Guild for the Blind Board of Directors Information Mission
Guild for the Blind Board of Directors Information Mission Mission Statement Profile of the Organization History Organizational Chart Guild Programs Regulatory and Structural Information Articles of Incorporation Bylaws Board Member Roles and Responsibilities Long Range or Strategic Plan Annual Budget (link to PDF) Board Roster Policies Financial Policy and Procedures Gift Acceptance Policy Investment Policy Staff Policy Manual Conflict of Interest Policy Critical Incident Policy Sexual Unlawful Harassment Policy Grievance Policy Emergency Procedures Procedures Fiscal Year 2012 Board Meetings Board Self-Assessment Survey Mission Statement Through the recognition of individual strengths and aspirations, the Guild for Blind offers alternative perspectives for living with vision loss. Working together, we tailor our training and support to help every person realize their potential. The Guild for the Blind – A Proud History 1947 Founded as the Catholic Guild for the Blind by William F. Lynch at the request of Samuel Cardinal Stritch, the Guild’s mission is to serve members of the Chicago Archdiocese who are blind. Initial activities include preparing the Mass in braille and publishing a magazine about Church issues. The Ave Maria Guild, the volunteers who helped with this work, is the source of the Guild’s name. 1953 The Guild begins transcribing children's textbooks into braille for blind children mainstreaming into Catholic schools, coordinating with Catholic Charities of Chicago in this endeavor. Volunteers produce all of the braille by hand. 1958 The Guild expands its transcription services to include small projects in large print and on audiotape. 1960 The Recording Center and Large Print Center are established to transcribe printed material into an accessible format for people who are blind or visually impaired. The Guild becomes a non-sectarian agency serving adults and children of all faiths. 1976 The Consumer Product Center is opened to provide adults who are blind or visually impaired with a variety of tools and aids to assist them in everyday tasks. 1979 The purchase of a high-speed braille embosser leads to the opening of the Braille Production Center, allowing projects to be transcribed and mass-produced using machines instead of by hand. 1983 The Guild initiates Phonotes, the free weekly recorded listing of sales at grocery, pharmacy, department and specialty stores in the Chicago area. 1991 The Guild opens the Robert Stone Center for Adaptive Technology to teach adults who are blind or visually impaired to use computers with adaptive technology (voice synthesized screen reading software and screen magnification). The Guild expands its educational programs during the 1990s to include seminars for children, adults, and seniors. Braille instruction is also introduced. 1992 The Guild begins publishing Guild Briefs, a free monthly newsletter that highlights articles and programs of interest to people who are blind or visually impaired. 2003 The Guild changes its name to Guild for the Blind to serve as many people as possible. The Guild launches three strategic initiatives to better serve its members. These initiatives are Employment Connection professional readiness program, New Visions adult rehabilitation program and the Information and Referral program. The Guild continues to operate the Stone Center and the Consumer Product Center in support of its strategic initiatives. All of the Guild’s programs focus on providing individuals with the education, resources, and skills necessary to preserve their independence and pursue career advancement. Guild for the Blind Organizational Chart July 2011 Everything You Wanted To Know About Guild Programs But Were Afraid To Ask Below are a listing of current Guild programs and services. Please do not hesitate to contact any Guild staff member for more information. The Counseling Center Lauri Dishman, Manager of Counseling Services The Guild’s Counseling Center began as the Career Services program. Lauri, who is a licensed clinical practicing counselor, provided career counseling to adults seeking employment. She found that many participants had not emotionally adjusted to their vision loss. We offer both group and individual counseling and support for family and caregivers. We continue to offer career counseling and a three-week course for people with little or no work experience. Programs Looking Ahead – 13 week group counseling program Stepping Ahead – a participant-directed, monthly support group open to graduates of Looking Ahead to assist in goal setting and provide on-going mutual support. Retinitis Pigmentosa support group – two groups meet monthly to discuss relevant topics to people with this eye condition. Creating Employment Opportunities (CEO) – Three week course is designed for people with little or no work experience to prepare them to seek employment independently. Employment Connection -- individual career counseling to help those with work experience to set a career goal and provides them with the training and resources to reach their goal. Other workshops – periodic workshops are also conducted on socialization, disability rights and employment resources. The Robert Stone Center for Adaptive Technology David Flament, Manager of Adaptive Technology Services The Guild has been offering adaptive technology training for more than 20 years. Adaptive technology allows people with vision loss to use common software, surf the Internet, send and receive e-mail by using screen-magnification (ZoomText or MAGic) or screen-reading (JAWS for Windows or Window-Eyes) software. The Guild provides training using screen-reading and screen-magnification software with Microsoft Word, Excel, Outlook and Internet Explorer. In addition, the Guild offers programs on digital imaging systems, cell phones and other specialized topics and software. Programs Self-paced tutorials – learn keyboarding skills or reinforce classroom training. Classes – Four-week courses on using adaptive technology with MS Word, Excel, Internet Explorer and email. One-day classes – Four-and-a-half hour, hands-on training on a specific topic, such as online shopping, Facebook or MS Outlook Overview. Workshops –two-hour workshops on various topics including digital imaging systems, screen readers or Windows accessibility. Individual training – providing on- and off-site training to Guild members or clients of the Department of Veteran Affairs. Guild 57 – Stimulus-funded program to provide adaptive technology training to people with vision loss outside of the Chicago metropolitan area in fiscal years 2010 and 2011. Guild Technology Solutions – Technology Solutions is a one-day conference offering speakers, workshops and vendor displays on the latest in adaptive technology. Independent Living Services Polly Abbott, Director of Adult Rehabilitation Kathy Austin, Associate Manager of Adult Rehabilitation Brian Hollandsworth, Consumer Product Center Coordinator The Guild for the Blind offers daily living skills education and training for people with vision loss. Much of this training is offered in partnership with community organizations at their site. The Guild’s Consumer Product Center offers assistive aids such as talking products, tactile markers, large print calendars, etc. Magnification options such as hand-held magnifiers and video magnifiers, along with lighting products, are also available. Staff assists customers to select products that will work for them. The Product center is often the doorway to information about other avenues of vision rehabilitation. Programs New Visions – community based educational workshops offered through a series of three 60-minute sessions. The three workshops are: “Where Did I Put It?:” Labeling and Organizing, Magnifier Madness and Maintaining Your Lifestyle. New Visions is often a first introduction to the tools, training and resources available to help someone with vision loss live independently. Next Steps – Next Steps workshops focus on a specific area of rehabilitation training. Programs are offered both at the Guild and at community sites. Workshops range from two hours to thirty hours of training. Some current workshops include: More than Just an Elbow: Using a Sighted Guide, Beginning Braille, Handwriting, Dining with Confidence, Home Safety and Kitchen Skills. New workshops are often developed to suit the needs of a particular group (stress management, guide dog lifestyle, and gardening). Vision Exchange—support for professionals and community partners who lead support groups for people with vision loss. Vision Exchange is an on-line listserv as well as an annual one-day meeting for professional development and networking: [email protected]. Information and Referral Service Kathy Austin, Associate Manager of Adult Rehabilitation The Guild offers many options for people with vision loss and their families to find resources to help them adjust and thrive. Guild staff answers inquiries via phone, email and walk-in consultation and referral to the appropriate internal and/or external resources. We also produce two newsletters and offer two online discussion groups to disseminate information. Newsletters Guild Briefs – the Guild’s popular monthly newsletter providing information on Guild programs, new technology and services, as well as information on research and recreational opportunities. Tech Times – quarterly newsletter on adaptive technology. List Serves Tech Exchange – Listserv for Guild members to exchange information on adaptive technology. Vision Exchange – Online discussion group for support group leaders Volunteer Services Kathy Austin Associate Manager of Rehabilitation Services The Guild receives the support from over 20 active volunteers and interns. These volunteers provide our staff and Guild members with additional services and administrative support. Masters-level psychology students provide counseling and help co-facilitate support groups. Tech tutors offer technology assistance in person or via phone to members needing assistance with adaptive technology. Volunteers, who are also Guild members with vision loss, man our front desk, allowing them to gain valuable experience in an office environment helping them to achieve their employment goals. Other volunteers help us with special events, social media and other communication projects. Articles of Incorporation BY-LAWS GUILD FOR THE BLIND OF CHICAGO (INCORPORATED) ARTICLE I: NAME, SEAL AND PRINCIPAL OFFICE Section 1. Name of Corporation. The name of this corporation shall be GUILD FOR THE BLIND OF CHICAGO (INCORPORATED). Section 2. Seal of Corporation. The seal of this corporation shall be in the form of a circle and shall bear the name of the corporation and the words "Corporate Seal". Section 3. Principal Office. The principal office of the corporation shall be located in the City of Chicago, County of Cook, State of Illinois, except as otherwise required by resolution of the corporation. All of its books and records shall be kept at the principal office of the corporation. ARTICLE II: PURPOSE The purpose or purposes for which the corporation is organized are: a) To organize, finance, operate and maintain self-help and other programs for people who are blind or visually impaired. b) To exercise any and all powers now or hereafter granted by the General Not-For-Profit Corporation Act of the State of Illinois which may be necessary or appropriate to effectuate any and all of the foregoing purposes and to aid and assist in general the cause of people who are blind or visually impaired. d) No part of the net income of the corporation shall inure to the benefit of any member, trustee, officer, or employee of the corporation or any other private individual; no member, trustee, director, officer or employee of the corporation shall receive or be lawfully entitled to receive any pecuniary benefit of any kind except reasonable compensation for services effecting one or more purposes of the corporation. e) The corporation shall not engage in any political campaign on behalf of any candidate for public office. f) Upon dissolution of the corporation, and prior to the completion thereof, all liabilities and obligations of the corporation shall be paid, satisfied, and discharged, and all the remaining assets, property, or income owned or held by the corporation shall be expended for or applied to the purposes of the corporation or one or more such purposes by transferring and conveying such assets, property and income in accordance with the provisions of the General Not-For-Profit Corporation Act, to one or more corporations, agencies, or organizations organized and operated exclusively for religious, charitable, scientific, literary or educational purposes to which exemption from income taxes has been granted under Section 501(c)(3) of the Internal Revenue Code of 1954 as amended or comparable provisions of prior or subsequent federal income tax laws relating thereto. ARTICLE III: MEMBERS The Corporation shall have no members entitled to vote. ARTICLE IV: BOARD OF DIRECTORS Section 1. General Powers. The affairs of the corporation shall be managed by its board of directors. Section 2. Number, Tenure and Qualifications. The number of directors shall not be fewer than nine or more than thirteen as set by the board of directors at a regular or special meeting. Each director shall hold office for a term of three years, and shall be eligible for an additional three-year term. After the second term, a director shall wait at least one year before he or she will be eligible for board service. Directors shall be elected so that the terms of approximately one-third of the directors expire each year. The Guild shall endeavor to have at least three directors who are blind or visually impaired. Each director shall hold office until his or her successor has been elected and qualified. Directors need not be residents of Illinois. Section 3. Election of Directors. New board members shall be elected by a majority of current board members. New board members shall take office immediately following their election and serve the remainder of fiscal year. They shall then be eligible for two full terms as enumerated above. Elected board members are encouraged to attend all board meetings, but will only have the right to vote once their term begins. Section 4. Number of Meetings: The board of directors will endeavor to meet at least once per quarter during the year. Section 5. Special Meetings. Special meetings of the board of directors may be called by or at the request of the president or any two directors. The person or persons authorized to call special meetings of the board may fix any place, either within or without the State of Illinois, as the place for holding any special meeting of the board called by them. Section 6. Notice. Notice of any meeting of the board of directors shall be given at least five days previously thereto by written notice delivered personally or sent by mail or telegram or electronic mail or other means of electronic transmission to each director at his or her address as shown by the records of the corporation. If mailed, such notice shall be deemed to be delivered when deposited in the United States mail in a sealed envelope so addressed, with postage thereon prepaid. If notice be given by telegram, such notice shall be deemed to be delivered when the telegram is delivered to the telegraph company. If sent by electronic mail or other means of electronic transmission, such notice shall be deemed to be given upon direction to electronic mail or other electronic address of record of the director. Any director may waive notice of any meeting. The attendance of a director at any meeting shall constitute a waiver of notice of such meeting, except where a director attends a meeting for the express purpose of objecting to the transaction of any business because the meeting is not lawfully called or convened neither the business to be transacted at, nor the purpose of, any regular or special meeting of the board need be specified in the notice or waiver of notice of such meeting, unless specifically required by law or by these by-laws. Section 7. Quorum. A majority of the board of directors shall constitute a quorum for the transaction of business at any meeting of the board, provided, that if less than a majority of the directors are present at said meeting, a majority of the directors present may adjourn the meeting from time to time without further notice. Section 8. Manner of Acting. The act of a majority of the directors present at a meeting at which a quorum is present shall be the act of the board of directors, except where otherwise provided by law or by these by-laws. Section 9. Informal Action by Directors. Unless otherwise restricted by the Articles of Incorporation, any action required or permitted to be taken at any meeting of the Board of Directors, or any committee, may be taken without a meeting if consent in writing, setting forth the action so taken, shall be signed by all of the Directors. The writing or writings or electronic transmission or transmissions are filed with the minutes of the proceedings of the Board of Directors or committee. Such filings shall be in paper form if the minutes are maintained in paper form or in electronic form if the minutes are maintained in electronic form. Any such consent signed by all the Directors or all committee members, as the case may be, shall have the same effect as a unanimous vote and may be stated as such in any document filed with the Secretary of State of the State of Illinois under the Not for Profit Corporation Act. Section 10. Use of Conference Telephone or Other Interactive Technology. Members of the Board of Directors, or any committee, may participate in and act at any meeting of the Board of Directors, or committee, by means of a conference telephone or other similar interactive technology, including, but not limited to, electronic transmission, Internet usage, or remote communication, so long as all persons participating in the meeting can communicate with each other, and such participation shall constitute presence in person at such meeting. Section 11. Vacancies. Any vacancy occurring in the board of directors or any directorship to be filled by reason of an increase in the number of directors, shall be filled by the board of directors. A director elected to fill a vacancy shall be elected for the unexpired term of his or her predecessor in office. Section 12. Resignation. Any Director may resign at any time by giving written notice, notice by facsimile, notice by electronic mail, or notice by other means of electronic transmission to the Board of Directors, the President, or the Secretary. Such resignation shall take effect when the notice is delivered unless the notice specifies a future date. Unless otherwise specified therein, the acceptance of such resignation shall not be necessary to make it effective. Section 13. Suspension of a Director. Any member of the board of directors who misses two meetings in any calendar year may be suspended from the board of directors upon a majority vote of the remaining directors. If such director is not reinstated by a majority vote of the board of directors within six months after suspension, then such suspension shall become permanent and his or her seat on the board of directors shall be deemed to be vacated. Section 14. Removal of a Director. Any member of the board of directors may be removed, with or without cause, by the affirmative vote of a majority of the Directors then in office present and voting at a meeting of the Board of Directors at which a quorum is present. Such action shall be taken at a regular meeting of the Board of Directors or at a special meeting called for such purpose, and the proposed removal shall be set forth in the notice of any such special meeting, given at least twenty days prior to the special meeting. Section 15. Compensation. Directors as such shall not receive any stated salaries for their services, but by resolution of the board of directors, a fixed sum and expenses of attendance, if any, may be allowed for attendance at each regular or special meeting of the board; provided, that nothing herein contained shall be construed to preclude any director from serving the corporation in any other capacity and receiving compensation therefor. Section 16. Fidelity Bonds. The board of directors may require that any officers and employees of the corporation handling or responsible