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Virginia Organizational Standards Implementation Guide

Explore Virginia's 56 standards for high-quality service capacity, with themes like community engagement and leadership. Includes self-assessment tools and guidance on planning for full implementation.

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Virginia Organizational Standards Implementation Guide

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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