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1. KNOWLEDGE OF THE COMMUNITY: United Way identifies, understands and engages existing and emerging communities and builds relationships with community leaders and people of influence in all sectors.
GOAL: United Way has well-developed knowledge and understanding of a broad range of communities with whom it can engage to build common vision and achieve impact on priority issues. United Way volunteers and staff have solid relationships and actively work with leaders of these communities. The media, government, community partners, and the public regard United Way as a key source of information about the community and community issues.
ACTIONS: Participation in a broad range of community help committees. Become very knowledgeable. Rotary, Geary Health Council, Military Affairs Council, Communities in Schools, Flint Hills Prevention Council, Sundown Salute Committee, Officers and Civilian Spouses Club, Quarterly UW Agency Meetings, Fort Riley Community Action Council, School Board Meetings, City Council Meetings, County Commission Meetings
2. COMMUNITY ENGAGEMENT AND MOBILIZATION: United Way listens to, learns from and motivates diverse individuals, groups and sectors to better understand, become involved in and take action on priority issues.
GOAL: United Way is regularly involved in community research and education. United Way is actively involved in multiple approaches and activities that motivate, organize, support and recognize community involvement. United Way successfully engages a wide spectrum of the community in these efforts. United Way encourages the community to provide input on issues, volunteer and engage in planning and preparation for crisis events through channels such as volunteer centers and 2-1-1.
ACTIONS: United Way is involved in the community beyond the traditional campaign period through the director’s membership on community committees and attendance at events beyond United Way, providing services to our agencies and other programs, and our board members involvement in community organizations while representing United Way. Geary County associates United Way with Neighbor to Neighbor (Fall Day of Caring), VITA tax service for low-income families, distribution of winterization kits, a reference for emergency services and fund raisers for UW agencies. Seeking opportunities with Fort Riley and Sundown Salute (major community summer event.)
3. SHARED COMMUNITY VISION: United Way and the community establish a shared vision for the future by creating a collective understanding of key community interests, aspirations, assets and concerns which represent the perspectives of diverse groups, individuals and sectors.
GOAL: United Way joins other community partners to regularly disseminate information on current and emerging community issues. United Way partners with others to facilitate inclusive community conversations and public dialogues around community interests, aspirations, assets and concerns that lead to a shared vision and the identification of priority issues. United Way is widely recognized as an integral partner and convener in building a shared community vision.
ACTIONS: This is a great strength of this United Way thanks to the status established by previous directors to be a major point of contact for the community on all helping services.
4. PUBLIC POLICY ENGAGEMENT: Because government is a critical decision-maker and the major provider and funder of health and human services, United Way must actively engage in public policy and develop partnerships that include local, state and federal governments along with the private sector and nonprofit sector.
GOAL: United Way has a board level committee that is engaged in advancing its public policy agenda. It works with others in the United Way system to lobby legislators on issues of common concern. United Way engages the community-at-large to discuss, debate and advocate on behalf of policies that will advance community impact goals. United Way CEO and senior staff have close relationships with current and prospective public officials and their staff. United Way is consulted as a valuable source of information and perspectives to shape policies related to priority issues.
ACTIONS: This is a growing relationship that is aided by the director’s background with government reporting and campaigns. Attendance at civic meetings will help this relationship grow and inclusion of these leaders on the board and committees.
5. IMPACT STRATEGIES: United Way and other partners engage the community in developing a comprehensive plan for impacting selected priority issues, identifying the lasting changes sought and the specific strategies needed. All those with an interest in the outcomes are included. United Way determines its role in the plan and focuses on selected strategies.
GOAL: A comprehensive community plan is in place to achieve desired results on at least one priority community issue. United Way and its multiple partners are each actively engaged in their agreed-upon roles and responsibilities. Strategies have been framed as investment products and packaged to attract resources. A plan is in place for measuring and communicating strategies, progress and results.