for corporate or trust funds shall furnish adequate fidelity bonds. The premiums on such bonds shall be paid by the corporation. ARTICLE V: OFFICERS Section 1. Officers. The officers of the board of directors shall be a president, one or more vice presidents (the number thereof to be determined by the board of directors), a treasurer, a secretary and such other officers as may be elected in accordance with the provisions of this article. The board of directors may elect or appoint such other officers, including one or more assistant secretaries and one or more assistant treasurers, as it shall deem desirable, such officers to have the authority to perform the duties prescribed, from time to time, by the board of directors. Any two or more offices may be held by the same person, except the offices of president and secretary. Section 2. Election and Term of Office. The officers of the corporation shall be elected annually by the board of directors at the regular annual meeting of the board of directors. If the election of officers shall not be held at such meeting, such election shall be held as soon thereafter as conveniently may be. Vacancies may be filled or new offices created and filled at any meeting of the board of directors. Each officer shall hold office until his or her successor shall have been duly elected and shall have qualified. Section 3. Removal. Any officer or agent elected or appointed by the board of directors may be removed by the board of directors whenever in its judgment the best interests of the corporation would be served thereby, but such removal shall be without prejudice to the contract rights, if any, of the person so removed. Violation of any policies adopted by the board of directors may be grounds for removal. Section 4. Vacancies. A vacancy in any office because of death, resignation, removal, disqualification or otherwise, may be filled by the board of directors for the unexpired portion of the term. Section 5. President. The president shall be the principal executive officer of the corporation and shall in general supervise and control all of the business and affairs of the corporation. He or she may sign, with the secretary or any other proper officer of the corporation authorized by the board of directors, any deeds, mortgages, bonds, contracts, or other instruments which the board of directors have authorized to be executed, and may make gifts or donations to any organization or institution authorized by this corporation’s Articles of Incorporation to be the beneficiary of such aid, except in cases where the signing and execution thereof or the right to make such gifts or donations shall be expressly delegated by the board of directors or by these by-laws or by statute to some other officer or agent of the corporation; and in general shall perform all duties incident to the office of president and such other duties as may be prescribed by the board of directors from time to time. Section 6. Vice President. In the absence of the president or in the event of his or her inability or refusal to act, the vice president (or in the event there be more than one vice president, the vice presidents, in the order designated, or in the absence of any designation, then in the order of their of their election) shall perform the duties of the president, and when so acting, shall have all the powers of and be subject to all the restrictions, upon the president. Any vice president shall perform such other duties as from time to time be assigned to him or her by the president or by the board of directors. Section 7. Treasurer. If required by the board of directors, the treasurer shall give a bond for the faithful discharge of his or her duties in such sum and with such surety or sureties as the board of directors shall determine. He or she shall have charge and custody of and be responsible for all funds and securities of the corporation; receive and give receipts for moneys due and payable to the corporation from any source whatsoever, and deposit all such moneys in the name of the corporation in such banks, trust companies or other depositaries as shall be selected in accordance with the provisions of Article VIII of these by-laws; and in general perform all the duties incident to the office of treasurer and such other duties as from time to time may be assigned to him or her by the president or by the board of directors. Section 8. Secretary. The secretary shall keep the minutes of the meetings of the board of directors in one or more books provided for that purpose; see that all notices are duly given in accordance with the provisions of these by-laws or as required by law; be custodian of the corporate records and of the seal of the corporation and see that the seal of the corporation is affixed to all documents, the execution of which on behalf of the corporation under its seal is duly authorized in accordance with the provisions of these by-laws; keep a register of the post office address of each member which shall be furnished to the secretary by such member; and in general perform all duties incident to the office of secretary and such other duties as from time to time may be assigned to him or her by the president or by the board of directors. Section 9. Assistant Treasurers and Assistant Secretaries. If required by the board of directors, the assistant treasurers shall give bonds for the faithful discharge of their duties in such sums and with such sureties as the board of directors shall determine. The assistant treasurers and assistant secretaries, in general, shall perform such duties as shall be assigned to them by the treasurer or the secretary or by the president or the board of directors. Section 10. Additional Duties. The officers of the corporation shall perform such other duties and functions as may from time to time be required by the board of directors or by the by-laws of the corporation. Section 11. Additional Personnel. The board of directors may appoint such professional, technical and clerical assistants as are necessary for the proper performance of the duties and functions of the corporation, define their duties, and pay such salaries or compensation therefor as may be approved by the board of directors. ARTICLE VI: COMMITTEES Section 1. Committees of Directors. The board of directors, by resolution adopted by a majority of the directors in office, may designate one or more committees, each of which shall consist of two or more directors, which committees, to the extent provided in said resolution, shall have and exercise the authority of the board of directors in the management of the corporation; but the designation of such committees and the delegation thereto of authority shall not operate to relieve the board of directors, or any individual director, of any responsibility imposed upon it or him or her by law. Section 2. Other Committees. Other committees not having and exercising the authority of the board of directors in the management of the corporation may be designated by a resolution adopted by a majority of the directors present at a meeting at which a quorum is present. Except as otherwise provided in such resolution, the president of the corporation shall appoint the members thereof. Any members thereof may be removed by the person or persons authorized to appoint such member whenever in their judgement the best interests of the corporation shall be served by such removal. Section 3. Term of Office. Each member of a committee shall continue as such until the next annual meeting of the members of the corporation and until his or her successor is appointed or he or she resigns, unless the committee shall be sooner terminated or unless such member be removed from such committee, or unless such member shall cease to qualify as a member thereof. Section 4. Chair. One member of each committee shall be appointed chair. Section 5. Vacancies. Vacancies in the membership of any committee may be filled by appointments made in the same manner as provided in the case of the original appointments. Section 6. Quorum. Unless otherwise provided in the resolution of the board of directors designating a committee, a majority of the whole committee shall constitute a quorum and the act of a majority of the members present at a meeting at which a quorum is present shall be the act of the committee. Section 7. Rules. Each committee may adopt rules for its own government not inconsistent with these by-laws or with rules adopted by the board of directors a proposed draft of which is to be submitted to the members of the board of directors prior to approval by the committee. ARTICLE VII: CONTRACTS, CHECKS, DEPOSITS AND INVESTMENTS Section 1. Contracts. The board of directors may authorize any officer or officers, agent or agents of the corporation, in addition to the officers so authorized by these by-laws, to enter into any contract or execute and deliver any instrument in the name of and on behalf of the corporation such authority may be general or confined to specific instances. Section 2. Checks, Drafts, etc. All checks, drafts, or other orders for the payment of money, notes or other evidences of indebtedness issued in the name of the corporation, shall be signed by such officer or officers, agent or agents of the corporation and in such manner as shall from time to time be determined by resolution of the board of directors. In the absence of such determination by the board of directors, such instruments shall be signed by the treasurer or an assistant treasurer and countersigned by the president or a vice president of the corporation. Section 3. Deposits. All funds of the corporation shall be deposited from time to time to the credit of the corporation in such banks, trust companies or other depositaries as the board of directors may select. Section 4. Gifts. The board of directors or its agents may accept on behalf of the corporation any contribution, gift, bequest or devise for the general purposes or for any special purpose of the corporation that is in compliance with the gift acceptance policy. Section 5. Investments. The Board of Directors shall manage, invest, operate, deal in and with, and conserve the property of the Corporation, and may retain any or all of the assets transferred to the Corporation by gift or bequest; provided, however, that the exercise of any of such powers shall not in any way conflict with the purposes of the Corporation as stated in its Articles of Incorporation, and such powers shall not be exercised so as to cause the Corporation to lose its qualification as an exempt organization under Section 501(c)(3) of the Code. ARTICLE VIII: BOOKS AND RECORDS. Section 1. Books and Records. The corporation shall keep correct and complete books and records of account and shall also keep minutes of the proceedings of its members, board of directors and committees having any of the authority of the board of directors, and shall keep at the registered or principal office. ARTICLE IX: FISCAL YEAR The fiscal year of the corporation shall begin on the first day July and end on the last day of June in each year. ARTICLE X: INDEMNIFICATION OF OFFICERS, DIRECTORS AND AGENTS Section 1. The corporation shall have power to indemnify any person who was or is a party or is threatened to be made a party to any threatened, pending or completed action, suit or proceeding, whether civil, criminal, administrative or investigative (other than an action by or in the right of the corporation) by reason of the fact that he is or was a director, officer, employee or agent of the corporation, partnership, joint venture, trust or other enterprise; against expenses (including attorneys' fees), judgments, fines and amounts paid in settlement actually and reasonably incurred by him or her in connection with such action, suit or proceeding if he acted in good faith and in a manner he reasonably believed to be in or not opposed to the best interests of the corporation, and, with respect to any criminal action or proceeding, had no reasonable cause to believe his or her conduct was unlawful. The termination of any action, suit or proceeding by judgment or settlement, conviction or upon a plea of nolo contendere or its equivalent, shall not, of itself, create a presumption that the person did not act in good faith and in a manner which he reasonably believed to be in or not opposed to the best interest of the corporation, and with respect to any criminal action or proceeding, had reasonable cause to believe his or her conduct was unlawful. Section 2. The corporation shall have power to indemnify any person who was or is a party or is threatened to be made a party to any threatened, pending or completed action or suit by or in the right of the corporation to procure a judgment in its favor by reason of the fact that he is or was a director, officer, employee or agent of the corporation, or is or was serving at the request of the corporation as a director, officer, employee or agent of another corporation, partnership, joint venture, trust or other enterprises against expenses (including attorneys' fees) actually and reasonably incurred by him or her in connection with the defense or settlement of such action or suit if he acted in good faith and in a manner he reasonably believed to be in or not opposed to the best interests of the corporation and except that no indemnification shall be made in respect of any claim, issue or matter as to which such persons shall have been adjudged to be liable for negligence or misconduct in the performance of his or her duty to the corporation unless and only to the extent that the court in which such action or suit was brought shall determine upon application that despite the adjudication of liability but in view of all circumstances of the case, such person is fairly and reasonably entitled to indemnity for such expenses which the court shall deem proper. Section 3. To the extent that a director, officer, employee or agent of a corporation has been successful on the merits or otherwise in defense of any action, suit or proceeding referred to in Sections 1 and 2, or in defense of any claim, issue or matter therein, he shall be indemnified against expenses (including attorneys' fees) actually and reasonably incurred by him or her in connection therewith. Section 4. Any indemnification under Sections 1 and 2 (unless ordered by a court) shall be made by the corporation only as authorized in the specific case upon a determination that indemnification of the director, officer, employee or agent is proper in the circumstances because he has met the applicable standard of conduct set forth in Sections 1 and 2. Such determination shall be made (a) by the board of directors by a majority vote of a quorum consisting of directors who were not parties to such action, suit or proceeding, or (b) if such a quorum is not obtainable, or, even if obtainable, a quorum of disinterested directors so directs, by independent legal counsel in a written opinion, or (c) by the shareholders. Section 5. The indemnification provided by this article shall not be deemed exclusive of any other rights to which those indemnified may be entitled under any contract, agreement, vote of shareholders or disinterested directors or otherwise, both as to action in his or her official capacity and as to action in another capacity while holding such office, and shall continue as to a person who has ceased to be a director, officer, employee or agent and shall inure to the benefit of the heirs, executors and administrators of such a person. Section 6. The corporation shall have power to purchase and maintain insurance on behalf of any person who is or was a director, officer, employee or agent of the corporation, or is or was serving at the request of the corporation as a director, officer, employee or agent of another corporation, partnership, joint venture, trust or other enterprises against any liability asserted against him or her and incurred by him or her in any such capacity, or arising out of his or her status as such, whether or not the corporation would have the power to indemnify him or her against such liability under the provisions of this article. ARTICLE XI: WAIVER OF NOTICE Whenever any notice whatever is required to be given under the provisions of the General Not-ForProfit Corporation Act of Illinois or under the provisions of the Articles of Incorporation or by-laws of the corporation, a waiver thereof in writing signed by the person or persons entitled to such notice, whether before or after the time stated therein, shall be deemed equivalent to the giving of such notice. ARTICLE XII: AMENDMENTS TO BYLAWS Section 1. Amendments by the Board of Directors. These Bylaws may be altered, amended or repealed and new Bylaws adopted by the Board of Directors. ARTICLE XIII: MISCELLANEOUS Section 1. Definitions. In addition to the terms defined elsewhere in these Bylaws, the following terms shall have the following meanings when used herein: "Articles of Incorporation" means the Articles of Incorporation of the Corporation filed with the Secretary of State of the State of Illinois on 13th day of June, 1949 and any amendments thereto. "Code" means the Internal Revenue Code of 1986, as amended, and shall include corresponding provisions of future federal tax laws, all as from time to time in effect. "Director" means a member of the Board of Directors. "Not for Profit Corporation Act" means the Illinois General Not for Profit Corporation Act of 1986, as amended. Section 2. Writings. Any action required in these Bylaws to be "written," to be "in writing," to have "written consent," to have "written approval," and the like by or of Directors or committee members shall include any communication transmitted or received by facsimile, electronic mail, or other means of electronic transmission. Adopted August 23, 2006 Revised October 22, 2008 Guild for the Blind Board of Directors Roles and Responsibilities Prepare for, attend and participate in four quarterly Board meetings Become familiar with Guild senior staff and programs, current and proposed Serve on at least one Board committee Act as a fiduciary steward for the institution Participate in Guild’s major gifts solicitation efforts Assist in making policies governing the nature of services offered and their delivery Provide insights and serve as a consulting resource in your area of professional expertise Make a minimum $1,000 contribution to the Annual Fund Make a contribution to special fundraising projects or events authorized by the Board Provide contacts for pro bono services, entrée to potential funders and/or providers of in-kind support Utilize your professional and personal contacts to educate more people about the mission of the Guild for the Blind Attend all Board sponsored events Hold in confidence all proprietary information given to Directors Strategic Plan Goals and Strategies Goal I: Programs and Services Build comprehensive, integrated vision rehabilitation programs and services to meet the needs of people with vision loss and to further the mission of the Guild. Objective A: Develop and implement vision rehabilitation services that meet the needs of people with vision loss in the Chicago metropolitan area. Strategy 1: Integrate program planning into the overall activities of the Guild; ensuring client input is included in this process Tactics: a) Develop logic models for all programs b) Develop efficient and effective tools to measure outcomes c) Develop and implement meaningful program evaluations d) Develop a method to review evaluations and use results to strengthen programs e) Review program offerings twice a year to ensure Guild is providing a variety of training opportunities in independent living, technology, social, and emotional to meet the needs of our clients. f) Use the Guild database to track the participation and progress of individuals in classes and workshops to determine the popularity of programs and assist in identifying new program opportunities. Strategy 2: Develop a systematic approach to case management that will ensure individual client needs Tactics: a) Determine requirements for clients to qualify for case management b) Develop a procedure for assigning Guild staff members as case managers to participants of Guild programs (on-site). Each case manager will act as the primary contact and be responsible for providing information to the members to ensure awareness and facilitate coordination of all services at the Guild Case managers will also provide referral information