operating structure uwga v5 doc-2 - united way for … · operating! structure! may!6! 2012!...

Operating Structure

May 6

2012 The Operating Structure of a community-‐based organization is an integral component in achieving efficient and effective long-‐term community impact. Included is a recommendation for an enhanced operating structure with implications to associated teams and work groups responsible for the organization’s success.

United Way for Greater Austin

TABLE OF CONTENTS Executive Summary………………………………………………… Who We Are and Why We Exist………………………………………. Operating Structure…………………………

Board of Directors…………………………………..

Standing Board Committees…………………………………. Audit

Board Governance & Development Finance Resource Development Results Accountability

Leadership Councils………………………… Hands On Central Texas

New Business Leadership Council Strategic Program Leadership Councils

Success By 6 Target Graduation Financial Opportunity Women’s Leadership Council President’s Cabinet…………………….

Appendix…………………….. Strategic Program Leadership Council Member Matrix

EXECUTIVE SUMMARY The purpose of this document is to clarify and explain the purpose, roles, and responsibilities of various components of the United Way for Greater Austin (herein referred to as United Way) operating structure. The target audiences for this document include staff and strategic advisors. In 2011, the United Way Board made several strategic decisions to enhance the structure and size of the Board of Directors. This document serves to clarify the impact and opportunity to maximize and align the functions of each of the various staff and strategic advisor committee/council. Each section is intended to clarify the purpose, outputs (actions and/or deliverables) and outcomes (the result of a set of actions and/or deliverables, level of performance, achievement) of each committee/council. The organization’s vision and mission are set by the Board of Directors and evaluated on an on-‐going basis. Long-‐term community impact and operational goals are co-‐created by the Board and staff to provide strategic advisors and staff measurable outcome-‐based targets that align and focus the organization and its stakeholders to achieve its missions. These long-‐term goals are the North Star that help drive annual community impact and operational goal planning supported by an annual resource and budget plan, which drives objectives and outputs of annual departmental goals and plans. This operating structure will inform the purpose, outputs, and outcomes of the various strategic advisor and staff bodies United Way has established to achieve its mission.

The over-‐arching Operating Structure is driven by a set of functions, beginning with the Board and its focus on governance, and then cascading through the work of standing Board committees and councils following.

Governance is defined as policy decisions and long-‐term goal setting that define expectations, grant authority, or verify performance. This form of governance informs the policy and long-‐term goal development performed by the standing Board committees and staff. Additional responsibility rests with the standing Board committees in also focusing on outcome accountability, meaning, these entities are verifying progress to outcomes and integrating progress and barriers into informed Board discussions and policy development.

Vision

Mission

Long-‐term Community Impact and

Opera]onal Goals

Annual Community Impact and Opera]onal Goals

Annual Departmental/Team Goals

Strategic Advisor Councils Outcome Goal & Ac]on Plan

Development

Standing Board Cmtes Policy Development & Outcome Accountability

Board of Directors

Governance Board of Directors

Audit Governance

& Development

Finance Resource Development

Leadership Councils

Results Accountability

Leadership Councils

While this structure is intended to be hierarchal in nature with the Board of Directors setting the ultimate direction of the organization, it is very cyclical and evaluation is occurring at every level of the structure. This is happening both by necessity and by design; information sharing is critical to the success of the organization but is also very complicated, as each of these layers involves a variety of Board members, staff, and strategic advisors. The intention is to create both an effective and efficient structure – one that helps the organization achieve its mission through significant stakeholder engagement, while also being flexible and adaptable to achieve results in a timely manner.

WHO WE ARE AND WHY WE EXIST The core of our work both in what it is and how it is performed, is rooted in who we are as an organization, what we stand for, and our over-‐arching purpose. Our structures and processes must be reinforced by focused work on our mission.

Our Vision

• Greater Aus]n is a resilient, innova]ve, philanthropic, crea]ve and thriving community for all.

Our Mission

• We inspire, lead and unite an eclec]c community of philanthropists including individuals, non-‐profits, business, and government to overcome barriers to economic opportuni]es and ensure Greater Aus]n con]nues to thrive.