ACTIONS: Continue executive director’s involvement with Communities in Schools, Health Council, and Fort Riley Community Action Council. Continue quarterly United Way agency meetings, which are open to the public, especially other helping service providers. Insure the allocations committee keeps the United Way mission at the forefront of their process each year as they put resources into the hands of those engaged in the meeting the same goals.
6. PARTNER ENGAGEMENT: United Way deliberately and actively builds quality relationships with traditional and non-traditional partners and involves them at every step of the way. United Way engages partners around priority community issues, shared strategies and corresponding resource development.
GOAL: United Way has strong relationships with a broad and diverse range of partners. All are actively working together on priority community issues and achieving results. United Way measures and reports its success in mobilizing partners. United Way effectively recognizes and communicates with its partners and has established mutual trust and respect. Others view United Way as a key player and valued partner in achieving community results.
ACTIONS: United Way is recruiting key community leaders to become involved in board service, committees and campaign roles giving UW the opportunity to share goals for achieving community results. We have targeted major employers and civic leaders.
7. RESOURCE DEVELOPMENT AND MOBILIZATION: United Way mobilizes the many community assets – money, people, knowledge, relationships and technology – needed to implement strategies and achieve meaningful results. United Way builds personal relationships with donors/investors, segments markets based on interests, and recognizes all contributions.
GOAL: United Way’s resource development efforts are an integrated part of an overall community resource development plan for priority issues. All partners are contributing to these efforts to develop and attract the resources needed to implement impact strategies. United Way is actively doing its part by implementing its own comprehensive resource development plan to attract the diverse resources it promised. Financial resources come from multiple channels (workplace, major gifts, planned gifts, government, foundations, etc.). Non-financial resources are being attracted and linked to priority issues (e.g., volunteers, goods, expertise, technology). United Way knows, thanks and communicates regularly with its key donors. Donors feel appreciated and part of the work. United Way is having success at matching the donor aspirations of target markets with impact strategies and attracting resources.
ACTIONS: The community has been confused by the “New United Way.” Plan to build on 06 successful campaign to build relationships with key donors and not disappear until next campaign. Every donor is thanked in writing. Major donors were thanked in newspaper at end of campaign and on UW Web site. Appreciation lunch planned for April, “Volunteer Appreciation Month.”
8. IMPLEMENTATION AND ACTION: United Way recognizes that community impact cannot be achieved through any single strategy, action or investment. United Way implements a diverse array of impact strategies and actions to achieve desired results and improve lives (beyond merely funding agencies, programs or services). United Way includes a commitment and activities to engage those individuals most affected by an issue. United Way explores strategies that go beyond our traditional service orientation and address root causes, as well as system-level barriers and challenges.
GOAL: United Way and its partners are implementing a wide range of strategies intended to achieve the desired results on selected priority community issues. This is the “New United Way.” All strategies are aligned with the community plan and include, when appropriate, research, the development of collaborations, public policy advocacy at the local, state and national level, and the funding of programs and services. The implementation of strategies is producing results at both the program and community level. United Way is viewed as a community impact leader and not just as a fundraising and allocating organization.
ACTIONS: On-going
9. MEASURE, EVALUATE AND COMMUNICATE RESULTS: United Way and its partners evaluate the effectiveness of impact strategies in order to continuously improve. They identify appropriate measures, collect and analyze results, and assess progress toward desired outcomes. Outcomes may be measured at multiple levels (e.g., programs, system and community). What is learned may cause United Way and partners to re-think, change or adjust strategies, actions and investments. United Way regularly and transparently communicates impact strategies, activities and results to donor/investors and the community, always acknowledging the contributions of partners. Results may become part of a community scorecard to communicate progress.
GOAL: United Way utilizes program outcome data in evaluating strategies and making investment decisions. United Way and its partners have identified the results they seek to achieve on priority community issues and are actively tracking and measuring progress toward specific program, system and community outcomes. United Way and its partners consistently review measurement data, evaluate their progress on the desired outcomes and adjust their work as necessary. United Way and its partners regularly communicate the progress made on outcomes and, when appropriate, tailor those messages for specific market segments.