when client needs cannot be met through Guild programs. c) Develop a procedure for prioritizing client need. d) Develop and implement procedure for reviewing active cases monthly as well as satisfying DHS staffing requirements. e) Use the Guild database to record the activities of clients with open cases to facilitate case management Strategy 3: Increase number of clients to all programs Tactics: a) Develop and strengthen relationships with referral sources such as DHS, VA and other community partners. b) Pursue possibility of having a DHS counselor stationed at the Guild c) Create partnerships with local eye care professionals to establish a referral system. d) Explore ways to reach out to unserved audiences e) Explore TVIs as a possible new audience Strategy 4: Provide a varied schedule of creative, practical educational, training and counseling opportunities Tactics: All Programs: a) Offer interdepartmental workshops at Guild b) Partner with community or other professionals to provide workshops on and/or off-site. c) Develop dual staff offerings to increase Saturday programming Adaptive Technology Services: a) Explore and evaluate sources for new client referrals the fit within possible revenue streams. b) Determine need for second instructor. This includes determining need, expected number of referrals, increases in service (both classroom and individual) and funding. Explore splitting this position with Independent Living Skills Program. c) Develop a process for encouraging and identifying members with special technology skills to volunteer as tutors for other members. d) Increase the number of workshops and one-day classes on the latest adaptive technology such as iPhone, DIS, etc. e) Expand the topics that are covered in classes, workshops and one-day classes. f) Update the curriculum to reflect changes in technology g) Explore the option of recruiting interns from IT programs to expand tutoring services. h) Explore the possibility of providing training to TVIs in using adaptive technology. Work to build a relationship with TVIs. Counseling Center a) Continue to create innovative groups, workshops and programs to reflect good mental health and positive adjustment to vision loss. b) Develop groups to target specific populations or eye-conditions. c) Bring in graduate-level intern(s) to provide counseling assistance d) Expand services offered to families and caregivers. Either through continuing existing support group or through other means of communication (e.g. ListServ) e) Investigate the feasibility of creating a mentoring program which will match members having challenges in the adjustment process with those who are already adjusted. Independent Living Services a) Continue to conduct New Visions and Next Steps programs throughout the Chicago and suburban area. b) Increase amount of direct training offered through small groups both on and off-site. Include multi-session workshops covering a balance of rehab areas. c) Explore possibility of adding individual training as a regular service. d) Seek reimbursement for ILS training from DHS for BBS clients. e) Develop partnerships with off-site locations to offer kitchen skills training involving a stove and oven as well as other hands-on intensive training to small groups. f) Maintain and promote listserv VisionExchange to promote ILS services to community partners. Build relationships with support groups leaders. g) Explore options for adding a new position to department. Look at a shared new hire with ATS department and possibility of using interns to assist with small group training. Orientation and Mobility h) Determine number of clients to be served based on available funding. i) Retain a pool of free-lance COMS to respond to geographically changing demand for services. j) Offer group seminars on mobility topics: mobility in the workplace, human guide, guide dog informational workshops, savvy socializing k) Provide a professional development workshop for Orientation and Mobility Specialists associated with the Guild. Consumer Product Center l) Develop and foster relationships with area vendors to showcase new products in CPC. m) Explore new name possibilities for the CPC to revitalize interest in products and related services. n) Coordinate integration of CPC data and procedures into new database. Develop and implement a new way of listing items to make it easier to locate them. o) Explore and develop ways for CPC to be a part of other department workshops such as Looking Ahead, Guild Tech Solutions, and New Visions to promote products and give members hands-on experience with helpful, adapted items. p) Investigate ways to enhance product center and create a unique niche in this service area to differentiate from other organizations that have product centers. q) Investigate becoming a dealer for selected products. Goal II: Personnel Attract, reward, and retain qualified professional staff that fully embraces the Guild's service philosophy and mission. Foster greater board/staff collaboration to advance Guild goals. Objective A: Maintain an organizational structure that accurately reflects organizational needs, staff responsibilities and qualifications Strategy 1: Monitor and update jobs to ensure each position is assigned appropriate ratings and the salary commensurate with duties and experience. Tactics: a) Review all positions yearly and update position descriptions and ratings as necessary b) Perform evaluation of each new position description to assign ratings and salary range c) Use ratings and salary range on position description to determine salary offer for any new hires Strategy 2: Develop a system to determine and prioritize new staffing needs Objective B: Provide ongoing evaluation and recognition of staff achievement Strategy 1: Develop and implement procedure for setting staff goals that reflect organizational priorities, conducting yearly performance evaluations, and a system for determining compensation. Tactics: a) Implement the revised evaluation form—incorporating tactics from the operating plan into staff goals b) Schedule performance evaluations for each staff member before year-end Strategy 2: Institute or maintain cost effective staff recognition methods. Tactics a) Annual award of Golden Lettuce Knife Award for best idea in a calendar year. Award is passed to new winner each January staff meeting. b) Staff Rocks: Monthly recognition for staff. Nominations from staff for other staff. Winner at end of fiscal year has $250 added to that person’s department budget for following fiscal. c) Develop recognition for years of service (5 yrs, 10 yrs, 15 yrs etc) Objective C: Retain professional staff and encourage professional development to ensure that Guild programs are of the highest quality. Strategy 1 Incorporate professional development into expectations of each staff member Tactics: a) Develop a yearly professional development plan for each staff member. b) Include professional development goal(s) on performance evaluation. c) Support staff who attends professional conferences directly related to their profession by permitting the time to attend without loss of vacation or personal time. d) Recognize completion of professional development courses outside of work time in annual performance appraisal. e) Make every effort to include cost of conference attendance for professional development in the organizational budget. Strategy 2: Recognize and value the balance of personal/work time as a way to preserve staff enthusiasm, loyalty, energy, and general zest for work. Tactics a) Review and revise staff policy regarding days off, comp time and company holidays. Objective D: Develop a strong and proactive infrastructure to provide staff with the support they need to achieve established goals. Strategy 1: Create Staff handbook for orientation of new staff and a reference for the future. Tactics: a) Make handbook available electronically and ensure it accompanies staff policy manual. b) Develop explanations of procedures and include examples of administrative documents needed to function as a member of the staff at the Guild. Strategy 2: Formalize schedule for strategic planning to include budget, logic models, funding, and program planning and evaluation. Tactics: a) Schedule dates and times for program planning to occur at the same time each year with a clearly defined goal/purpose of what needs to be reviewed, discussed, and decided upon at each meeting. b) Add strategic, program and budget planning as a regular item to the monthly staff meeting. c) Agendas for each meeting communicated well in advance to staff to allow for preparation of thoughts and gathering of information prior to meeting. Strategy 3: Minimize duplication and increase efficiency by streamlining information and record keeping by all staff. Tactics a) Establish O: as the centralized location for Guild-wide documents. b) Establish and maintain a system to identify and delete old and non-essential files off O: c) Organize and clearly label folders on O: to help staff find information independently. d) Utilize more shared documents on O: to centralize information and prevent confusion of multiple documents with slight differences such as for budgets and strategic plans. e) Use electronic note-taking devices to complete documents under discussion during meeting times. Strategy 4: Develop and implement a comprehensive database system to store information needed for Guild operations. Tactics a) Modify the current Guild client database to fit our current needs (based upon needs assessment), be accessible with adaptive technology and work efficiently when offsite b) Ensure database will provide efficient method of generating reports needed to evaluate program effectiveness and numbers of clients served and other information as required. c) Develop policies to ensure standardized data entry for all staff and volunteers d) Provide adequate training to all staff and ensure each staff member's ability to use the database e) Provide training for volunteers who will use the database f) Eliminate all duplicative forms of electronic recordkeeping g) Develop a schedule to regularly maintain and update donor database h) Develop and implement process of using existing accounting database to improve tracking of revenue and expenses and provides ready access to necessary reports. i) Develop and implement process of tracking staff time. Strategy 5: Match qualified volunteers with appropriate opportunities to help the Guild meet its mission and for volunteers to fulfill their own goals. Tactics: a) Develop and implement a recruiting plan to attract volunteers that will meet the needs of the Guild staff and members. b) Develop and implement a volunteer program where there is a system for educating, training, and recognizing volunteer contributions. c) Working with staff, develop and implement training and education for volunteers assisting with projects requiring specific knowledge and/or ability. Goal III: Attract, engage and maintain a diverse, representative board that is passionate about the Guild's mission Objective A: Recruit a board with the expertise to help the Guild achieve its goals. Seek members that have a passion for our mission and that are representative of the people we serve Strategy 1: Develop a system for board and staff to identify potential board members Tactics a) Charge nominating committee to develop an annual strategy to recruit qualified board members, provide adequate training on board roles and responsibilities and perform an annual evaluation of individual board members and the board as a whole. b) Develop opportunities for lower level of participation (volunteer, Passionate Focus, task force, advisory board etc.) that may lead to eventual board service c) Develop board recruitment materials to aid partners in identifying appropriate board candidates d) Develop a process for greater board/staff collaborations e) Develop and implement procedures to ensure board size is consistent with Guild needs. f) Ensure board membership is diverse and represents a wide variety of constituencies to further strategic goals. Objective B: Provide a variety of opportunities for education and participation to current, past and future board members Strategy 1: Develop and implement annual goals for board Tactics a) As part of executive director’s annual review, the board’s executive team in consultation with the executive director will develop goals for executive director and the Board. These goals will be submitted to the board for approval at the first board meeting of the fiscal year. Inclusive of these goals will be charges to the board committees. All committees should develop plans to meet these goals and submit updates to the full board at each board meeting. Strategy 2: Develop a method for keeping past board members engaged with the Guild. Tactics: a) Explore developing an advisory committee with membership open to former board members or some other opportunity for past board members to share their opinions on Guild programming and direction b) Explore hosting an annual reception in honor of former members with an overview of current programs and future plans. c) Explore a board member-only newsletter Strategy 3: Hold annual retreats for board and staff Tactics: a) Develop agenda to fully engage board and staff in planning—including a review of goals and current operation plan Strategy 4: Make board meetings more conducive to generative matters Tactics: a) Development consent agenda b) Have set discussions during the year (audit, budget, programs, etc) Goal IV: Finances Develop and manage financial assets for long-term financial stability Objective A: Achieve full funding for the Guild with balanced funding streams from government, corporation/foundation, and individual sources as well as special events income, service revenue, earned income and investment income Strategy 1: Build Annual Fund program to increase number of annual gift donors, increase giving level and generate prospects for the major and planned giving programs. Tactics: a) Develop a donor acquisition package with two versions--one including an insert and one just a letter b) Generate a profile of the current Guild donor c) Purchase a list of prospects based upon Guild donor profile to be used for a one-year period d) Mail donor acquisition package to prospect list, splitting list in half to test two different packages e) Track results overall and by package f) Include all prospects in News & Notes mailings and spring appeal g) Target fall annual appeal based on current giving level, requesting a renewal gift at a higher level. h) Develop a system and marketing plan for a monthly giving program i) Work with Development Committee to have 100% participation in Friends of the Board Appeal Strategy 2: Build grant program to support current programs and provide funding for new and expanded programs Tactics: a) Work with program staff to establish complete description of programs including need, statistics, goals, timeline, expected outcomes and evaluation results. b) Add grant planning as a regular agenda item for monthly staff meetings c) Establish an ongoing system for reporting program results with regular input from program staff' d) Research new prospects with the goal of five new funders each year e) Visit with each funder yearly f) Generate funding stream for all programs. This includes researching potential funders, meeting with funders to educate them about the program, writing proposals, generating letters of support Strategy 3: Continue building Planned Giving and Major Gifts Programs Tactics: a) Send a yearly mailing of planned giving information to targeted prospects b) Institute a system for ongoing identification of potential major donors c) Develop a strategy for each prospect to include mailings, phone calls, personal notes and face-to-face meetings d) Incorporate a review of major donor strategies into weekly development meetings e) Track all contact with donors in Results Plus Strategy 4: Use special events to increase awareness of the Guild, to introduce prospects (donors, board, etc) to our services and staff, to bring current donors closer to the Guild and to raise revenue for the Guild's programs. Tactics: a) Increase number of sponsors and advertisers for Passionate Focus b) Expand Invitation List for Passionate Focus c) Increase number and value of auction items for Passionate Focus d) Promote auction items before and during event through website, invitations, mailings and comprehensive listings for Passionate Focus e) Increase in-kind donations to keep down costs for Passionate Focus Strategy 5: Strategically seek government funding to compliment other funding streams, to strengthen existing relationships with state funders/departments and to provide opportunities to expand programs or introduce new programs. Tactics a) Working with current political allies to develop a list of legislators, key agency leaders b) Working with strategic partners, assess their political assets c) Develop legislative priorities for the year d) Develop plans to include periodic outreach, invitation to Guild events, letter of support from Guild board, staff and clients, open houses and meetings. e) Host Guild day in Springfield f) Continue to develop relationship with VA to expand services beyond computer training Strategy 6: Develop opportunities to increase service revenues without creating barriers to service Strategy 7: Continue to work with the Board Development Committee to increase the board's understanding of their role in development and to encourage their participation Tactics: a) Hold regular development committee meetings b) Refine and implement a process for development committee members to act as liaisons with all other board members in the development of each member's individual development plan c) Work with Development Committee to challenge board members to develop their own events to raise awareness and funds for the Guild d) Work with board members to develop, coordinate and promote their events Objective B: Replenish reserve fund Strategy 1: Develop strategies to replenish reserves Tactics a) Strive to deposit all planned giving revenue into investment account b) Develop system to capture future needs (e.g. computer replacement) and include in current funding requests c) Investigate feasibility of an endowment campaign Objective C: Develop long-range development planning to allow for sufficient time to research and acquire resources Strategy 1: Develop annual planning session Tactics a) As part of the annual planning schedule, devote time to discussing potential funders and what information will be needed to submit a request. b) Develop timeline for submittal of information necessary to develop a proposal. Strategy 2: initiatives Create schedule to provide ample time to alert development department about future Tactics a) When the program team develops new initiatives, invite director of development to the meeting. Objective D: Develop efficient and coordinated financial reporting, budgeting and monitoring systems Strategy 1: Develop a process to record revenues and expenditures that will allow for easy tracking of costs by funder, department, program and project. Tactics: a) Rebuild chart of accounts b) Provide training for staff in the use of the new account chart c) Integrate ADP with Blackbaud to easily track staff time d) Develop new expenditure form that will track all costs down to the program/project level e) Develop project budgets to correspond to grants f) Implement the use of Blackbaud dashboards Strategy 2: Refine our budgeting process so that Blackbaud can create budgets at the organizational, departmental, program and project levels Tactics: a) Implement budget timeline b) Explore strategies to streamline budget process and input into Blackbaud c) Develop new coding system to track all costs and revenues to the project level Strategy 3: Improve financial controls Tactics: a) Develop a process to automate financial reports b) Develop a process to reconcile Donor Database (Results) with Accounting Database (Blackbaud) on a weekly basis c) Develop a process to close months efficiently and easily d) Develop accounting procedures to conform to FASB Objective E: Ensure technology is kept up-to-date and well maintained Strategy 1: Develop a technology plan Tactics a) Annually work with Switchfast to review Guild’s equipment, discuss immediate, future and long-term needs and develop an ongoing technology plan that parallels advancement in technology coupled