GitBook: [#10] Add history of policies, removed Cindy
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# 990 Review Policy
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### History of policy:
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* Adopted by Board of Directors on \[tk date]
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@ -9,7 +9,7 @@ Policies adopted by the Montana Dinosaur Center Board
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* [Budget Policy](budget-policy.md), not yet adopted
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* [Budget Policy](budget-policy.md), not yet adopted
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* [Contingency or Disaster Preparedness Plan](contingency-or-disaster-policy.md), not yet adopted
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* [Contingency or Disaster Preparedness Plan](contingency-or-disaster-policy.md), not yet adopted
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* [Investment Policy](investment-policy.md), not yet adopted
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* [Investment Policy](investment-policy.md), not yet adopted
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* [Whistleblower Policy](investment-policy.md) _Found on Form 990: Part VI, Question 13_
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* [Whistleblower Policy](whistleblower-policy.md) _Found on Form 990: Part VI, Question 13_
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* [Compensation Policy](./)
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* [Compensation Policy](./)
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* [Fundraising Policy](./)
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* [Fundraising Policy](./)
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* [Gift Acceptance](./) _Found on Form 990: Schedule M, Part I, line 31_
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* [Gift Acceptance](./) _Found on Form 990: Schedule M, Part I, line 31_
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SUMMARY.md
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SUMMARY.md
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# Table of contents
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# Table of contents
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* [Policies](README.md)
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* [Policies](README.md)
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* [Communication Policy](board-communication-policy.md)
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* [Budget Policy](budget-policy.md)
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* [Conflict of Interest Policy](conflict-of-interest-policy.md)
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* [Conflict of Interest Policy](conflict-of-interest-policy.md)
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* [Contingency or Disaster Policy](contingency-or-disaster-policy.md)
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* [Board Communication Policy](board-communication-policy.md)
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* [Financial Policy](financial-policy.md)
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* [Investment Policy](investment-policy.md)
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* [Strategic Reserve Policy](strategic-reserve-policy.md)
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* [Strategic Reserve Policy](strategic-reserve-policy.md)
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* [Montana Dinosaur Center Conflict of Interest Policy](montana-dinosaur-center-conflict-of-interest-policy.md)
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* [Financial Policy](financial-policy.md)
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* [Communication Policy](communication-policy.md)
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* [Budget Policy](budget-policy.md)
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* [Contingency or Disaster Policy](contingency-or-disaster-policy.md)
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* [Investment Policy](investment-policy.md)
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* [Whistleblower Policy](whistleblower-policy.md)
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* [Compensation Policy](compensation-policy.md)
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* [Gift Acceptance Policy](gift-acceptance-policy.md)
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* [990 Review Policy](990-review-policy.md)
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* [Public Disclosure Policy](public-disclosure-policy.md)
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# Communication Policy
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# Board Communication Policy
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## Purpose
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## Purpose
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| 1 Day Before Meeting: | |
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| 1 Day Before Meeting: | |
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| Day of the Board Meeting: | <p>Remote board members are encouraged to log on to the online meeting platform 10-15 minutes early in case of problems.</p><p>Board members that are not present 5 minutes before the meeting and have not notified the President or Secretary of their absence will receive one phone call from a fellow board member in an attempt to connect them to the meeting.</p> |
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| Day of the Board Meeting: | <p>Remote board members are encouraged to log on to the online meeting platform 10-15 minutes early in case of problems.</p><p>Board members that are not present 5 minutes before the meeting and have not notified the President or Secretary of their absence will receive one phone call from a fellow board member in an attempt to connect them to the meeting.</p> |
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### History of policy
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* Adopted by Board of Directors September 22, 2020
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**Board Member Contact Information**