What We Stand For

• A united and thriving Greater Aus]n

Our Promise

• As Aus]n's philanthropic backbone, we will lead the community to overcome barriers to economic opportuni]es. We unite individuals, nonprofits, business and government, with research-‐based work that ensures resources are invested so that everyone has access to the promise of Aus]n.

Our Posi]on

• Aus]n is a unique city with unique opportuni]es. We will only thrive and prosper when economic opportuni]es are available to everyone.

ORGANIZATIONAL STRUCTURE BOARD OF DIRECTORS The purpose of the Board of Directors (herein referred to as Board) is out-‐lined in the organization’s by-‐laws.

The outputs of the Board include:

1. Policy creation;

2. Mission-‐based outcome goal setting.

Both of these outputs are focused on ends, not means. “Ends decisions address what benefit will come to pass for whom, and the worth or cost of that benefit. For example, an ends issue might be the relative cost or value of shelter for the homeless, reduction in teen pregnancy, or effects on the religious life of the community. Ends relate not to what we will be doing, but to the difference we intend to make in people's lives. Means, on the other hand, include practices, methods, conduct, and other activities done as people pursue those all-‐important ends.1

The means are accomplished by staff and strategic advisors (sometimes also Board members) through goal setting, planning, implementation, and evaluation. Policies created by the Board can be articulated in four key categories (in accordance with Carver Governance):

I. ENDS: The Board defines which human needs are to be met, for whom, and at what cost. Written with a long-‐term perspective, these mission-‐related policies embody the Board's vision, and the organization's reason for being.

II. EXECUTIVE LIMITATIONS —The Board establishes the boundaries of acceptability within which staff methods and activities can responsibly be left to staff. These policies limit the means by which Ends shall be achieved.

III. BOARD-‐STAFF LINKAGE —The Board clarifies the manner in which it

delegates authority and how it evaluates performance relative to ends and limitations.

1 Carver Governance: http://archive.uua.org/ga/ga00/217.html

IV. GOVERNANCE PROCESS —The Board determines its philosophy, its accountability, and the specifics of its own job, focused solely on outcomes and sub-‐outcomes.

The Governance Process embodies how the Board will fulfill their purpose via three main functions: Fiduciary: 30% In this mode, the Board is primarily concerned with stewardship of tangible assets. Strategic: 30% In this mode, the Board co-‐creates long-‐term goals and/or strategy with staff leadership to set the organization’s strategic direction and course. Generative: Name and Frame; 40% In this mode, the Board – along with staff leadership – frame problems and opportunities and make sense of ambiguous situations, which in turn shapes goals, strategies, plans and decisions.

The outcomes of the work of the Board include / are defined by how they operate, maturity of the Board, how well the Board is in alignment/following policy governance, setting realistic goals, achievement of stated goals, evaluating the CEO’s performance.

Genera]ve

Strategic

Fiduciary

ORGANIZATIONAL STRUCTURE STANDING BOARD COMMITTEES United Way has five standing Board committees; each committee uses their time in a variety of generative, strategic, and fiduciary ways to achieve results. The following outlines each committee’s purpose, outputs, and outcomes. Audit Committee The purpose of the Audit Committee is to assist the Board of Directors in fulfilling its fiduciary responsibilities by monitoring the Corporation’s systems of internal controls, and in evaluating and recommending independent auditors to the Board to conduct an annual audit of the financial statements of the Corporation. The Audit Committee’s role is one of oversight. The Audit Committee’s outputs include:

1. Evaluating and making a recommendation to the Board regarding the selection of the audit firm to conduct an independent audit of the Corporation’s financial statements;

2. Reviewing and approving the audit scope and fees;

3. Reviewing and approving any proposed involvement of the independent auditors in activities other than the annual audit;

4. Ensuring a direct line of communications with the independent auditors;

5. Providing oversight of management’s performance with respect to required and recommended financial responsibilities and disclosure;

6. Considering and reviewing, with management and the independent auditors, the Corporation's internal control environment;

7. Reviewing and addressing the management letter and auditor’s comments;

8. Reviewing any serious difficulties or disputes with management encountered during the course of the audits;

9. Reviewing other matters related to the conduct of the audits that are to be communicated to the Committee under generally accepted auditing standards;