with an analysis of cost benefits. Strategy 2: Development new equipment prioritization and purchasing plan Tactics a) As part of the annual technology plan mentioned above, include new technology purchases in budget. b) Explore organizational capacity building grants to fund technology proposals. c) Explore idea of building future technology purchases into current grants such as the funding of a technology reserve fund. Objective F: Plan and execute efficient move to new space Strategy 1: Develop timeline for move Tactics: a) Identify all furniture needs and assign Adler furniture to correct space and determine what Guild furniture will be moved to new space b) Work with building to move old furniture out cost free c) Hire moving company d) Determine timeframe for programs and office closing e) Arrange computer delivery for ATS prior to move f) Arrange time with Switchfast to set up server to allow time for testing g) Arrange volunteer time to set up ATS so it is fully functioning before move-in date h) Schedule time to install and test phone system so it is operational for move-in day i) Notify post office 30 prior to move to change address j) Register change of address with all necessary vendors and offices Goal V: Communications and Marketing Build awareness of and knowledge about the Guild to be the agency of choice for each of our audiences Objective A: Create Communications Department Strategy 1: Separate costs, goals and outcomes for communications from the development department. Tactics: a) Include communications as part of the new accounting coding system b) Develop logic model for communication department c) Incorporate goals into Director of Development and Associate Manager of Rehabilitation Services' yearly plans and evaluations Strategy 2: Integrate all Guild communications into the communications department Tactic: a) Investigate intern and/or volunteer to handle daily and ongoing responsibilities of this department Strategy 3: Charge the communications committee to assist the Communications Department and to specifically address the goals of raising awareness of the Guild Tactics: a) Develop a marketing outreach campaign for eye care professionals b) Build stronger relationship with referral agencies Objective B: Refine and build the Guild's brand to ensure that audiences share a similar idea of the Guild's mission, philosophy and approach to service Strategy 1: Introduce new mission statement Tactic: a) Present new mission statement to Communications Committee for approval to present to board b) Present mission statement to board for approval c) Incorporate new mission statement into all Guild communications. Use it as the driving force for developing new Guild programs. Strategy 2: Review and revise, as needed, the Guild's identity Tactic: a) Develop a list of tasks and a timeline with Simple Truth b) Revisit brand book to make any changes/updates c) Begin process to develop a new name Strategy 3: Develop effective messaging to be used with the Guild's different audiences Tactics: a) Work with MCIC to convene focus groups to begin developing messaging for seniors b) Revise and reprint organizational brochure with updated program information Members c) Keep Guild Briefs timely and interesting for our membership d) Continue a monthly Guild Briefs Update via email for time sensitive items and marketing of CPC. e) Include articles in both GB and GBU from staff on tips, resources and relevant issues. f) Continue to expand Tech Exchange list serve a newsletter and posting of relevant information. Partners g) Continue providing relevant and interesting posts to Vision Exchange list serve. h) Insure all community partners are receiving other Guild publications, e.g., News and Notes, Guild Briefs, donor appeals, etc. i) Develop and implement an internship project to expand outreach to service providers and raise awareness of the Guild Other professionals j) Develop a section on the website targeted at professionals with current focus on eye care professionals, support group leaders and senior service providers k) Target eye doctors within a radius of New Vision sites and provide information on upcoming programs. l) General presentations to home health care agencies, senior service agencies and related organizations about Guild services. Donors: engage donors and bring them closer to the Guild. m) Develop a schedule to include donor stories in News & Notes n) Send out News & Notes quarterly, ensuring each issue has stories covering the different programs areas o) Include a list of tribute gifts in each issue p) Include stories about members and donors in the annual fund q) Send out an annual mailing to all donors summarizing Guild activities for the year r) Develop a strategy to build donor email list for electronic communications s) Develop an electronic communications plan for donors t) Include Planned Giving information on website u) Include information on planned giving program in News & Notes Strategy 4: Engage board members and enable them to be effective ambassadors of the Guild a) Working with communications taskforce, develop a means keep board members apprised of Guild accomplishments and challenges. b) Develop elevator pitches for board members to use when socializing, with the goal of increasing their comfort in talking about the Guild to their contacts c) Present the concept of elevator speeches at a board meeting and provide a list of the speeches designed for their use d) Add a password-protected section to the website reserved for board communications Strategy 5: Develop a comprehensive plan for the website and social media Tactics: a) Maintain a schedule of updates to keep the website current b) Develop and maintain a content calendar to ensure the website and social media outlets are sending a coordinated message c) Add audio spots to website to provide quick how-tos d) Develop ways to engage our audience in conversations and other actions e) Develop ways to drive people to our website--including newsletter subscribers, program participants, board members, volunteers, program partners and other professionals Objective C: Develop a plan to effectively communicate the Guild's upcoming move to all audiences Strategy 1: Develop messages for each audience Tactics: For all audiences: a) Include information on the Guild website b) Include notice on the Guild main phone message c) Use the Tag Line in staff emails to communicate the Move d) Contact all sites that list link to Guild's webpage to update to new information For members: e) Design and print postcard announcing move to be sent to all members as a self-mailer and to hand out to all CPC customers and program participants f) Include an article in Guild Briefs each month until the move g) Send a letter to all members announcing the move and information about the Open House h) After the move, remind members about the new location in each reference to the Guild's office in Guild Briefs' articles i) Send message to all participant in listservs j) Hold an Open House for members to see the facility For donors: k) Include information in News & Notes--September and January l) Send a letter to all donors announcing the move m) Design a mailing piece for donors about the move and the upcoming open house n) Letter with new envelopes with new address sent to all donors o) Open House for Partners/Funders/Donors For other audiences: p) Send designed mailing to program partners q) Send a letter to all vendors and other audiences not yet communicated with r) Open House for Partners/Funders/Donors GUILD FOR THE BLIND BOARD OF DIRECTORS July 2011 (term expiration date, *= 2nd term) John Budzynski – President (7/13)* Vice President for Business and Finance/CFO Illinois College of Optometry 3241 S. Michigan Avenue Chicago, IL 60616-3878 Work: (312) 949-7020 Fax: (312) 949-7656 E-mail: [email protected] Suzanne K. Miller, PhD – Vice President (7/13)* Clinical Psychologist 228 E. St. Andrew Lane Deerfield, IL 60015 Home: (847) 940-9444 E-mail [email protected] Dennis Wieczorek – Treasurer (7/12)* DLA Piper 203 North LaSalle Street, Suite 1900 Chicago, Illinois 60601-1293 Work: (312) 368-4087 Fax: (312) 236-7516 E-mail: [email protected] Toria Emas (7/13) – Secretary Administration Director The Chicago Bar Association 321 South Plymouth Court Chicago IL 60604 Work: 312.554.2141 Fax: 773.528.0622 Email: [email protected] Denise M. Brown (7/12) Founder and Owner, Caregiving.com 1905 S Washington Park Ridge, IL 60068 Home: (773) 343-6341 E-mail: [email protected] Brett Christenson (7/14) Managing Director Marquette Associates 180 North LaSalle Street, Suite 3500 Chicago, IL 60601 Work: 312/527-5500 Fax: 312/557-9064 E-mail: [email protected] m Tina M. Kuska (7/12)* 913 South Blvd Oak Park, IL 60302 Home: (708) 358-1934 E-mail: [email protected] Sherrie Leonard (7/14) Illinois College Of Optometry Optician/ Eyewear Center Coordinator 3241 S Michigan Chicago IL 60616 Work: 312-949-7035 Fax: 312-949-7691 Eimail: [email protected] Sara M. Lynch (7/13) 6251 N. Lenox Avenue Chicago, IL 60646 Home: 773-631-9273 E-mail: [email protected] Kim Rice (7/13) Partner R&M Consulting LLC 205 N. Michigan Avenue, Suite 2660 Chicago, IL 60601 Work: 312-326-9200 Fax: 312-326-9201 Mobile: 708-408-1166 E-mail: [email protected] David Tabak Executive Director 2548 W. Coyle Avenue Chicago, IL 60645 Work: (312) 236-8569 Fax: (312) 236-8128 Home: (773) 465-7749 Cell: (773) 320-6334 E-mail: [email protected] Financial Policies & Procedures Access to Records by Members It is the policy of the Guild to allow members to inspect the following records of the Guild at our headquarters: 1. IRS Form 990 2. Current tax-exempt determination 3. Audited financial statements Accounting Computer File Back-Up Procedure It is the policy of the Guild to maintain a computer file back-up system for accounting records as follows: The Guild uses an onsite image backup as well as an offsite backup of critical data. To protect the integrity of its network, the Guild has a SonicWall TZ170 Unified Threat Management Firewall and Symantec Endpoint Protection for viruses and spyware. Accounting Information Releases It is the policy of the Guild to maintain an accounting information release system to advise staff of important information and changes within the finance department that may affect other departments. Accounting Method It is the policy of the Guild to use the accrual basis of accounting applicable to nonprofit organizations that recognizes revenues when they have been earned and expenses when they have been incurred. Payroll expenses are maintained on a cash basis throughout the year and converted to the accrual basis at end-ofyear. Additional significant acccounting policies can be found in note 1 to our audited financial statements. Accounts Payable Accruals It is the policy of the Guild to accrue all unpaid expenses on its financial records within the period they are incurred. Accounts Receivable Write-Off Procedures and Authority (Bad Debts Procedures) It is the policy of the Guild to ensure that all available means of collecting accounts receivable (see Collection Procedures Policy) have been exhausted before write-off procedures are initiated. Write offs are initiated by a completed Accounts Receivable Write-Off Request Form. If a receivable is deemed uncollectible, the following approvals are required before write-off implementation: Amount Individual $100 or less executive director . More than $100 treasurer and executive director Once a write off has been implemented, appropriate individuals in the ordering department are to be advised to ensure further credit is not allowed and to update the master list of bad accounts. Customers listed as poor credit risks will be extended future credit only if the previous debt, plus accrued interest, is paid and the customer has successfully completed a 90day cash on delivery (COD) probation period. A listing of all write offs for the current month should be included with the monthly financial statements for review by all managers. If write-off procedures have been initiated, the following accounting treatment applies: 1. Invoices written off that are dated during the current year will be treated as a reduction of the appropriate revenue account. 2. Invoices written off that are dated prior to the current year will be treated as bad debt. Amortization It is the policy of the Guild to individually amortize leasehold improvements exceeding $1,000 over the shorter of the remaining length of the lease term or 39 years. Fully amortized leasehold improvements will be taken off the Guild's statement of financial position. See the Capitalization Cutoff Point Policy in this manual. Annual Vacation Accrual In the last month of the year, it is the policy of the Guild to budget for and accrue the value of the annual vacation liability due employees. Annual Vacation Payments It is the policy of the Guild to allow employees to carry forward no more than an amount equal to the amount to which the employee is currently entitled of unused vacation days into the next year. This amount may be exceded at the discretion of the executive director. Personal and sick days do not carry over. The maximum amount of annual vacation paid to a terminating employee will be the amount of vacation carried forward into the subsequent year plus the amount of accrued but unused vacation earned during the year of termination. Audit Committee It is the policy of the Guild to maintain an audit committee consisting of the Guild’s president, treasurer, executive director and the finance, audit and investment committee. The treasurer will chair the committee, ensure corrective action is taken when necessary, hire the independent auditors and report on audit committee action to the board of directors. Bank Reconciliations It is the policy of the Guild to address bank statements to the executive director, who will do an initial review of checks that have cleared during the prior month. Within 24 hours, the executive director will forward the bank statements to the bookkeeper responsible for bank reconciliations. This individual cannot be a check signer. The accounting assistance will answer any questions posed by the executive director. The bookeepe rwill prepare the bank reconciliation within 48 hours. Bid Requirements It is the policy of the Guild to require bids for the following expenditures: Printing Capital Purchases Inventory Purchase Professional Services Other Three bids are required for all printing expenditures exceeding $25,000. Three bids are required for all capital purchases exceeding $25,000. Three bids are required for all inventory purchases exceeding $25,000. Professional services, including CPA firms and law firms, will be evaluated every three years, and if deemed necessary, requests for proposals will be prepared and sent to qualified firms in the same field. All other expenses exceeding $25,000. The decision to approve a vendor will be made jointly by a Guild director and the executive director. Board-Designated Funds It is the policy of the Guild to treat board-designated funds as unrestricted net assets on the statement of financial position. A statement of activity for board-designated funds will be included with footnotes to the financial statements as supplemental information. See the Unrestricted Net Assets section of this manual. Bonding of Employees It is the policy of the Guild to bond all employees involved in the financial functions of the Guild. Capitalization Cutoff Points It is the policy of the Guild to expense assets in the period purchased if these assets cost $500 or less individually. Assets costing in excess of $500 individually will be capitalized and depreciated in accordance with the Guild's depreciation policies. Repairs and improvements to real property and leasehold improvements will be capitalized if they cost in excess of $1,000 individually. Chart of Accounts It is the policy of the Guild to maintain a chart of accounts. All employees involved with accounting coding responsibilities or budgetary responsibilities will be issued a chart of accounts, and the chart of accounts must be updated on a routine basis. Check Disbursements It is the policy of the Guild to keep unused check supplies safeguarded under lock and key. Individuals responsible for preparing checks will request the approximate number needed. All check disbursements will require approved invoices or expense vouchers and will have a completed Expenditure Request Form attached. The resulting checks will be signed by either the executive director or director of development and communications/. . Signed checks that have not been mailed or distributed will be put under lock and key at the end of each day. Check Endorsement/Stamp It is the policy of the Guild to endorse checks with a stamp(s) as follows: For Deposit Only Full Organization Name Bank Name Account Number Check Signers It is the policy of the Guild to give check-signing authority to the following positions: Executive Director Director of Development and Communications Checks issued for payment of the Guild’s debts will require one signature of individuals not associated with incurring the debt. Additionally, individuals involved with check preparation and bank reconciliations are prohibited from having check-signing authority. Clearing Accounts It is the policy of the Guild to use clearing accounts for fringe benefits expenses, photocopy expenses, telephone expenses, occupancy expenses, credit card payments, and rent payments. Collection Procedures It is the policy of the Guild to complete customer orders and forward an invoice with the merchandise. Invoices for services will be sent immediately following completion of the service. Thirty days after the date of the original invoice, statements will be mailed to customers accompanied by copies of outstanding invoices. Forty-five days after the date of the original invoice, an employee will contact the customer via telephone and attempt to collect the amount due. A record will be kept of telephone contacts. If 120 days have elapsed without payment, the account will be turned over to the Guild’s collection agency if the amount is $500 or less. If the debt exceeds this figure, the account will be handled by the Guild's attorney. A Bad Debt Collection Activity Record will be maintained to track telephone calls, collection agency action, and attorney use concerning the customer. Computer Passwords It is the policy of the Guild to assign unique computer passwords to each individual who has access to the computer system. Passwords of terminated employees will be canceled immediately. All passwords will be changed at least yearly. Contract Signing Authority It is the policy of the Guild to grant authority to sign contracts to the executive director, as long as the financial implications of the contract are included in the Guild's budget. If the financial implication of signing a contract is not included in the Guild’s budget, board of directors' approval is required before authority to sign the contract is granted. Contributions It is the policy of the Guild to send thank you letters on the Guild's letterhead acknowledging all contributions, regardless of the amount. The letters will indicate the dollar amount contributed. See the Quid Pro Quo Contribution section of this manual. Control Over Checks and Cash Mail is opened by the executive director. Checks received are immediately endorsed and noted on the daily payment received log which will include the date, the name of the payee, the form of payment ,the amount of the payment, and any pertinent informatipm. The executive director will distribute the checks to the development (for donations) or the accounting assistant (for contracts). The development director will provide the executive director of donations deposited. The executive director verifies that all receipts are accounted for before passing the donation form to the accounting clerk who will then record them in the Financial Edge. All checks received will be deposited within two days. Cost Classifications and Allocations Costs are allocated to departments and programs based on direct actual costs and on shared basis. All allocations are reviewed and approved by the Finance Committee. CPA Firms Audited Financial Statements It is the policy of the Guild to direct the executive director to distribute the audited financial statements to the board of directors and to organizations entitled to receive a copy because of contractual agreement. The decision to