ACTIONS: This goal is most closely achieved through the annual allocation process. By including agency presentations at monthly board meetings throughout the year, our members are staying informed of their progress towards their goals and measuring standards stated on their applications. Members are better prepared to evaluate their progress before further allocations are granted. The executive director’s routine site visits to agencies also brings more feedback to the board as a whole on measurable results.
10. RELATIONSHIP-ORIENTED CULTURE: United Way culture (i.e., norms, values and work practices) supports building relationships that help achieve its mission.
GOAL: United Way has created a relationship-oriented culture that is fully supported by a “relationship champion,” information, training, tools, and mechanisms that hold staff and board accountable for building key relationships.
ACTIONS: Build 07 campaign from foundation of 06 contributors. Major “absentees” from 06 enlist to major roles in 07. Quarterly agency meetings and agency briefings to members will help communicate the goal of relationship building.
11. MARKET INTELLIGENCE: United Way collects, analyzes and uses critical information about the market and target audiences in order to better respond to market trends and customer requirements.
GOAL: United Way keeps abreast of market trends and partner and competitor activities. United Way has data collection, analysis and data management practices and systems that enable it to maintain a 360-degree view of current and prospective donor/investors. It has set goals and monitors progress in retaining and acquiring donor/investors.
ACTIONS: 05-06 Comparison done to set goals for 07 campaign. Largest competitor for donations Health Foundation (raised $80K), Sundown Salute, Military Affairs Council and Fort Riley CFC (raised $209K and sent it worldwide). Must find other sources for donations from Fort Riley than CFC, such as Chapels (received $800 06 vs. $1000 CFC 05) and a medical request from one of our agencies for a donation from Health Foundation.
12. SEGMENTATION AND PRIORITIZATION. United Way identifies and prioritizes key customer segments and partners to build relationships important to achieving community impact goals.
GOAL: United Way is expert at segmentation and prioritization. United Way has taken an Active Community Investor (ACI) focus and is looking at the “lifetime value” of various investors and partners as well as using this return-on-investment analysis to align resources and marketing efforts.
ACTIONS: Very few “high value” donors. Average donor $20 to $100. Largest: $5000 corporate, $1000 individual, $18000 payroll deduction. However, these contributors are committed to repeating their donations on an annual basis relationship. United Way has a very high profile in the community.
13. ACTIVE CULTIVATION: United Way actively cultivates, maintains and grows key relationships to increase loyalty and convert ambivalence or inertia, where it exists, to passionate support.
GOAL: United Way identifies specific goals for building relationships with its target audiences, develops customized plans for year-round engagement of those audiences, and is executing against those plans.
ACTIONS:
Educating the community to the results-oriented New United Way is proving identified
goals are the purpose of the fundraising.
September – involve community in allocation process
October – support Chamber fund raiser.
November – run ads thanking donors for a successful campaign. Support YMCA fundraiser.
December – announce agencies and allocations, interviews with new agencies. Attend Health
Foundation Gala.
January – sent cards to businesses to budget for their contribution this year.
February – volunteer for Chamber annual dinner.
March – will recruit for community members to serve on campaign committees. Support Big Brothers
Big Sisters fundraiser.
April – volunteer appreciation luncheon for large donors, board, agencies and volunteers.
May – support end of year school programs.
June – prepare postcard requests for donations and contact civic clubs for presentations.
July – Business Blitz to pre-launch the campaign. Volunteer for Sundown Salute.
August – launch campaign, using board, committees and agencies at all presentations so they are
invested in the success of the campaign.
Monthly – attend Military Affairs Breakfast, Community Action Council, OCSC luncheon, Rotary
(weekly) Serve on committees to support their projects.
Support projects for any group who has supported UW or is a good prospect.
