

  15. Theme 1Maximum Feasible Participation • Community Assessment (3.2 Current data in all categories) • CCAP tool • Census data and other demographic info that covers 4 categories • Gender • Age • Race • Ethnicity

  16. Theme 1Maximum Feasible Participation • Community Assessment (3.3 collect and analyze qualitative and quantitative data) • Standard requires documentation of both types of data being used • Sign-in sheets from public forums, interview answer sheets • Data from Planning District Commissions, other partners, census, CCAP tool • Standard also requires minutes to show that the data was used in decision-making and planning

  17. Theme 1Maximum Feasible Participation • Community Assessment (3.4 Board approval) • The Board needs to approve the assessment, document in the minutes

  18. Theme 2Vision and Direction • Leadership (4.1 Mission statement review, addresses poverty, alignment of services) • A mission should be critically reviewed every 5 years • Is it clear that your mission addresses poverty? Is it about self-sufficiency? • Is it clear that the programs/services offered match with the mission?

  19. Theme 2Vision and Direction • Leadership (4.2 Action Plan is outcome based, tied to CA) • Action Plan grows from the Logic Model and Community Assessment A work plan is created to carry it out • OVCS will be looking for these 3 pieces in applications going forward (workplan, logic model, Comm Assess)

  20. Theme 2Vision and Direction • Leadership (4.3 ROMA or comparable, using a ROMA trainer) • Seek out a ROMA certified trainer (contact VACAP or Lil Dupree) • Utilize their expertise in incorporating the ROMA cycle into your organization • Assessment-planning-implementation-achievement of results-evaluation

  21. Theme 2Vision and Direction • Leadership (4.4 Succession Plan) • A written, board-approved succession plan is required • Absence and vacancy policies and procedures

  22. Theme 2Vision and Direction • Leadership (4.5 Organization-wide risk assessment) • Requirement is only to complete a Risk Assessment and report it to the Board. • Absence and vacancy policies and procedures • Just meeting the requirement in the short term is acceptable, but long term success requires a comprehensive assessment of every aspect of the organization

  23. Theme 2Vision and Direction • Governance (5.1 Governance according to the Act) • Tripartite Board (elected, selected, low-income rep) • Bylaws and minutes

  24. Theme 2Vision and Direction • Governance (5.2 ensuring low-income representation) • Written procedures to ensure selection process results in low-income representation • Board approval and review in policies/minutes/bylaws

  25. Theme 2Vision and Direction • Governance (5.3 bylaws reviewed by attorney every 5 years) • Governance (5.4 bylaws received every 2 years) • Governance (5.5 bylaws followed) • Governance (5.6 conflict of interest signed in past 2 years)

  26. Theme 2Vision and Direction • Governance (5.7 Orientation for board members within 6 months) • Should have policy/procedures for this, a training plan, and specific training materials to accomplish this • Board members should sign off to receiving this training • Governance (5.8 additional board training every 2 years) • No set type, no set way of delivering, just documentation that it occurred • Should be responsive to needs, possibly informed by Board

  27. Theme 2Vision and Direction • Governance (5.9 Board gets programmatic reports) • Whatever the Board deems as most helpful • Short summary of each program, more in-depth rotating program reports • Make it useful, not just to do it

  28. Theme 2Vision and Direction • Strategic Plan (6.1 (agency-wide, approved in last 5 years) • Strategic Plan (6.2 strategic plan aligns with CSBG Act) • Where you’re headed and how you will measure will result in the goals of the act • Reducing poverty, revitalizing communities, empowering people

  29. Theme 2Vision and Direction • Strategic Plan (6.3 addresses the 6 National Goals at Family, Agency, and Community levels) • May not be at all 3 levels, but within the 3 • Strategic planning ties to National Performance Indicators, to meeting substantive outcomes

  30. Theme 2Vision and Direction • Strategic Plan (6.4 included Comm Assessment data in strategic plan process) • Document that it was used, specific references to ways in which it was in notes • Strategic Plan (6.5 update on meeting goals within past 12 months) • Board minutes reflect that they were involved in all steps along ROMA cycle

  31. Theme 3Operations and Accountability • Human Resources (7.1 written policies reviewed by lawyer, approved by Board within past 5 years) • Actually have an invoice from an attorney that shows this review occurred • Human Resources (7.2 Employee Handbook or personnel policies) • Policy for how the handbook/personnel policies will be accessed • Where are they kept, who gets them and when, how are they updated?