publish the statements or otherwise make them available to the public will be made by the board at its meeting following the issuance of the statements. The authority to distribute the statements to other individuals or firms requesting them will be left to the discretion of the executive director. The Engagement Letter It is the policy of the Guild to have the Audit Committee review the draft of the CPA engagement letter before it is signed to ensure it covers matters important to management. The engagement letter will be reviewed at the board of directors’ meeting immediately before the audit commences. Board approval is required before the president, treasurer, executive director, or director of operations are given authority to sign the document. The Management Letter It is the policy of the Guild to have the finance, investment and audit committee discuss the CPA management letter with representatives of the auditing firm and to direct staff as to the appropriate action required to correct deficiencies addressed. Distribution of the management letter to individuals or firms other than those entitled to a copy by contractual obligation is left to the discretion of the executive director . Selection of Firm It is the general policy of the Guild to have the finance, investment and audit committee contract with the CPA firm selected to audit the Guild for a period not to exceed three years. If deemed necessary and reasonable, at the end of this period the Guild’s treasurer, with the assistance of staff, will interview a minimum of three CPA firms specializing in auditing not-for-profit organizations and make a recommendation to the board of directors for final selection. Re-awarding the contract for auditing services to the existing auditing firm is acceptable as long as the interview and selection criteria clearly indicate the firm is the most qualified and cost effective. Additionally, the contract awarding the audit to the CPA firm for a three-year period will have a clause allowing the Guild to contract with another firm before the end of the contract period if the current firm provides unsatisfactory service or if the financial condition of the Guild prohibits the expense of a full audit. Use of Other Firms It is the policy of the Guild to have the finance, investment and audit committee hire a CPA firm that is not retained by the Guild for audit and tax services to review the work of the retained CPA firm and report its findings to the treasurer, executive director and director of operations. Credit Cards It is the policy of the Guild to provide access to the company credit cards to the following individuals: Execuitive Director Department Directors Individuals using the credit card will complete and sign an expenditure request form. Credit Rating Release It is the policy of the Guild to update its credit rating annually. Vendors and others requesting the current credit rating can obtain a copy by contacting the director of operations. Data Processing Manual It is the policy of the Guild to develop and keep current a data processing manual that details all data processing procedures, including tasks involving data input, computer files, coding formats, and output reports. Deferred Revenues It is the policy of the Guild that revenues that have not been earned will be included with deferred revenues on the financial statements and recorded as revenue when earned. If the revenue is related to contributions, then in accordance with nonprofit accounting, the revenue will be recorded as either temporary revenue and released when the restrictions are satisfied or as a donor restricted permanently restricted endowment fund. Depreciation Fixed assets are stated at cost or, if donated, at the approximate fair market value at the date of donation. Depreciation is computed using the straight-line method over the estimated useful lives of the related assets: computers and equipment, five years; braille printer, ten years; furniture and fixtures, ten years. The Guild’s policy is to capitalize fixed asset expenditures in excess of $500 Fully depreciated fixed assets will remain on the Guild's statement of financial position until they are disposed of or otherwise deemed worthless. Assets will be capitalized in accordance with the Guild’s capitalization cutoff point policy. Discounts Lost It is the policy of the Guild to take advantage of vendor discounts and record the net expense in the financial records. If a discount is lost, the amount will be recorded as an expense line item titled “Discounts Lost” in the financial statements. Supervisors of employees who do not take advantage of discounts will be apprised of this violation of policy. Discounts on Accounts Receivable It is the policy of the Guild to not offer customer discounts. Document Shredding It is the policy of the Guild to shred confidential and sensitive documents when the time period required to keep the documents has been met (approximately seven to ten years) Documents to be shredded include, but are not limited to: Payroll Records Payroll Tax Returns Form 1099 Donated Property It is the policy of the Guild to record the value of donated property among the fixed assets of the Guild if the fair market value of the property exceeds the Guild’s capitalization cut-off point in accordance with the following guidelines: Value Under $500 $500–$2,500 Over $2,500 Policy Item will not be capitalized. Capitalize in accordance with value stated in contributor’s letter. Capitalize in accordance with appraised value. Accounting treatment: Increase the value of fixed assets, and credit the revenue account Donated Property. Endowment Funds It is the policy of the Guild to include endowment funds on the Guild’s statement of financial position as permanently restricted net assets Federal Identification Number It is the policy of the Guild to have the Guild’s Federal Identification Number printed on its invoices, statements, and any other document that may trigger a customer's request for this information. Financial Statement Preparation and Distribution It is the policy of the Guild to prepare and distribute monthly financial statements that will include the Statement of Financial Position, the Statement of Activities, an Investment Summary, a Development Summary and the Statement of Activities by Function. The Statement of Financial Position, the Statement of Activities, the Investment Summary, and the Development Summary will be distributed to the finance, investment and audit committee and the executive director. The Statement of Activities by Function will be distributed to the executive director and each department manager. The Statements will be prepared and distributed within 15 working days after the close of the month. Fiscal Compliance The Guild follows all federal rules and regulations including federal cost principles as stated in “OMB Circular A-122” (Cost Principles for Non-Profit Organizations). Forms Manual/Retired Forms Manual It is the policy of the Guild to maintain an official folder The Forms folder will be reviewed and updated on a routine basis as needed. Fringe Benefits It is the policy of the Guild to distribute fringe benefits to the functions of the Guild based on actual salaries charged to the functions. Fringe benefits include FICA taxes, unemployment taxes, employee insurance premiums, and pension payments. Independent Contractors It is the policy of the Guild to evaluate criteria established by the IRS when assigning individual employee or independent contractor status. Individuals qualifying as independent contractors will sign an Independent Contractor Agreement and will be issued IRS Form 1099 if compensation is $600 or more. Insurance It is the policy of the Guild to have an independent insurance consultant review the Guild's insurance policies to ensure coverage and limitations adequately meet the needs of the Guild, members, and employees. Inventory: Give-Aways It is the policy of the Guild to allow department directors to give away inventoried merchandise to committee chairs, visiting members, and others as long as the transaction is included in the department budget. Items given away will reduce inventory at the item’s cost and will be charged to the expense appropriate account. Inventory: Receiving It is the policy of the Guild for the Consumer Product Center coordinator or designee to physically verify the receipt of additions to inventory. After verification, the approved invoice will be forwarded immediately to the executive director for approval and then to the accounting department for payment. Inventory Valuations It is the policy of the Guild to use the First-in, First-out (FIFO) method of inventory valuation. The unit cost will be computed by adding freight costs and insurance on shipping expenses to the actual cost of the inventory, and dividing this dollar amount by the number of units purchased. Inventory: Write Off It is the policy of the Guild that the Consumer Product Center coordinator, upon monitoring sales, advise the bookkeeper of items that should be written off current inventory records and expensed Investment Policy It is the policy of the Guild to invest excess cash in the following list of approved investments: Investment Vehicle Certificates of Deposit Bonds Stocks The decision to invest cash in approved investments must be made by the investment advisor in colaboration with the finance, investment and audit committee. IRS forms Form 990 It is the policy of the Guild to allow public access to IRS Form 990. This access will be provided on the Guild’s website at the Guild’s headquarters at a time mutually agreeable between the Guild and the individual requesting the inspection.. Form 990 will not be mailed under any circumstance without the approval of the executive director. See the Public and Member Access to Records sections of this manual. Form 1099 It is the policy of the Guild to complete IRS Form 1099 for all individuals and vendors receiving $600 or more from the Guild. A Log of Vendor Federal Identification Numbers will be maintained. See the Independent Contractors Policy included in this manual. Leasehold Improvements It is the policy of the Guild to capitalize leasehold improvements costing $1,000 or more. Expenditures under this amount will be considered ordinary repairs and expensed in the period paid. Capitalized leasehold improvements will be amortized over the remaining lease term or 39 years, whichever is shorter. See the Amortization Policy and Repairs and Improvements Policy included in this manual. Leases It is the policy of the Guild to record leases as either capital leases or operating leases in the financial records, based on appropriate qualification criteria. Loans Prohibited It is the policy of the Guild to prohibit loans to employees and members under all circumstances. Logo It is the policy of the Guild to include the Guild’s logo on all forms used by the Guild. Long-Term Debt It is the policy of the Guild to include the current portion of long-term debt (the amount due to be paid within 12 months) with accounts payable on the financial records. Only the noncurrent portion of long-term debts will be included in the long-term debt section of the financial records. Monthly Budget Reviews It is the policy of the Guild to review budgets against actual revenues/expenses and answer any variances plus or minus 20% to the executive directo. Mailing List Sales It is the policy of the Guild to not sell membership mailing lists. Mandatory Vacations/Leave It is the policy of the Guild to encourage employees to take annual vacation time due them and no more than an amount equal to the amount currently entitled by that employee will be carried forward into the next year. Nonsufficient Funds Checks It is the policy of the Guild to include checks returned by the bank because of nonsufficient funds in the accounts receivable, nonsufficient funds account in the accounting records. If the checks in question are eligible for redeposit, the subsequent deposit will reduce the receivable account accordingly. If the checks in question are prohibited from redeposit, the Guild’s Bad Debts Policy will be implemented. A Nonsufficient Funds Check Log will be maintained and made available for the annual audit. Occupancy Expenses It is the policy of the Guild to charge occupancy expenses to the various functions of the Guild in accordance with the Rent Distribution Policy addressed elsewhere in this manual. Overhead Allocation It is the policy of the Guild to allocate overhead expenses to the various functions of the Guild on a direct cost basis. Paid Stamp It is the policy of the Guild to alter each invoice with a “PAID” stamp, as follows: PAID Check # ___________________ Date ______________________ Check Amt. $_______________ Payroll Processing The Guild employs the services of an outside payroll processing company to generate payroll and pay all quarterly taxes and file our quartly payroll 941 tax returns. Permanent Travel Advances It is the policy of the Guild to issue permanent travel advances to employees who travel on a routine basis. Employees receiving these advances are instructed not to commingle the advance with their personal funds, because additional travel advances will not be considered. In addition, employees issued permanent travel advances are expected to pay for routine expenses and submit reimbursements for these expenses on a monthly basis rather than request reimbursement from the petty cash fund. Permanently Restricted Net Assets It is the policy of the Guild to add all permanently restricted net assets together for statement of financial position presentation. A separate breakdown of permanently restricted net assets will be included in the notes to the financial statements. Petty Cash Fund Disbursements It is the policy of the Guild to maintain a petty cash fund of $300. It is the responsibility of the executive director to ensure that the petty cash fund is secured at all times. Disbursements from the petty cash fund may only be made for the executive director or the director of development and communication and the director of adult rehabilitation services.. A receipt must accompany every disbursement. The receipt must be signed by the person receiving the cash and the person disbursing the cash. The petty cash fund will be replenished as needed and at the end of every month. The petty cash fund replenishment check will be made out to the Guild. The expenses will be reviewed and the resulting check will be signed by the executive director. Postage Log It is the policy of the Guild to maintain a postage log and to charge the appropriate functions for actual postage used. Employees are prohibited from using the Guild's postage meter for personal mail. Posting to Books of Account Monthly and year-end posting to books of account will be recorded by the bookkeeper and reviewed by the executive director. Prepaid Expenses It is the policy of the Guild to treat payments of expenses that have a time-sensitive future benefit as prepaid expenses on the financial records and to expense them in the proper period. Payment of any expense of $500 or less will not qualify as a prepaid expense. Records of prepaid expenses will be maintained by the finance department and the originating department and will be budgeted for accordingly. Public Access to Records It is the policy of the Guild to allow the public access to Form 990. Physical access to form 990 will be at the Guild's headquarters at a mutually agreed upon time. The Guild will also post the most recent 990 on its web site. A responsible employee of the Guild will remain in the presence of the individual(s) requesting access to this information. Individuals will be allowed a reasonable amount of time to review the form, but access to copying machines and the like may be denied. The original of Form 990 will remain at the Guild's headquarters without exception. See Form 990 Policy included in this manual. Purchase Orders It is the policy of the Guild to require pre approval by the executive director of all nonbudgeted expenses. No further purchase order system is used. Quid Pro Quo Contributions It is the policy of the Guild to inform contributors in writing of a good faith estimate of the nondeductible portion of any quid pro quo contributions made for any fundraising activity of the Guild if the contribution exceeds $75 individually. Records Retention and Destruction It is the policy of the Guild to retain records as required by law and to destroy them when appropriate. Refunds It is the policy of the Guild to publish the Guild’s Refund Policy on order forms, invoices, dues statements, and so forth. Full refunds for other goods and services will be granted if the member requests the refund within 30 days of his or her receipt of the invoice requesting payment. Returned merchandise will be added back into current inventory, and the resulting refund or credit will reduce the corresponding revenue account Repairs and Improvements It is the policy of the Guild to capitalize repairs and improvements to fixed assets or real property owned by the Guild if the repairs or improvements cost more than $1,000 individually. Repairs or improvements of $1,000 or less will be expensed in the period paid. Depreciation of capitalized repairs and improvements will be based on an analysis of how long the repair or improvement is expected to improve or extend the useful life of the property. See the Capitalization Policy and Leasehold Improvement Policy included in this manual. Requests for New Policies and Procedures It is the policy of the Guild to encourage employee involvement in keeping the Accounting and Financial Policies and Procedures Manual up to date. Employees requesting existing policy changes, addition of new policies, and elimination of existing policies should complete a Request for Policy Change memo and forward it to the executive director. Salaries and Fringe Benefits Accruals It is the policy of the Guild to accrue unpaid salaries and fringe benefits in the financial statements of the Guild, according to function. Segregation of Duties It is the policy of the Guild to work with the Guild’s independent CPA firm to ensure adequate segregation of duties exist. Suggestions on improving controls through duty segregation will be given serious consideration, and employees will be required to participate in the interest of both the Guild and the employee. Taking Work Home It is the policy of the Guild to allow employees to remove from the office documents and files over night only with the permission of their immediate supervisor. Telephone Expenses It is the policy of the Guild to require employees to maintain telephone logs to account for all long-distance telephone calls. Employees are required to reimburse the Guild for personal telephone calls. Temporarily Restricted Net Assets It is the policy of the Guild to add all temporarily restricted net assets together for statement of financial position presentation. A separate listing of Temporarily Restricted Net Assets will be included in the notes to the financial statements. Time Sheets It is the policy of the Guild that all employees complete time sheets for every pay period. Employees will accurately note regular hours, overtime, vacation, personal and sick time. Paychecks will not be distributed until approved time sheets have been submitted. Time Allocation Sheets It is the policy of the Guild that all employees complete time allocation sheets. Employees will note time spent on various activities in increments of not less than fifteen minutes. Compensation will be charged to the various activities based on a pro rata share of actual hours worked. Travel Advances It is the policy of the Guild to issue travel advances to individuals who have secured the proper travel authorization and have completed a Travel Advance Request Form. These advances are considered account receivables from the individuals, and the proper travel accounts are charged when reimbursements for travel expenses are paid. Travel advances are limited to 100% of estimated total travel expenses. See the Travel Expense Policy and the Permanent Travel Advance Policy included in this manual. Travel Expenses It is the policy of the Guild to establish travel expense limitations and guidelines as follows: Authorizations—All travel requests must be for budgeted travel and approved at least 30 days in advance by the appropriate manager. Travel Advances—Travel advances will be issued if requested at least 30 days before