14. UNIQUE, POSITIVE BRAND EXPERIENCE: United Way aspires to be the ideal partner for people who want to make a real difference in the community. It delivers results, engages, communicates, and creates a consistent brand experience for its corporate and individual investors and key partners.
GOAL: United Way metrics show it leads its market in delivering on results and it engages, communicates and creates a consistent brand experience—better than any other nonprofit organization in its market—for its corporate and individual investors and key partners.
ACTIONS: Build on established donors: use them on committees and thank them at least in five ways: cards, ads, radio, TV, presentations, letters, referrals, patronage. Board membership needs to become a mark of prestige in the community – even committee membership. The UW brand is already a sought-after value by service agencies in the community. The board needs to elevate the salary/benefits of the executive director so when a vacancy occurs (17 in 25 years!) they can compete for the best talent available instead of the track record of being a first job for resume-builders.
15. PROMINENT STATURE AND REPUTATION: United Way has impeccable standing in the community and is recognized as a key leader on selected priority issues as well as a strong partner on a range of other community issues.
GOAL: United Way is widely recognized as a leader on selected priority issues.United Way’s measures of trust, favorability and reputation are among the highest in the nonprofit sector. It continually monitors and sets goals to improve upon.
ACTIONS: Build on improving stature. Again, board membership needs to become a mark of prestige in the community – even committee membership. The UW brand is already a sought-after value by service agencies in the community. The board needs to elevate the salary/benefits of the executive director so when a vacancy occurs (17 in 25 years!) they can compete for the best talent available instead of the track record of being a first job for resume-builders.
16. MISSION: United Way has a clearly stated mission, approved by the board, in pursuit of improving lives by strengthening local communities. All organizational activities are consistent with the mission, and all who work for, or on behalf of, United Way understand, articulate and support its stated purpose. The general public is aware of United Way’s mission.
GOAL: United Way’s mission is prominently featured in all of its communications and materials. United Way makes decisions based on the mission and has eliminated or restructured non-mission critical activities. Staff and board members are effective spokespeople for the mission. Key community stakeholders, partners and investors articulate its mission; the general public recognizes it.
ACTIONS: Two agencies a month will brief the board and volunteers on their work so board members will become effective spokespeople for the Mission and in turn educate key community stakeholders, partners and investors to articulate our mission so the general public recognizes it. Every presentation by the executive director will include two agencies to promote their work.
17. STAFF AND VOLUNTEER LEADERSHIP: United Way’s CEO and volunteer leaders provide visible, active and effective leadership for United Way and the community. The CEO and volunteer leaders hold themselves accountable for achieving community impact and organizational goals.
GOAL: United Way’s CEO and volunteer leaders model United Way’s values, lead the development of relationships and resources, and hold themselves accountable for achieving community impact goals. United Way’s CEO and volunteer leaders align organizational and external resources required to achieve results and make course corrections as needed.
ACTIONS: Rotary – member; Military Affairs Council – attend breakfasts, member Lady Troopers; attended Hospital Gala; on list as VIP for military events, volunteer for Sundown Salute. Seek out ways to support community events without sacrificing United Way focus and goals.
18. GOVERNANCE: United Way’s volunteer board is effective in setting direction for the organization, ensuring necessary resources (i.e., human, financial, relationship) and providing oversight of programs, finances, legal compliance, and values. The board functions to support community impact.
GOAL: United Way’s board culture is marked by a balance between fiduciary, strategic, and generative responsibilities. On a regular basis, United Way’s board conducts a board assessment. Governance practices that receive less than satisfactory ratings are addressed in a timely fashion. The United Way board is fully aligned (in terms of structure, composition, function, roles, and responsibilities) with the organization’s community impact mission, goals and objectives.
ACTIONS: The board has made successful effort to have members who reflect the community as a whole. In need of more organization decision-makers.