10. Investigating or causing an investigation to be made into any matter brought to

its attention within the scope of its duties, with the power to retain outside counsel or other advisors for this purpose if, in its judgment, it is appropriate to do so. The Committee will promptly report any such actions to the Board; and

11. Monitoring compliance with significant polices regarding, but not limited to, the following:

a. code of business conduct and ethics, including conflicts of interest; b. outside affiliation statements; c. legal compliance; and d. policies and procedures designed to prevent and detect violations of

laws, rules, regulations and guidelines. The outcomes of the Audit Committee include assisting the Board in its fiduciary responsibilities of accounting and reporting for a sustainable organization set up for success in delivering on mission impact. Board Governance and Development Committee The purpose of the Board Governance and Development Committee is to The Board Governance and Development committee’s outputs include:

1. Propose criteria for selection of members of the Board of Directors;

2. Develop an inventory of potential candidates endeavoring to maintain appropriate representation as defined in Section 4.02;

3. Nominate new and returning Board members as well as a slate of officers for the Corporation;

4. Assess the performance of the Board as a whole;

5. Propose revisions regarding the amendment of the Bylaws, Articles of Incorporation and conflict of interest policies;

6. Evaluate the performance of the President and CEO annually;

7. Review and recommend to the Board total compensation, benefits and merit increases for the President/Chief Executive Officer;

Lauren Paver� 4/26/12 1:07 PMComment [1]: Debbie, will you please insert your comments here to complete this section.

8. Review the President’s recommendations for senior staff compensation, benefits and merit increases;

9. Monitor market practices of comparable organizations to ensure that executive compensation and reward levels are competitive and consistent with market practices; and

10. Address other matters as considered necessary for Board governance.

The outcomes of the Board Governance and Development Committee include Finance Committee The purpose of the Finance Committee is to The Finance Committee’s outputs include:

1. Provide oversight of the fiscal policies and operations of the Corporation, including the accounting, information technology, and human resource functions;

2. Recommend financial policies;

3. Analyze risk management matters

4. Regularly review and approve the interim financial statements;

5. Together with the Human Resources Committee, propose compensation

policies;

6. Recommend to the Board of Directors the annual operating and capital budgets;

7. Evaluate technology and capital improvement needs;

8. Provide oversight of invested funds (operating and pension assets), through an investment policy and the engagement of investment advisors; and

9. Cause for provision to be made for fiduciary bonds covering all officers,

Directors, staff and volunteers who handle books, papers, vouchers, monies and other property of the Corporation.

The outcomes of the Finance Committee include

Lauren Paver� 4/26/12 1:16 PMComment [2]: Debbie, will you please insert your thoughts to complete this section?

Lauren Paver� 4/26/12 1:20 PMComment [3]: Debbie, can you insert verbiage here?

Lauren Paver� 4/26/12 1:20 PMComment [4]: Debbie, same here – can you complete?

Resource Development Committee The purpose of the Resource Development Committee The outputs of the Resource Development Committee include:

1. Provide oversight to the strategic direction of donor relations and marketing;

2. Receive market research and analyze results to assist in developing the annual fundraising plan;

3. Provide guidance and support to the annual community campaign leadership;

and

4. Review, evaluate and develop methods to secure more resources for the community through capital campaigns, planned giving and endowment programs, etc.

The outcomes of the Resource Development Committee include Results Accountability Committee The purpose of the Results Accountability Committee (RAC) is to serve as a conduit to the Board of Directors to ensure results toward the United Way’s Community Impact Agenda. The role of the committee will be to ensure community-‐level results are in alignment with mission-‐based goals and to strategize and problem-‐solve around those results. This includes considering systems change opportunities and strategically brokering resources (people, subject matter experts, etc.) to drive toward the end state. The Results Accountability Committee’s outputs include the following with intended results toward the Community Impact Agenda:

1. Monitor Strategic Program Agenda performance indicators and forecasts;

2. Provide feedback on Strategic Program annual business plans and investment portfolios;

3. Ensure return on investment;

4. Broker resources (monetary and talent);

5. Identify and strategize solutions to barriers to success;

6. Inform the Board on results.

Lauren Paver� 4/27/12 10:21 AMComment [5]: Debbie, is there a more recent version of the RD committee charter that can inform this section?