the trip. The advance will not exceed 100% of the estimated costs. Travel advances will not be granted to employees who have been issued a permanent travel advance. Personal Mileage—Employees will be reimbursed for use of their personal cars on organization business at the current IRS approved rate per mile. Commuting milage will not be reimbursed. Public Carrier—The most cost-effective means of travel, such as coach airfare, must be used without prior written approval of the appropriate manager. Receipts are necessary. Lodging—Lodging facilities must be approved by the appropriate manager. Employees will be reimbursed entirely for the basic room charge and applicable taxes. Receipts are necessary. Meals —Employees will be on a per diem basis for meals and tips. Current per diem rates are as follows: $10 $15 $20 Breakfast Lunch Dinner These figures include applicable taxes. Receipts are necessary for meals. Tips should be noted on meal receipts. Taxi—Actual taxi fares, including tips, will be reimbursed entirely. Receipts are necessary. Tips must be noted on taxi receipts. Telephone—Personal calls must be limited to 15 minutes per day to be reimbursable. Entertainment—All entertainment expenses must be approved by the appropriate manager to be reimbursable. Tips—Reasonable tips for baggage handling will be reimbursed. Receipts are not required. Tips for meals and taxis are discussed elsewhere under these guidelines. Parking and Tolls—Parking fees and toll expenses will be reimbursed. Receipts are necessary. Car Rentals—Car rentals will be reimbursed if approved in advance. Receipts are required. Travel expense reimbursements will be distributed or mailed within 30 days of the finance department’s receipt of properly approved requests. See the Travel Advance Policy and Permanent Travel Advance Policy included in this manual. Unrelated Business Income Tax (UBIT) It is the policy of the Guild to pay UBIT on the excess of revenues over expenses on taxable activities. These activities will be clearly classified and designated in the financial records to provide adequate documentation in the event of an IRS audit. The Guild will file IRS Form 990-T to report unrelated activities. Form 990-T is considered confidential and is not available for public inspection. Unrestricted Net Assets It is the policy of the Guild to include board-designated funds with unrestricted net assets on the Statement of Financial Position. See the Board-Designated Funds section of this manual. Voided Checks It is the policy of the Guild to maintain a Voided Checks Log and document every check that has been voided, regardless of the reason. If voided checks are physically available, they will be marked “VOID” and filed in the Guild's Voided Checks File. If voided checks are not physically available, the Guild’s copy of the bank's stoppayment order will be filed in a Stop-Payment Order File. Write-off of Old Checks It is the policy of the Guild to make every attempt possible to contact the payees of outstanding checks that have failed to clear the bank. Checks that have been outstanding in excess of one year wil be voided and canceled. A log of checks that have been turned over to the state will be completed and made available for the annual audit. Year-end Manual It is the policy of the Guild to maintain a year-end manual detailing tasks required to be completed before the independent CPAs arrive in conjunction with the annual audit. Example: Task Responsible Staff Working Trial Balance Accounts Payable Schedule Accounts Receivable Schedule Payroll Schedule Legal Representation Letter Pension Detail Inventory Bookkeeper Bookkeeper Bookkeeper Bookkeeper Corporate Counsel Bookkeeper CPC Coordinator (Note: This listing is not all inclusive) THE GUILD FOR THE BLIND GIFT ACCEPTANCE POLICY PURPOSE This policy serves as a guideline to members of the Guild for the Blind (THE GUILD) staff and volunteers involved with accepting gifts, to outside advisors who assist in the gift planning process, and to prospective donors who wish to make gifts to THE GUILD. This policy is intended only as a guide and allows for some flexibility on a case-by-case basis. GIFT ACCEPTANCE 1. The Executive Director and the Director of Development have the authority to accept a gift on behalf of THE GUILD. GIFT REVIEW COMMITTEE 1. All gifts, other than unrestricted gifts of cash, are subject to review by the gift acceptance committee. 2. The Gift Review Committee will be comprised of the Executive Director, the Director of Development, the Director of Operations and the Chair of the Finance/Audit and Investment Committee. RESTRICTED GIFTS 1. Gifts with attached restrictions that are not in line with the mission of THE GUILD will not be accepted. 2. The donor cannot solely name the beneficiary of a restricted gift, but can serve as a member of the selection committee. For example, a donor providing a gift for a scholarship program cannot name the beneficiary of said scholarship. However, the donor can serve as a member of the selection committee determining scholarship recipients. CASH 1. All unrestricted gifts by check shall be accepted by THE GUILD regardless of amount. 2. Checks shall be made payable to THE GUILD FOR THE BLIND or to a particular program or project at THE GUILD. In no event shall a check be made payable to an individual who represents THE GUILD. 3. Thank you letters will be sent to all donors. Pledges Pledges may be payable in single or multiple installments and must have a value of at least $1,000. The pledge may not exceed five (5) years in duration. All donors must complete a pledge form or confirm the pledge in writing. PUBLICLY TRADED SECURITIES 1. Readily marketable securities, such as those traded on a stock exchange, can be accepted by THE GUILD. 2. Gift securities are likely to be sold immediately by THE GUILD. 3. For THE GUILD gift crediting and accounting purposes, the value of the securities is the average of the high and low on the date of the gift. Thank you letters will only indicate the number of donated shares. 4. Thank you letters will not provide a value of the gift, only a description of the donation will be provided. CLOSELY HELD SECURITIES 1. Non-publicly traded securities may be accepted after consultation with THE GUILD's attorney. 2. Prior to acceptance, THE GUILD shall explore methods of liquidation for the securities through redemption or sale. A representative of THE GUILD shall try to contact the closely held corporation to determine: An estimate of fair market value Any restrictions on transfer 3. No commitment for repurchase of closely held securities shall be made prior to completion of the gift of the securities. 4. Thank you letters will not provide a value of the gift, only a description of the donation will be provided. REAL ESTATE 1. Gifts of real estate must be reviewed by the Gift Review Committee of THE GUILD before acceptance. 2. The donor is responsible for obtaining an independent appraisal of the property. The cost of the appraisal is borne by the donor. 3. The donor is responsible for obtaining an independent environmental study of the property. The cost of the study is borne by the donor. 4. Prior to presentation to the Gift Review Committee, a representative of THE GUILD must conduct a visual inspection of the property. If the property is located in a geographically isolated area, a local real estate broker can act as a representative in conducting the visual inspection. 5. Due to the expenses associated with gifts of real estate, only gifts in excess of $100,000 will be accepted. 6. Prior to presentation to the Gift Review Committee, the donor must provide the following documents: 7. Real estate deed Real estate tax bill Plat of survey plan Substantiation of zoning status Appraisal Environmental study Depending on the value and desirability of the gift, the donor’s connection with THE GUILD, and the donor’s past gift record, the donor may be asked to pay for all or a portion of the following: Maintenance costs Real estate taxes Insurance Real estate broker’s commission and other costs of sale 8. For THE GUILD’s gift crediting and accounting purposes, the value of the gift is the appraised value of the real estate. (Note: THE GUILD can choose to exclude from the value of the gift costs for maintenance, insurance, real estate taxes, broker’s commission, and other expenses of sale.) 9. Thank you letters will not provide a value of the gift, only a description of the donation will be provided. LIFE INSURANCE 1. THE GUILD will accept life insurance policies as gifts only when THE GUILD is named as the owner and beneficiary of 100% of the policy. 2. If the policy is a paid-up policy, the value of the gift for THE GUILD’s gift crediting and accounting purposes is the policy’s replacement cost. 3. If the policy is partially paid up, the value of the gift for THE GUILD’s gift crediting and accounting purposes is the policy’s cash surrender value. (Note: For IRS purposes, the donor’s charitable income tax deduction is equal to the interpolated terminal reserve, which is an amount slightly in excess of the cash surrender value.) 4. If the policy is partially paid up, the donor is responsible for making premium payments directly to the insurance company. 5. Thank you letters will not provide a value of the gift, only a description of the donation will be provided. TANGIBLE PERSONAL PROPERTY 1. Gifts of tangible personal property to THE GUILD should have a use related to THE GUILD's exempt purpose. 2. Gifts of jewelry, artwork, collections, equipment, and software shall be accepted after approval by the Gift Review Committee. 3. Such gifts of tangible personal property defined above shall be used by or sold for the benefit of THE GUILD. 4. No property which requires special display facilities or security measures shall be accepted by THE GUILD without consultation with the Gift Review Committee. 5. Depending upon the anticipated value of the gift, THE GUILD shall have a qualified outside appraiser value the gift before accepting it. 6. THE GUILD adheres to all IRS requirements related to disposing of gifts of tangible personal property and filing appropriate forms. 7. Thank you letters will not provide a value of the gift, only a description of the donation will be provided. Sale of Tangible Personal Property on Ebay 1. If a gift of tangible personal property is deem appropriate for sale through Ebay, the item must be transported to THE GUILD at the donor's expense. 2. THE GUILD will take responsibility for providing description, value and necessary photographs to volunteer handling ebay sales. 3. Volunteer handles all information entry for sale and all communication with potential buyers. 4. Payment is made to THE GUILD through our Mission Fish account. 5. THE GUILD will retain possession of the item until it is sold and will be responsible for shipment to the buyer after payment is received. 6. THE GUILD places a limit of 10 pounds or 80 linear inches on items eligible for ebay program, unless specifically agreed upon between donor and THE GUILD. PLANNED GIFTS THE GUILD offers the following planned gift options: 1. Charitable remainder trusts 2. Bequests Charitable Remainder Trusts 1. Due to the cost of drafting and administration, the minimum to establish a charitable remainder trust is $100,000. 2. Management fees for the administration of a charitable remainder trust when THE GUILD is named as trustee or co-trustee shall be paid from the income of the trust. 3. Investment of a charitable remainder trust shall be determined by the fiduciary hired to manage the trust. No representations shall be made by a GUILD employee or person acting on behalf of THE GUILD as to the management or investment of such charitable remainder trust. 4. The payout rate of a charitable remainder trust shall be determined in consultation with the donor and THE GUILD investment advisor using the interest rates provided by the IRS. By law the payout rate cannot be lower than 5%. The payout rate shall be negotiated between the donor and THE GUILD and shall reflect the number of beneficiaries, their ages, and the size of the trust. Bequests 1. Assets transferred through bequests that have immediate value to THE GUILD or can be liquidated shall be encouraged by the development staff. Gifts that appear to require more cost than benefit shall be discouraged or rejected. 2. Donors who have indicated that they have made a bequest to THE GUILD may, depending upon the individual situation, be asked to disclose, in writing or by copy of the will, the relevant clause that benefits THE GUILD as evidence of their gift. This information is used for internal financial purposes and is not binding on the donor. 3. For THE GUILD's gift crediting and accounting purposes, bequests will be credited as bequests receivable when the bequest has matured and notification of a specific amount is received. ENDOWED FUNDS 1. To establish select endowed funds, the following minimum levels must be achieved: Center Endowed Scholarship Endowed Fund Current Use Fund 2. $2,000,000 $50,000 $50,000 $10,000 To establish an endowment: For an outright gift, the fair market value of the asset used must meet the minimum endowed level. For a planned gift, the fair market value of the gift must meet the minimum endowed level. (Note: A nonprofit organization may choose an alternate method of valuation such as present value.) 3. The endowed fund pays out 5% of income earned each year to the program or project designated by the donor. If earnings fall below 5%, the pay out rate can be adjusting by the Gift Acceptance Committee. 4. Donors shall receive an annual report detailing the investment performance and use of the fund. ADMINISTRATIVE ISSUES 1. THE GUILD shall not act as an executor (personal representative) for a donor’s estate. 2. THE GUILD may act as co-trustee on a charitable remainder trust when the trust names THE GUILD as a beneficiary of 50% or more of the trust. 3. THE GUILD will pay for the drafting of legal documents for a charitable remainder trust when THE GUILD is named as a beneficiary of 50% or more of the trust. The donor’s own counsel must review the documents at the donor’s cost. Investment Policy Staff Policy Manual I. INTRODUCTION Welcome to the Guild for the Blind (the Guild). You are now working for a unique organization with an important mission. It is my sincere hope you will find your employment to be both enjoyable and enriching. The Guild for the Blind is a not-forprofit corporation dedicated to promoting the independence and dignity of people with vision loss through individualized, consumer-driven programs and services. As a Guild employee, you are the most vital component of our success. We rely on you to make the Guild's services the best they can be. Our Mission is as follows: Through the recognition of individual strengths and aspirations, the Guild for the Blind offers alternative perspectives for living with vision loss. Working together, we tailor our training and support to help every person realize their potential. It is very important that you bear our mission in mind as you conduct your daily business. It is not only a statement of what we do; it expresses our reason for being. When you are in doubt whether an action or program is appropriate, you should first consult the mission as a guide. The question “does this fulfill the Guild’s mission?” should always be in your mind. The Guild recognizes that, in order to fulfill our mission, we depend on the effectiveness of each of its employees. Such effectiveness requires, in part, that each employee be aware of the policies and procedures contained in this personnel policy manual. This personnel policy manual is intended to provide you with information on the various employment policies and procedures followed at the Guild. It replaces all prior Guild for the Blind personnel policy manuals. While it is not possible to put everything in writing, I anticipate that this manual will provide you with general information concerning your employment at the Guild for the Blind. This manual is not an employment contract. The policies and procedures described in this manual are meant as broad, internal guidelines which the Guild for the Blind may revise, eliminate or update as needed in response to changing needs. None of the policies and procedures described in this manual is meant to limit the right of the Guild to terminate any employee's employment relationship, at its will, for any reason or no reason, with or without cause, at any time, with or without advance notice or warning. Likewise, employees may terminate their employment at any time, with or without cause or notice. While I urge you to consult this manual whenever you have a question, if you do not find the answer here, please contact your supervisor or me. Of course, we welcome your comments and suggestions for improving all aspects of our operations. For the Guild for the Blind, David J. Tabak Executive Director April, 2007 I. EMPLOYMENT A. Policy It is the policy of the Guild for the Blind to employ qualified persons based on education, skill and experience. This office will base all employment decisions without regard to age, marital status, parental status, sex, race, color, religion, national origin, ancestry, citizenship, disability or handicap unrelated to the individual’s ability to perform the job, sexual orientation, military discharge status, source of income or any other status protected by federal, state or local laws. B. Employment of Former Employees A former employee who terminated in good standing is considered eligible for re-employment. C. Age The minimum allowable age for full-time employment is 17. II. EMPLOYMENT DEFINITIONS A. Full-Time Employee An individual who has completed a probationary period of 90 calendar days and works a minimum of 35 hours per week on a regular and continuous basis. This employee is eligible for benefits. B. Part-Time Employee An individual who has completed a probationary period of 90 days and works less than 35 hours but at least 20 hours per week. This employee is eligible for pro-rated vacation time. III. PROBATIONARY PERIOD A. Probationary Period As a new employee, you will be on probationary status the first 90 calendar days of employment. During this period you are carefully supervised. Any indication that continued employment is not in the best interest of either the Guild for the Blind or you will result in your dismissal without notice. Once the probationary period is successfully completed, vacation and sick time benefits will accrue based on your original hire date. IV. THE WORK WEEK A. Definition A full-time employee works a minimum of 35 hours per week. A part-time employee works less than 35 hours per week but at least 20 hours per week. B. Work Week Definition A full-time employee's work week consists of 35 hours. Starting/ending times will be determined. C. Meal Time/Personal Time Mealtime and requested personal time (during meal time) away are not paid. V. WAGES A. Calculation for Hourly Employees (Non-Exempt): Straight Time You will receive straight time for the first 40 hours worked in a week pay period. B. Calculation for Hourly Employees: Overtime You will receive overtime (1-1/2 times your hourly rate) for any worked hours over 40 hours per week. Your supervisor’s prior approval is required for all overtime. C. Time Sheets: Hourly (Non-Exempt) Time Sheets You must record time worked on time sheets provided. Time sheets must be completed in ink and signed by you. Your supervisor must signoff on any overtime indicated. All time sheets must remain in the office at all times. D. Time Away Forms: Salaried (Exempt) Exempt employees are required to complete a form for reporting time off for one-half day or more due to illness, pre-approved vacation, jury duty, etc. E. Salary Advances Salary advances are not available. VI. PAY PERIODS/PAY DAYS A. Pay Periods Pay periods consist of two pay weeks. A pay week begins 12:01 am on Monday and ends at midnight the following Sunday. Time sheets are due the end of business Tuesday before the Friday payday. B. Pay Days Pay day is every other Friday and includes the pay period for the previous week and the week payment is received. If a holiday falls on Friday, pay day would then be the previous Thursday. C. Overtime Payments and Other Adjustments Any adjustment not appearing on the current paycheck will appear on the following paycheck. VII. HOLIDAYS A. Observed Holidays with Pay The following holidays will be paid to full-time employees: • New Year's Day • Memorial Day • Independence Day • Labor Day • Thanksgiving Day • Friday after Thanksgiving • Christmas Eve Day • Christmas Day • New Year’s Eve Day • Your birthday B. Observance If the holiday falls on a Saturday, the day observed will be the preceding Friday. If the holiday falls on a Sunday, the observed holiday will be the following Monday. C. Payment Method Unexcused absences, either the day before or the day after a holiday, will cause you to forfeit holiday pay. D. Holiday During Scheduled Vacation If a paid holiday falls during a scheduled vacation, that day does not count as a deduction of vacation time. E. Working on a Holiday If you work on a designated holiday (supervisor’s prior approval required), you may observe that holiday on another day within the same pay period. VIII. VACATIONS FOR FULL-TIME EMPLOYEES A. Allotment • • • B. One to three years of service: 10 days Four to six years of service: 15 days Seven or more years of service: 20 days Accrual Vacation is accrued based on your date of hire as follows: • One to three years of service: 5.83 hours per month • Four to seven years of service: 8.75 hours per month • Seven or more years of service: 11.67 hours per month C. Eligibility Full-time employees must complete six months of service to be eligible for vacation, this includes probationary period. D. Usage 1. 