19. STRATEGIC AND BUSINESS PLANNING: United Way establishes short and long-term goals and identifies strategies to accomplish them. Strategies are based on data and analysis, align with community impact priorities, and drive marketing, financial and operational plans (collectively, a “business plan”), as well as staff work plans (i.e., accountability). Annually, United Way assesses progress and makes changes as needed.
GOAL: United Way has an up-to date strategic plan that drives the development of annual business plans. Staff work plans are based on the business plan. United Way monitors implementation and reviews benchmarks and indicators, or progress, at least annually.
ACTIONS: The creation of board committees to be supplemented with community leadership committees for the campaign and allocations will help identify long-term goals and establish strategies for accomplishing them. By reviewing and evaluating recent campaigns and events a business plan will develop that improves by eliminating each action did not accomplish a goal.
20. ALIGNMENT: United Way aligns all organizational elements and resources (functional areas, systems, skills, staff, board, volunteers, structure, culture, mindset and investments) to support its mission, community impact priorities and organizational goals. Adjustments are made as needed.
GOAL: United Way’s functional areas, systems, structure, culture and investments collectively support the community impact mission. Staff and volunteers share critical responsibilities and collectively demonstrate competencies required to achieve the community impact mission. Leaders continually monitor, identify and remove barriers to organizational alignment.
ACTIONS: United Way’s finance committee has recently established certificates of deposit so a reserve fund will be created to insure this United Ways financial future. As other committees meet and set goals the United Way as a whole will move towards directing its activities to be in alignment with the community impact mission.
21. ORGANIZATIONAL LEARNING AND TALENT DEVELOPMENT: United Way continuously improves performance by: 1) anticipating and reacting to change, complexity and uncertainty, 2) cultivating a culture committed to the innovation of products and services, and 3) facilitating the development, growth and succession of talent. United Way creates the optimal culture, processes and infrastructure for continuous learning at organizational and individual levels. United Way staff, volunteers and partners translate new learning into action that achieves results.
GOAL: United Way has a culture, processes and infrastructure that enable learning and continuous improvement. United Way measures the impact of learning on individual and organizational performance. Individuals regularly assess their development needs and pursue opportunities for professional development. Staff are groomed for succession into critical roles.
ACTIONS: Board members progress to positions of leadership by serving at lower levels of responsibility where they become educated in the best practices of this United Way and its agencies and the defined community goals. The executive director makes daily use of online resources to learn from other directors and attends monthly state directors meetings to take advantage of their resources.
22. INCLUSIVENESS: United Way recognizes that in order to engage communities effectively to achieve community impact goals, the staff, volunteers, donors/investors, and community partners should include the communities United Way serves. The organization’s culture, recruitment, partnerships, and other business practices demonstrate inclusiveness. United Way has formal policies and practices that promote inclusiveness in all aspects of internal and external functions.
GOAL: Those who work for, or on behalf of, United Way collectively reflect the diversity of the community and exemplify the value of inclusiveness in mindset and behavior. United Way promotes and provides learning opportunities for staff, volunteers and partners to identify and address specific diversity issues, barriers and/or opportunities.
ACTIONS: Our board reflects the variety of professions and demographics of our community, however, it does take a conscious effort to keep a balance of those represented on the board. The challenge is to recruit men and racial minorities. The culture of this community is to embrace diversity, which is a regional strength.
| Board demographic: | |
| CEOs | 7 |
| Middle managers | 11 |
| Administrative | 2 |
| Non-white | 2 |
| Female | 13 |
| Male | 6 |
23. SYSTEM CITIZENSHIP: United Way’s relationships with other United Ways, state associations and United Way of America (UWA) acknowledge that each member bears responsibilities toward the others. The successes and failures of any one member impact the entire system. With this premise, United Way fosters a high level of trust, information exchange and mutual help with others in the system to further the community impact mission, create a consistent brand experience, and support a strong network of United Ways locally, regionally and nationally.
GOAL: United Way is actively engaged in partnerships, collaborations and initiatives with other United Ways, state associations and UWA.