The outcomes of the RAC include / are defined by how the committee operates and achieves the outputs identified, progress toward the Community Impact Agenda and other stated goals. ORGANIZATIONAL STRUCTURE LEADERSHIP COUNCILS Hands On Central Texas The purpose of the Hands On Central Texas Leadership Council is to bring together a diverse group of community stakeholders passionate about creating change in Central Texas by increasing volunteerism, philanthropy, community engagement and increasing opportunities for individuals to succeed in Central Texas. The outputs of the Hands On Central Texas Leadership Council include:

1. Provide Hands On Central Texas staff with guidance, expertise and consultation on strategies, programs and services.

2. Support Hands on Central Texas by recommending policies and guidelines, serving on special initiatives committees and providing program and event support.

3. Assist Hands on Central Texas in addressing critical social issues through meaningful volunteer action.

a. Participation in Days of Caring b. Hosting of Volunteer Project Leader Training c. Serving as an advocate of Hands On Central Texas and United Way

The outcomes of the Hands On Central Texas Leadership Council include assisting HOCT staff in driving new community programming, organization participation in Days of Service and supporting the organizations annual strategic goals. New Business Leadership Council The purpose of the New Business Leadership Council is The outputs of the New Business Leadership Council include:

1. The outcomes of the New Business Leadership Council include:

Lauren Paver� 5/6/12 10:27 PMComment [6]: Beth, can you please help fill this out?

Strategic Program Leadership Councils There are three Strategic Program Leadership Councils that directly support the work of United Way’s Community Impact Agenda including: Success By 6, Target Graduation, and Financial Opportunity. The purpose of the Strategic Program Leadership Council is to provide feedback and support the creation and implementation of annual business plans that drive progress toward the Strategic Program Agenda. The work of the Strategic Program Leadership Council is geared toward strategic thought and action with a focus on mobilizing resources through giving, advocating, and volunteering. The outputs of the Strategic Program Leadership Council include:

1. Provide staff with advice and feedback on annual business plans and proposals to enhance the Strategic Program’s Agenda, which could include:

a. Strategies tied to the population results and indicators; b. Investments in programs and partnerships; c. Informing the Results Accountability Committee on results and barriers to

success;

2. Co-‐create and execute with staff action plans that support the achievement of the annual business plan. Activities of the action plan could include:

a. Development of resources; money, expertise, partnerships b. Public policy and advocacy

The outcomes of the Strategic Program Leadership Councils are progress toward the Strategic Program Agenda which supports the organization’s overall Community Impact Agenda. Women’s Leadership Council, Executive Committee The purpose of the Women’s Leadership Council (WLC) is to create a powerful female-‐driven philanthropic force in Greater Austin. The WLC Executive Committee is responsible for providing leadership for the Council, providing feedback to staff in designing programming that will appeal to and meet the members’ needs, and helping to grow WLC membership. The programmatic focus of the WLC is Success by 6, which ensures that all children enter school ready to learn and succeed, and the Council is also supportive of all other programs and work of United Way for Greater Austin.

Lauren Paver� 4/26/12 1:56 PMComment [7]: The SP agenda could be a modified version of the RBA doc.

Lauren Paver� 4/26/12 1:56 PMComment [8]: The annual business plans would be the set of strategic program SMART goals and plans that focus on activity for a fiscal year.

Lauren Paver� 4/26/12 1:57 PMComment [9]: The action plans would be tied to/support certain objectives and projects w/in the annual business plans.

The outputs of the Women’s Leadership Council include: 1. Events and programming that provides a meaningful way for members to engage

in the work of United Way. 2. Advocacy (as needed) for increasing community resources dedicated to early

childhood education in our community. 3. Act as ambassadors, representing United Way and WLC to corporate groups,

donors, and other constituencies The outcomes of the Women’s Leadership Council include increased philanthropic support and leadership from women in our community and increased advocacy for United Way for Greater Austin, WLC, and Success by 6.

ORGANIZATIONAL STRUCTURE PRESIDENT’S CABINET The purpose of the President’s Cabinet is The outputs of the President’s Cabinet include:

1. The outcomes of the President’s Cabinet include:

Lauren Paver� 5/22/12 7:44 AMComment [10]: Debbie, please insert details here.

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