2. 3. E. Full days individually Half day (3.5 hours or less)—if more than 3.5 hours, full day will be counted Total allotment Scheduling Two weeks’ advance notice must be given in writing to your supervisor for approval. F. Carry Over Vacation time may be carried over to a total of annual amount accrued. Employees with less than three years of service cannot have in excess of 20 accrued days; employees with four years but less than seven years of service cannot have in excess of 30 accrued days; employees with seven or more years of service cannot have in excess of 40 accrued vacation days. G. Conversion of Part-time To Full-time Status If you have been on part-time employment status prior to converting to fulltime status, your original hire date will be used for calculating vacation time. H. Unused Vacation Day Balance at Termination Accrued but unused vacation days will be paid at termination. Balances cannot exceed accrued amounts as indicated in Section F above. IX. PERSONAL DAYS A. Allotment Full-time employees will be allowed four personal days each calendar year. B. Eligibility Full-time employees must complete six months of service to be eligible for personal days. C. Application 1. 2. 3. X. Personal days must be used in half (3.5 hours or less) or full day amounts. There is no carry over. There is no pay for unused personal days. SICK LEAVE: Short Term A. Allotment Sick days accrue after the conclusion of the probationary period at the rate of 5.83 hours per month. B. Usage Sick leave may be used if you, your spouse, child, parent, or partner has a health condition requiring your care. C. Unused Sick Leave Unused days are not carried over to the following year, nor are they paid for at any time, including termination. D. Substitution Sick time may not be used for planned vacation time or to add hours to a paycheck. E. Notification After the third day of sick leave, you must provide a doctor’s note to your supervisor outlining the reasons you are unable to return to work. XI. SICK LEAVE: Long Term In the event of a prolonged illness (by the employee or anyone referenced in Section X. B.), sick leave without pay may be granted for up to 60 calendar days providing proof of illness is submitted. At the end of 60 calendar days, your continued employment will be reviewed. Approval is solely at the discretion of the executive director. XII. LEAVE OF ABSENCE Leaves without pay may be granted for up to 60 calendar days for full-time employees, providing there is no unused vacation time. You must request this in writing at least 30 days in advance. Approval is solely at the discretion of the executive director. XIII. JURY DUTY AND LEGAL TESTIMONY A. Jury Duty It is the Guild's practice to compensate when full-time employees are called for jury duty. You may keep juror’s fees received in connection with jury service without a corresponding decrease in compensation. B. Legal Testimony It is the Guild’s practice to not compensate employees who are called as witnesses in personal matters. C. Notification to Supervisor Immediately upon receipt of notification to report for jury duty or as a witness, you should inform your immediate supervisor. If you are required to serve on a jury or as a witness without prior notice, you shall make every effort to notify your supervisor promptly. XIV. BEREAVEMENT LEAVE A. Compensation It is the Guild’s practice to grant a three day leave of absence with pay to full-time employees in the event of a death within the immediate family. B. Definition For bereavement leave, immediate family includes parent, spouse, child, brother, sister, spouse’s parent, sister/brother-in law, child’s spouse, grandparent, grandchild, domestic partner, or any person who resides with the employee. XV. MILITARY LEAVE A. Military Leave All employees who are called to serve in the Armed Forces of the United States will be granted a leave of absence and reinstated upon return to an equivalent position, in accordance with applicable state and federal laws. XVI. GROUP INSURANCE: Optional A. Coverage The Plan provides for term life, accidental death and disability, and health insurance (PPO or HMO) for employees. Health insurance is available for dependents. B. Eligibility Full time employees will be eligible on the first day of the following month after completing one month of employment. C. Premiums Prior to eligibility, the director of operations will discuss with you the costs to participate. D. Continuance of coverage during unpaid leave of absence Subject to terms and conditions of the insurance policy, insurance may be continued for up to nine months, provided you pay each month’s premium in full prior to the first day of the month. XVII. PERFORMANCE/SALARY REVIEW A. Performance 1. After completion of the 90 day probationary period, your performance will be reviewed. At the end of each quarter, you will meet with your supervisor to discuss progress on your annual goals. 2. You will complete a written self-evaluation of your performance yearly. A written evaluation will also be completed by your immediate supervisor. You and your supervisor will review both evaluations together and establish your goals for the following year. XVIII. TRAINING A. Training In some cases, the Guild will provide on the job training for your job assignments. The object of such training is to help you reach the desired level of optimum efficiency. XIX. INJURY/ILLNESS A. Injury If you are injured on the job, you must report it to your supervisor immediately. B. XX. Illness 1. If you become ill on the job, report this to your supervisor as soon as possible. 2. If you are unable to come to work because of illness, you must notify your supervisor as soon as you know you are too ill to work. TERMINATIONS: VOLUNTARY AND INVOLUNTARY A. B. Voluntary 1. At least two weeks prior to your last day, you are requested to submit written notice to your immediate supervisor. 2. Final paycheck will be issued on the regularly scheduled payday. 3. Accrued but unused vacation payment will be included in the final paycheck. 4. Unused sick time will be forfeited. 5. Unused personal days will be forfeited. Involuntary 1. Although employees are at-will, the following is a non-exhaustive list of conduct that will subject an employee to immediate dismissal without notice: • use of intoxicants, drugs or narcotics while at work; • theft from the office or from employees; • destruction of office property; • falsification of time, employment and/or personal records; • unauthorized absence or interruptions to service; • threatening, intimidating or coercing other employees; • insubordination to supervisory employees; • • • • • • • XXI. abandoning job (i.e. unjustified or unexcused absence for three consecutive days); actions determined to be considered gross misconduct; discourtesy to employees and visitors; neglect of duty or disregard to established office policies or procedures; inability to maintain work standards; excessive tardiness or absenteeism; or violation of rules of conduct. 1. Your last day will be solely at the discretion of the executive director. 2. Final paycheck will be issued on the last worked day or on the regularly scheduled payday. 3. Accrued but unused vacation pay will be included in the final paycheck. 4. Unused sick time will be forfeited. 5. Unused personal time will be forfeited. RULES OF CONDUCT A. Policy Prohibiting Sexual and Other Unlawful Harassment It is the policy of Guild for the Blind that all employees should be able to enjoy a work environment free of harassment. Harassment in the workplace based on a person's race, religion, color, sex, national origin, age, disability, marital status, or any other basis protected by applicable law will not be tolerated. Discussed below is the type of conduct that is prohibited, as well as the complaint provisions to investigate and remedy any type of harassment problems that may arise. Sexual Harassment is prohibited. Sexual harassment is defined by law as unwelcome sexual advances, requests for sexual favors, and other verbal, visual or physical conduct of a sexual nature when (1) submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment; (2) submission to or rejection of such conduct is used as the basis for employment decisions affecting such individual; and (3) such conduct has the purpose or effect of substantially interfering with an individual's work performance or creating an intimidating, hostile or offensive working environment. By way of example, no supervisor or other employee shall threaten or insinuate, either explicitly or implicitly, that another employee's or applicant's refusal to submit to sexual advances will adversely affect that person's employment, work status, evaluation, wages, advancement, assigned duties, shifts, or any other condition of employment or career development. Similarly, no employee shall promise, imply or grant any preferential treatment or employment opportunities in return for sexual favors. Other examples of sexual harassment may include, but are not limited to, unwelcome sexual flirtations, advances or propositions, verbal abuse of a sexual nature, subtle pressure or requests for sexual activities, inappropriate touching or intimacy, graphic or verbal commentaries about an individual's body, sexually degrading words used to describe an individual, a display in the workplace or to any employee of sexually suggestive objects or pictures, negative stereotyping based upon gender, sexually explicit or offensive jokes, sexual remarks, epithets, or slurs, and physical assault. Reporting Violations of this Policy and Investigation of Complaints Any employee who feels that he or she is a victim of sexual or other form of harassment, including but not limited to, any of the conduct listed above, by any supervisor, manager, other employee, client or any other person in connection with employment at the Guild for the Blind should bring the matter to the immediate attention of the executive director or, if you prefer, the president of the board of directors. Complaints may be made orally or in writing, but should be made in a timely manner following the incident so that a prompt investigation can occur. The Guild for the Blind will endeavor to investigate all allegations of harassment as promptly as possible. Information regarding a complaint will be held in confidence to the extent possible and will be disclosed only on a need-to-know basis in order to effectively investigate and resolve the matter. Under no circumstances will an investigation be conducted by the person(s) accused of harassment. Protection from Retaliation Retaliation against employees, acting in good faith, who report incidents of sexual harassment or who participate in an investigation of sexual harassment, is strictly prohibited by this policy and by law. Any employee who believes that he or she has been or is being retaliated against in violation of this policy should immediately advise the executive director or the president of the board of directors. Disciplinary Action Any employee who is determined, after an investigation, to have engaged in unlawful sexual or other form of harassment will be subject to appropriate disciplinary action, up to and including termination. Supervisory personnel who are aware of sexual or other forms of harassment but fail to promptly report it to executive director or the president of the board of directors may be subject to appropriate disciplinary action, up to and including termination. Any individual who retaliates against an employee who complains about harassment or who participates in the investigation of a complaint will be subject to appropriate disciplinary action, up to and including termination. If the investigation results in a finding that an individual falsely accused another of harassment, discrimination, or retaliation in a knowing or malicious manner, or otherwise knowingly or maliciously provided false information during the course of the investigation, that individual will also be subject to the appropriate discipline, up to and including termination. Other Types of Harassment Prohibited The Guild for the Blind also prohibits harassment based on an individual's race, color, religion, national origin, age, disability, marital status, or any other basis protected by applicable law. The same procedures as outlined above for sexual harassment apply for the reporting and investigation of such harassment. Appropriate disciplinary action will be taken if the claims appear to have merit following [The Company’s] investigation. Questions Questions about this policy should be directed to executive director or the president of the board of directors. B. Attitude/Appearance In an effort to project a professional atmosphere to our members and other visitors, please dress in "business casual" attire. Please refrain from wearing athletic clothes (sweatshirts or pants, sports jerseys, athletic shoes, etc.), jeans, T-shirts with rock band or alcohol logos, or other clothes that display social, religious, or political commentary. Please keep in mind that the items listed here are examples and are not intended to be a comprehensive list. It is expected that you will use your best judgment and will address any questions to your supervisor. Unless otherwise announced, the Guild generally recognizes “Casual Fridays.” As such, employees and volunteers are allowed to wear jeans and athletic shoes that are appropriately maintained (i.e. do not have holes, fraying hems, or other decorative detailing). If you are not sure if an outfit you would like to wear meets our standards, please speak to your supervisor. C. Telephones Occasionally personal telephone calls may have to be received or made during business hours. A small number of such calls will be permitted, provided they are local and handled in such a way as to not interfere with the business at hand. Long distance calls are not permitted. D. Kitchen Microwave, refrigerator and sink are provided. All staff members are expected to participate in their maintenance and cleanliness. E. Code of Conduct & Conflict of Interest Conflicts of interest are to be avoided. All staff members are required to disclose all interests that could constitute or be viewed as a conflict. Employee acceptance of gifts or honoraria is a conflict of interest. Annually, you will be required to review the Code of Conduct form and disclose any conflicts and acknowledge your acceptance of the Guild’s Code of Conduct. F. Gifts and Honorariums 1 All gifts, honoraria, stipends and grants received by staff for performing work related duties, such as written or oral presentations of materials related to blindness topics, or any gifts from organizations with which we do business, will become the property of the Guild, and are to be remitted to the Executive Director. 2. Gifts deemed inappropriate will be returned. 3. Monetary amounts shall be considered to be donations. G. Internet/Computers The Internet connects people and computers around the world, providing opportunities and challenges for businesses everywhere. It enables quick communication and access to information on a global basis and unparalleled opportunities to capitalize on businesses and markets. However, it is important to remember that use of the Internet is not free. The Guild incurs substantial costs associated with the Internet; both readily determined (connection fees. hardware, software, etc.) and not so readily determined (inherent security risks). Indiscriminate use of the Internet can expose the Guild’s information and services to significant risks that could have disastrous effects on the Guild. Policies, standards and guidelines have been set by management as a measure to offset these risks. They are for everyone's protection. It is, therefore, crucial that each of us supports and complies with these restrictions. It is the responsibility of every employee to be aware of potential threats originating from the Internet and to use the Internet resources in a manner that minimizes risks. Gaining access to the Internet also means taking responsibility that we all adopt certain expected behaviors. The following code of conduct specifies the rules for Internet use. 1. Business Use Internet services must be used for legitimate business purpose. 2. Standards of use All messages sent via the Internet will be seen to originate from the Guild. It is important that such messages reflect our best professional standards. Posting or downloading messages that contain obscene, profane, threatening, harassing (racially, sexually, or otherwise), defamatory, or otherwise offensive language are strictly prohibited. Other restrictions include circulating chain letter or hoax virus alerts, sending unsolicited commercial e-mail, supporting political views and promoting spamming activities. 3. Retrieval of information The retrieval of executable files is prohibited. Such action can lead to the introduction of viruses or pirated, unlicensed programs. The retrieval of pornographic information is strictly prohibited. 4. Limitation of use Internet communications may not be used for the creation of legal or contractual obligations. Users are requested not to join mailing lists or solicit information on the Internet unless there is a business need for doing so. Please remember that Internet usage, as well as the use of all other Guild computer infrastructure, is subject to monitoring for compliance within the Guild's policies. Staff must exercise good judgment at all times when using Internet services. Individuals wishing to use Internet resources for more personal activities should acquire their own personal account from an independent Internet service provider for use during non-business hours. 