ACTIONS: Executive Director to join state directors association and meet regularly with sister director in region. Some collaboration has already taken place as we share some agencies. Participates in online opportunities for networking.
24. STRATEGIC BACK OFFICE: United Way delivers high-quality operational support of its corebusiness -- community impact -- by supporting all civic engagement, resource development and investment processes through internal capacity, national and regional solutions, United Way collaboration, external professionals, or a combination thereof.
GOAL: United Way maximizes the effectiveness of its resource development and community impact work through provision of comprehensive, quality, efficient strategic (mission supporting) back-office functions. United Way seeks qualified providers (internal and external) to provide operational activity and regularly performs cost/benefit analyses to determine most effective use of relevant providers.
ACTIONS: Continue with updated Donation Tracker software including all support available. Utilize board members who are proficient in the software used for backroom operations and use available paid support on a quarterly basis or as needed. Review services for best use of funds on a continuous basis.
25. ADMINISTRATIVE BACK OFFICE: United Way delivers high-quality operational support of its non-core business, supporting human resource administration, finance, information technology, and procurement through internal capacity, national and regional solutions, United Way collaboration, external professionals, or a combination thereof.
GOAL: United Way maximizes the effectiveness of its resource development and civic engagement efforts through provision of comprehensive, quality, efficient administrative back-office functions. United Way seeks qualified providers (internal and external) to provide operational activity and performs regular cost/benefit analyses for each option to determine most effective use of relevant providers.
ACTIONS: Security for laptop wireless computer installed September 2007. Backup programs on a weekly basis. Off site back up provided to Treasurer on a monthly basis. Recently surveyed online United Way network for feedback on Donation Tracker quality of customer service.
26. COST ANALYSIS: United Way maximizes its community impact by utilizing its resources in the most efficient and effective manner.
GOAL: United Way regularly performs cost analyses at a transaction level and benchmarks performance internally and externally. United Way seeks the most cost-effective delivery means while maximizing return. United Way utilizes fully loaded cost elements (addressing indirect costs such as rent, utilities, management overhead, etc).
ACTIONS:
Take steps with past vendors to ensure best value.
Donation Tracker – review
for value of investment – retain
Bank products –reduce
costs by implementing ACH for agency payouts monthly - found this action
would eliminate dual check writing controls so will not implement.
Audit services – reduce
costs by utilizing Treasurer
Volunteers – in office
one volunteer, grown to three
Postage – use of
postcards and bulk mail rather than first class letters
Rent – consider
subletting front desk and computer
Admin costs – build
reserve fund to use investment profits to offset costs
27. RISK MANAGEMENT: United Way is intentional and comprehensive in the protection of the organization’s assets (brand, financial, property, and people).
GOAL: United Way employs a multitude of risk management techniques in order to protect all assets. United Way regularly reviews and updates its procedures.
ACTIONS: Back up all computer files weekly and retain in thumb drive; monthly back up to CD and retain by Treasurer. Personal property insurance current and tax exempt (pay and will be refunded.)
28. BUSINESS CONTINUITY: United Way has a comprehensive business continuity plan to ensure appropriate and timely internal actions following major crises, disasters or loss of key staff.
GOAL: United Way has a comprehensive business continuity plan to ensure appropriate and timely internal actions following major crises, disasters or loss of key staff. United Way has a plan that denotes responsibilities by resource, along with back-up resources for each activity. The plan is well documented and known by all staff and volunteers.
ACTIONS: Business plan on computer in Outlook (Actions listed on first Saturday of each month.) Established committees need to be educated on different elements of the executive director’s job for the purpose of continuity when the job changes from one employee to another. Step by step instruction manual will be established and updated monthly. Monthly calendar posted at executive director’s office at all times.
29. FACILITIES: United Way provides a safe, welcoming physical environment that is accessible, practical, recognizable, and expressive of the organization’s mission.
GOAL: United Way provides a safe, welcoming physical environment that is accessible, practical, recognizable, and expressive of the organization’s mission.