  32. Theme 3Operations and Accountability • Human Resources (7.3 written job descriptions within last 5 years) • Your organization should have an updated/current organizational chart • Job descriptions should align with the org. chart • Human Resources (7.4 Yearly appraisal of CEO/ED performance) • Board minutes should reflect that this occurred • Develop an organizational standards checklist/format so that you can easily show items like this

  33. Theme 3Operations and Accountability • Human Resources (7.5 review of CEO/ED compensation each year) • Board minutes should align with contract info • Human Resources (7.6 written evaluation policy for employees) • Human Resources (7.7 board-approved whistleblower policy)

  34. Theme 3Operations and Accountability • Human Resources (7.8 new employee orientation within 60 days • Documentation of training, materials • Human Resources (7.9 provide staff development training) • Documentation of training, materials • Professional development plans • Employees need to receive ROMA training

  35. Theme 3Operations and Accountability • Financial Operations (8.1 annual audit requirements met) • Standard audit requirements, no additional documentation required • Financial Operations (8.2 assess and address audit findings) • Documentation of the management response to findings • Does your agency have written guidance on how you will handle audit issues?

  36. Theme 3Operations and Accountability • Financial Operations (8.3 presentation of the audit to the board) • Can be done in various ways, assessing now your process for documenting that it is presented • Financial Operations (8.4 board accepting audit) • Vote in minutes • Financial Operations (8.5 bids for audits within 5 years) • Needs to be in procurement policies that there will be a bid every 5 years • Maintain bid process documentation • Not for public

  37. Theme 3Operations and Accountability • Financial Operations (8.6 Annual Form 990 completed, board reviews) • Not for public • Financial Operations (8.7 Financial Reports to Board • Does your board receive and review these reports? Do you document the receipt/review? • Org-wide revenue/expenditure comparing budget to actual, by program • Balance sheet/statement of financial position

  38. Theme 3Operations and Accountability • Financial Operations (8.8 Payroll witholdings filings/payments on time) • Payroll documentation • All taxes, insurance, retirement documentation • Not for public • Financial Operations (8.9 Annual board approval of agency-wide budget) • Financial Operations (8.10 Review of fiscal policies every 2 years) • In policies/procedures • All changes board approved • Not for public

  39. Theme 3Operations and Accountability • Financial Operations (8.11 written procurement policy, board reviewed every 5 years) • Not for public • Financial Operations (8.12 document allocation of shared costs) • Indirect cost rate or cost allocation plan • Not for public • Financial Operations (8.13 record retention/destruction policy) • Electronic and physical policy

  40. Theme 3Operations and Accountability • Data and Analysis (9.1 and 9.2, tracking of services) • Can be system, systems, any method that allows for collection and reporting • This is the minimum need, not the ideal • Ability to track outcomes at all 3 levels (family, agency, community) • Data and Analysis (9.3 analyze outcomes) • Within past 12 months minimum • Document staff and board analysis/review

  41. Theme 3Operations and Accountability • Data and Analysis (9.4 Submits annual IS survey data report) • New outcome form is directly taken from the annual IS survey

  42. Items that have been targeted as taking longer to implement • 4.5: Agency-wide Risk Assessment • 5.3: Bylaws review by an attorney • 6.1 – 6.5: Agency-wide Strategic Planning • 7.1: Attorney Review of Personnel Policies • 7.3: Current written job descriptions • 8.5: Audit Procurement • 8.9: Agency-wide Budget

  43. Expectations • Completion of organizational assessment • Submittal to OVCS • Creation of an action plan for standards that require work • OVCS will review on monitoring • Additional trainings will be identified/offered this year • Participation opportunities for full implementation of organizational standards available • Serve on task force • Will be webinars and surveys

  44. Questions? • Contact Matt Fitzgerald (804-726-7142) • Matt.fitzgerald@dss.virginia.gov

More Related