5. Internet Usage Guidelines The following guidelines should steer your Internet usage: • • • • • • • • • • • DO NOT upload, download or transmit games, unlicensed software or offensive materials; DO NOT use Guild Internet access for unauthorized activities; DO NOT transmit messages that adversely affect the Guild’s image; DO NOT transmit confidential information without the use of encryption; DO NOT access Internet sites or material that is abusive, sexist, racist, offensive or degrading; DO NOT install any software from the Internet without prior authorization; and DO NOT probe systems for security weaknesses. DO protect the Guild’s information from unauthorized access, modifications, destruction and disclosure; DO comply with copyrights and software licensing agreements; DO report any suspicious activity to the Manager of Information Systems; and DO keep the Guild's anti-virus software enabled at all times. ACKNOWLEDGEMENT FORM I have received a copy of the Guild for the Blind's Personnel Policy Manual dated June 27, 2007. I understand any and all policies contained and described in the Manual are not conditions of employment. They may be changed or terminated at any time with or without notice. In addition, I have received, reviewed and signed the Guild’s Conflict of Interest form and acknowledge receipt and understanding of the Guild’s Code of Conduct. I UNDERSTAND THIS MANUAL IS NOT AN EMPLOYMENT CONTRACT between the Guild for the Blind and any employee. In addition, I ACKNOWLEDGE MY EMPLOYMENT AT THE GUILD FOR THE BLIND IS TERMINABLE AT MY WILL OR AT THE WILL OF THE GUILD FOR THE BLIND, AT ANY TIME, WITH OR WITHOUT CAUSE OR NOTICE. I further understand that only the executive director of the Guild for the Blind has the authority to make a promise or agreement to the contrary and that such promise or agreement must be in writing, signed by the executive director. I also acknowledge that I have reviewed the Guild for the Blind’s Policy Prohibiting Sexual and Other Unlawful Harassment, that I understand its contents and that I will abide by the Policy. ______________________________________ Employee Signature _________________ Date CONFLICT OF INTEREST POLICY The purpose of the following policy and procedures is to prevent the personal interest of board members, officers and staff members from interfering with the performance of their duties to Guild for the Blind, or result in personal financial, professional, or political gain on the part of such persons at the expense of Guild for the Blind. Definitions: Conflict of Interest (also Conflict) means a conflict, or the appearance of a conflict, between the private interests and official responsibilities of a person in a position of trust. Persons in a position of trust include board members, officers and staff members of Guild for the Blind. Board means the Board of Directors. Officer means an officer of the Board of Directors. Staff Member means a person who receives all or part of her/his income from the payroll of Guild for the Blind. POLICY AND PRACTICES Full disclosure, by notice in writing, shall be made by the board members, officers and staff members to the full Board of Directors in all conflicts of interest, including but not limited to the following: A board member is related to another board member or staff member by blood, marriage or domestic partnership. A staff member in a supervisory capacity is related to another staff member whom she/he supervises. A board member or their organization stands to benefit from a Guild for the Blind transaction or staff member of such organization receives payment from Guild for the Blind for any subcontract, goods, or services other than as part of her/his regular job responsibilities or as reimbursement for reasonable expenses incurred as provided in the bylaws and board policy. Following full disclosure of a possible conflict of interest or any condition listed above, the Board of Directors shall determine whether a conflict of interest exists and, if so the Board shall vote to authorize or reject the transaction or take any other action deemed necessary to address the conflict and protect Guild for the Blind’s best interests. Both votes shall be by a majority vote without counting the vote of any interested director, even if the disinterested directors are less than a quorum provided that at least one consenting director is disinterested. A Board member who is formally considering employment with Guild for the Blind must take a temporary leave of absence until the position is filled. Such a leave will be taken within the Board member's elected term which will not be extended because of the leave. A Board member who is formally considering employment with Guild for the Blind must submit a written request for a temporary leave of absence to the Secretary of the Guild for the Blind Board, c/o the Guild for the Blind’s office, indicating the time period of the leave. The Secretary of Guild for the Blind will inform the President of the Board of such a request. The President will bring the request to the Board for action. The request and any action taken shall be reflected in the official minutes of the Guild for the Blind. An interested Board member, officer, or staff member shall not participate in any discussion, debate or vote of the Board of Directors, or of any committee or subcommittee thereof in which the subject of discussion is a contract, transaction, or situation in which there may be a perceived or actual conflict of interest. However, they may be present to provide clarifying information in such a discussion or debate unless objected to by any present board or committee member. Anyone in a position to make decisions about spending Guild for the Blind’s resources (i.e., transactions such as purchases contracts) – who also stands to benefit from that decision – has a duty to disclose that conflict as soon as it arises (or becomes apparent); s/he should not participate in any final decisions. A copy of this policy shall be given to all Board members, staff members or other key stakeholders upon commencement of such person's relationship with Guild for the Blind or at the official adoption of stated policy. Each board member, officer and staff member shall sign and date the policy at the beginning of her/his term of service or employment and each year thereafter. Failure to sign does not nullify the policy. This policy and disclosure form must be filed annually by all specified parties. CRITICAL INCIDENTS – POLICIES & PROCEDURES 11d1. Medication Errors Due to the nature of services provided, the Guild does not prescribe or dispense medications of any kind. Questions regarding efficacy, appropriateness, or any other medically related issue will be referred back to the prescribing doctor. 11d2. Use of Seclusion or Restraint Due to the nature of services provided, the Guild does not practice any method of punishment or psychological or physical control while working with members. As such, seclusion and restraint techniques are never used by staff. If a member becomes a physical threat to any other person while at the Guild, the immediate area will be evacuated and the police will be called to remove the individual. If the situation warrants, the offending individual will be prosecuted. 11d3. Incidents Involving Injuries All incidents involving staff and/or visitors to the Guild that result in injury will be documented as to what happened, where, why, when, and who was involved. If injuries sustained require medical attention, Guild staff will either contact 911 for paramedics or will encourage the injured party to seek medical attention on their own depending on the severity of the situation. If the injured party refuses medical treatment, they will be asked to sign a waiver indicating the Guild is not liable for any future injury that may result from the incident. 11d4. Communicable Diseases In an effort to protect our employees as well as other members or visitors to the Guild, procedures for Universal Precautions will be followed at all times when responding to any medical incident or emergency. (See Universal Precautions Procedures.) 11d5. Infection Control In order to avoid the spread of infections throughout the facility, staff and members who visit the Guild on a regular basis will be asked not to come to work or to visit our office if they know or believe themselves to be infected with a virus or other highly contagious illness. Preventative measures will also be taken to control the spread of such pathogens. (See Infection Control Plan Procedures.) 11d6. Violence or Aggression Violent or otherwise aggressive behavior will not be tolerated. Any individual displaying these behaviors will be asked to leave. If they will not comply willingly, the police will be called and the Building doormen informed. If any staff, member, or other visitor was injured or physically assaulted in any way during the incident, the aggressor will be banned from services and asked not to return to the Guild for at least one year or until such time it is determined that they no longer pose a threat. If criminal charges are levied against the individual, the Guild will fully comply with authorities throughout the investigation and prosecution phases. 11d7. Sentinel Events Any incident on Guild property or during an off-site Guild-related activity or event that occurs that endangered the physical or emotional well-being of staff, members, or other visitors or causes harm or destruction to Guild property will be recorded and reported to the appropriate parties (i.e. insurance company, agency attorney, police, etc.). A log of these incidents will be maintained and reviewed annually to identify precursors, trends, and preventative measures to be taken to avoid such events in the future. 11d8. Use or Possession of Weapons Any unauthorized possession or use of weapons on Guild property or at a Guild-related activity or event by any staff, volunteer, member, or other visitor is strictly prohibited. Violations of this policy will be immediately reported to the police. 11d9. Elopement & or Wandering Due to the nature of services provided, elopement and wandering are incidents that would not directly involve or impact the Guild. 11d10. Vehicular Accidents Buses, trains, taxi cabs, and cars may be used at times for activities involving staff, volunteers, or members. Should there be any accidents resulting in injury, those involved are covered under the Guild’s liability insurance. If a car is being rented for Guild use, additional insurance will be purchased to cover any damage to the car or passengers. If staff or volunteers use their own vehicles, they must offer proof that their car is insured to the extent required by local and state laws. 11d11. Biohazard Accidents Due to the nature of services provided, the Guild does not handle biohazard materials. In the event, however, that a biohazard accident were to occur within the physical proximity of the Guild, building evacuation or shelter-in-place procedures will be followed according to the guidelines set forth by emergency personnel. (See Building Evacuation Procedures and Shelter-in-Place Plan.) 11d12. Use or Possession of Licit or Elicit Substances Possession or use of licit or elicit drugs on Guild property or at a Guild-related activity or event by any staff, volunteer, member, or other visitor is strictly prohibited. Those suspected of being under the influence will be refused services at that time and asked to return at another date. Staff under suspicion will be sent home for the remainder of the day, immediately put on probationary status, and offered substance abuse counseling. Volunteers engaging in this behavior will be immediately terminated. Any incidents resulting in suspected substance abuse that endangers the well-being of any individual or is in obvious violation with local, state, or federal law will be immediately reported to the police. 11d13. Abuse & Neglect All associated with the Guild should be treated with the utmost respect and should in turn be treated as such. No staff, volunteer, member, or other visitor to the Guild shall engage in any activity or behavior that can be constituted as abuse, whether physical, mental, or emotional. All seeking services will be served to the best of the staff’s ability at all times. If services are required that the Guild cannot provide for whatever reason, attempts to find a referral source that can provide the service will be made. The needs of members shall not be ignored or avoided while at the Guild. Services shall not be intentionally withheld without due cause. 11d14. Suicide or Attempted Suicide If a member or potential member calling the Guild sounds to be in crisis or states they are suicidal, the staff or volunteer involved should try to calm them down, keep them talking while a supervisor can be reached to assist, and provide the information needed to speak to a crisis counselor. Staff should try to also remain calm and to convey their empathy and support. The individuals involved with the call will be offered crisis counseling them to help process their experience. If a member or potential member comes into the Guild office and appears to be in crisis, a staff member should take them somewhere to talk privately while hopefully calming them down. The person poses a threat to themselves or others, 911 will be called for assistance. If an individual actually attempts or commits suicide while at the Guild, 911 will be called immediately. While waiting for the police and paramedics to arrive, Guild staff will assist the members present to move to another area. Crisis counseling will be recommended for both staff and members present. 11d15. Other Areas As situations arise, new policies and procedures will be developed to address each. POLICY PROHIBITING SEXUAL AND OTHER UNLAWFUL HARASSMENT It is the policy of the Guild for the Blind that all of our employees should be able to enjoy a work environment free of harassment. Harassment in the workplace based on a person's race, religion, color, sex, national origin, age, disability, marital status, or any other basis protected by applicable law will not be tolerated. Discussed below is the type of conduct that is prohibited, as well as the complaint provisions to investigate and remedy any type of harassment problems that may arise. Sexual Harassment is Prohibited Sexual harassment is defined by law as unwelcome sexual advances, requests for sexual favors, and other verbal, visual or physical conduct of a sexual nature when (1) submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment; (2) submission to or rejection of such conduct is used as the basis for employment decisions affecting such individual; and (3) such conduct has the purpose or effect of substantially interfering with an individual's work performance or creating an intimidating, hostile or offensive working environment. By way of example, no supervisor or other employee shall threaten or insinuate, either explicitly or implicitly, that another employee's or applicant's refusal to submit to sexual advances will adversely affect that person's employment, work status, evaluation, wages, advancement, assigned duties, shifts, or any other condition of employment or career development. Similarly, no employee shall promise, imply or grant any preferential treatment or employment opportunities in return for sexual favors. Other examples of sexual harassment may include, but are not limited to, unwelcome sexual flirtations, advances or propositions, verbal abuse of a sexual nature, subtle pressure or requests for sexual activities, inappropriate touching or intimacy, graphic or verbal commentaries about an individual's body, sexually degrading words used to describe an individual, a display in the workplace or to any employee of sexually suggestive objects or pictures, negative stereotyping based upon gender, sexually explicit or offensive jokes, sexual remarks, epithets, or slurs, and physical assault. Reporting Violations of this Policy and Investigation of Complaints Any employee who feels that he or she is a victim of sexual or other form of harassment, including but not limited to, any of the conduct listed above, by any supervisor, manager, other employee, client or any other person in connection with employment at the Guild for the Blind should bring the matter to the immediate attention of executive director or, if you prefer, the president of the board of directors. Complaints may be made orally or in writing, but should be made in a timely manner following the incident so that a prompt investigation can occur. The Guild for the Blind will endeavor to investigate all allegations of harassment as promptly as possible. Information regarding a complaint will be held in confidence to the extent possible and will be disclosed only on a need-to-know basis in order to effectively investigate and resolve the matter. Under no circumstances will an investigation be conducted by the person(s) accused of harassment. Protection from Retaliation Retaliation against employees, acting in good faith, who report incidents of sexual harassment or who participate in an investigation of sexual harassment, is strictly prohibited by this policy and by law. Any employee who believes that he or she has been or is being retaliated against in violation of this policy should immediately advise the executive director or the president of the board of directors. Disciplinary Action Any employee who is determined, after an investigation, to have engaged in unlawful sexual or other form of harassment will be subject to appropriate disciplinary action, up to and including termination. Supervisory personnel who are aware of sexual or other forms of harassment but fail to promptly report it to the executive director or the president of the board of directors may be subject to appropriate disciplinary action, up to and including termination. Any individual who retaliates against an employee who complains about harassment or who participates in the investigation of a complaint will be subject to appropriate disciplinary action, up to and including termination. If the investigation results in a finding that an individual falsely accused another of harassment, discrimination, or retaliation in a knowing or malicious manner, or otherwise knowingly or maliciously provided false information during the course of the investigation, that individual will also be subject to the appropriate discipline, up to and including termination. Other Types of Harassment Prohibited The Guild for the Blind also prohibits harassment based on an individual's race, color, religion, national origin, age, disability, marital status, or any other basis protected by applicable law. The same procedures as outlined above for sexual harassment apply for the reporting and investigation of such harassment. Appropriate disciplinary action will be taken if the claims appear to have merit following the Guild for the Blind’s investigation. Questions Questions about this policy should be directed to the executive director or the president of the board of directors. POLICY AND PROCEDURES FOR COMPLAINTS AND GRIEVANCES Policy To take appropriate, prompt corrective action when necessary to address valid complaints and grievances. Complaints and grievances shall be thoroughly investigated using supportive and written information from both parties. Complaints and grievances will be handled in a timely manner following the appropriate procedures. If a grievance is valid, appropriate quality improvements steps will be taken to handle the individual issue and to prevent recurrence. Education for all parties involved will be an important part of the corrective action process. Procedure The Guild for the Blind encourages open and effective communications between all parties involved in the delivery of its services. As a part of effective communication, the Guild will implement the following procedures for hearing complaints and resolving grievances from members, staff, volunteers, and other stakeholders. This process allows for immediate action aimed at achieving mutual agreement for settlement among all involved parties. Definitions Complaint: A complaint is a written, verbal, or electronic expression of dissatisfaction by a Guild member, staff, volunteer, or other stakeholder concerning issues including, but not limited to, its services, treatment, or staff. Grievance: A request for a formal investigation of a complaint. Grievance Committee: A committee designated to review and resolve written grievances. The committee will consist of three or more Guild staff, a member of the Guild’s Board of Directors, and a neutral third party if required. Complaints may be made by phone, mail, or email. Grievances must be submitted in writing by either mail, fax, or email and directed to: Guild for the Blind Attn: Grievance Committee 65 East Wacker Place, Suite 1010 Chicago, IL 60601-7216 Fax: (312) 236-8569 Email: [email protected] Fiscal Year 2012 Board Meetings All will be at the Guild, starting at 3:30 pm. With the exception of the April 25, board members are invited to cocktail and hors d’oeuvres at the South Water Street Kitchen, 225 North Wacker Drive. Following the board meeting on April 25, board members are cordially invited to attend the Guild’s annual volunteer appreciation party. October 27, 2011 February 9, 2012 April 25, 2012 June 21, 2012 Board Self-Assessment Survey Review the list of basic board responsibilities. Indicate whether, in your opinion, the board currently does a good job in an area or whether the board needs to improve its performance. Does Well Organization’s Mission Strategic Planning Program Evaluation Fund-Raising Fiscal Oversight and Risk Management Relationship with Chief Executive Board-Staff Relationship Public Relations and Advocacy Board Selection and Orientation Board Organization Needs Work
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