ACTIONS: Continue to share suite with two major community-service organizations that provide added-value to the United Way brand. Our profile is raised by association with these service providers and our location near the shared meeting room.
30. FINANCIAL POLICIES: In order to maintain the public’s trust, United Way has written policies and procedures in place to ensure strong financial management, compliance with legal and regulatory requirements, compliance with all United Way of America (UWA) membership requirements, and internal controls over all United Way resources that will further its mission.
GOAL: United Way has written policies in place to ensure compliance with UWA membership requirements and legal and regulatory requirements. United Way has written policies to ensure proper financial and resource management (including internal controls, budgets, and campaign accounting).
ACTIONS: Continue external annual audit.. Written policies are in the By-Laws.
31. INTERNAL CONTROLS: United Way properly ensures the accuracy of financial statements, safeguards assets and maintains an appropriate separation of duties for all financial transactions and functions by maintaining effective internal controls, policies and procedures. These internal controls, policies and procedures should be reviewed by United Way auditors and by the audit committee of the United Way board.
GOAL: United Way employs appropriate separation of duties with internal control policies and procedures that are regularly reviewed by United Way auditors and the audit committee of the United Way board. Other policies and procedures are in place to safeguard assets and ensure accuracy of financial statements that are regularly reviewed by the United Way auditors and United Way board.
ACTIONS: Continue monthly reconciliation of accounts by Treasurer and finance committee, monthly review of all financial statements by board of directors, dual signatures on all checks, use of donation tracker along with Quick Books for campaign accountability and monthly backup of that software at an off-site location, setting of annual budget and allocation process by financial committee of the board of directors. Annual external audit also ensures internal accountability.
32. SARBANES-OXLEY LEGISLATION (SOX). Although SOX legislation primarily applies to publicly traded companies and the audit firms that serve them, two provisions of the law apply to all corporate entities, including nonprofits.
GOAL: United Way has a policy in place to protect whistleblowers and a policy concerning both document and electronic data destruction and retention. United Way has adopted a code of ethics. United Way incorporates the following governance practices: board-designated ethics officer, independent audit committee, an internal control report by management, certification of financial statements by CEO and CFO, and a policy prohibiting loans to staff and volunteers.
ACTIONS: Elect an ethics officer. Continue finance committee and external audit practices. Establish a policy prohibiting loans to staff and volunteers.
33. PUBLIC REPORTING AND TRANSPARENCY: United Way is open and candid about its activities and operations. It provides public access to documents appropriate to ensure transparency in governance, finance, allocations, and ethical matters.
GOAL: United Way widely and regularly disseminates documents to the media, stakeholders and the public- at large with details about its operations and governance. These documents include, and are not limited to, the mission statement, annual report, board membership listing, allocations, code of ethics and ethics officer, and the IRS Form 990. These documents are posted to the United Way’s Web site for immediate public access, and written public requests for these documents are fulfilled within 10 business days.
ACTIONS: All information posted on United Way of Junction City – Geary County Web site (www.unitedwayjcgc.org) and kept current.
34. INVESTMENT POLICIES: United Way has board-approved, sound and prudent investment policies and financial practices that adhere to fundamental fiduciary duties of loyalty, impartiality and prudence in maintaining overall portfolio risks at a reasonable level.
GOAL: United Way has board approved investment policies to ensure sound financial practices. The policies address gifts of property or stocks, reserves, portfolio diversification, and endowment funds. Cash flow is understood to ensure proper management of revenue and expenses to avoid cash flow issues.
ACTIONS: Finance Committee has established a reserve fund, the purpose of which is to off set administrative costs during future fund raising campaigns and to ensure agencies are funded in the event of pledges not being paid. The reserve fund consists of certificates of deposit at the highest rate possible within reasonable timeframes for liquidity of cash flow. Policies for gifts of property or stocks, reserves, portfolio diversification, and endowment funds need to be established by the finance committee.