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**Board Member Contact Information**
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| **Name** | **Phone** | **Email** | **Other** |
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| **Name** | **Phone** | **Email** | **Other** |
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| <p>Erin Haacker<br>(Vice President)</p> | 509-222-9853 | [erin.haacker@gmail.com](mailto:erin.haacker@gmail.com) | |
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| <p>Erin Haacker<br>(Vice President)</p> | 509-222-9853 | [erin.haacker@gmail.com](mailto:erin.haacker@gmail.com) | |
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| Cory Coverdell (Executive Director) | 406-539-5008 (cell) | <p><a href="mailto:cory@tmdinosaurcenter.org">cory@tmdinosaurcenter.org</a> (work)</p><p><a href="mailto:rockyhound@gmail.com">rockyhound@gmail.com</a> (personal)</p> | |
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| Cory Coverdell (Executive Director) | 406-539-5008 (cell) | <p><a href="mailto:cory@tmdinosaurcenter.org">cory@tmdinosaurcenter.org</a> (work)</p><p><a href="mailto:rockyhound@gmail.com">rockyhound@gmail.com</a> (personal)</p> | |
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| Sandra Dogiakos (Secretary) | 406-788-4365 (cell) | [sandra@dogiakos.com](mailto:sandrak4365@gmail.com) | |
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| Sandra Dogiakos (Secretary) | 406-788-4365 (cell) | [sandra@dogiakos.com](mailto:sandrak4365@gmail.com) | |
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| Cindy Lockner (Treasurer) | 717-580-5093 | [clockner@comcast.net](mailto:clockner@comcast.net) | |
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| <p>Steve Dogiakos<br>(Treasurer)</p> | 406-203-4679 (cell) | [dogiakos@gmail.com](mailto:dogiakos@gmail.com) | Text/email first |
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| Steve Dogiakos | 406-203-4679 (cell) | [dogiakos@gmail.com](mailto:dogiakos@gmail.com) | Text/email first |
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| Bob Graham | 406-592-0288 | [bob65mybp@aol.com](mailto:bob65mybp@aol.com) | |
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| Bob Graham | 406-592-0288 | [bob65mybp@aol.com](mailto:bob65mybp@aol.com) | |
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| Tony Lesofski | 406-469-2233 (home) | [guntcher@3rivers.net](mailto:guntcher@3rivers.net) | |
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| Tony Lesofski | 406-469-2233 (home) | [guntcher@3rivers.net](mailto:guntcher@3rivers.net) | |
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| Dale Smith | 406-556-1046 | [montanadsmith@msn.com](mailto:montanadsmith@msn.com) | |
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| Dale Smith | 406-556-1046 | [montanadsmith@msn.com](mailto:montanadsmith@msn.com) | |
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# Budget Policy
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### History of policy:
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* Adopted by Board of Directors on \[tk date]
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# Communication Policy
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### Purpose
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“_A nonprofit should encourage internal communication that welcomes alternative perspectives, encourages participation at all levels, minimizes defensiveness, and builds and maintains camaraderie. Management should actively solicit, carefully listen, and respectfully respond to the views of internal constituents._
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_“Internal communications should be guided by a clear policies and practices manual, regularly scheduled and attended meetings, regularly printed and/or emailed informational updates, an understood forum for suggestions, and reports on meetings of the board of directors and its committees._”
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From [_Guidelines and Principles for Nonprofit Excellence_](https://guidelinesandprinciples.org/wiki/index.php/Communications\_Plan)
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### Notice of Meetings
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“If notice is given of a regular or special meeting, notice must be given to each Director either personally, by U.S. mail or private carrier, or other form of electronic, wire, or wireless communication by correct address or authenticated electronic identification shown in the Corporation’s record of Directors. If e-mailed, a notice shall be deemed delivered when delivery receipt is received or an electronic notice of delivery is returned to the sender of the notice. If mailed, a notice shall be deemed delivered at the earliest of\\
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1\. five days after deposited in the U.S. mail, as evidenced by the postmark, if it is mailed postpaid and with the correct postage to the Director,
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2\. the date shown on the return receipt if sent by registered or certified mail and the receipt is signed by or on behalf of the Director, or
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3\. the date received.
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From [_The Montana Dinosaur Center Bylaws_](https://docs.tmdinosaurcenter.org/policies-and-info/KHxCR15iKwLXTyQyEIfo/v/bylaws/bylaws)_,_ 2020.
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### Submitting Feedback
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#### Reports
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Electronic copies of reports will be uploaded to the Board’s Google Drive folder as they come in, and electronic copies will be emailed out to board members two days before the regular board meeting. If a board member has questions or comments regarding the report they are encouraged to contact the author before the board meeting, otherwise, they can ask questions or comments after the report is given during the meeting.
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#### Agenda Items
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If a board member has a topic they would like to see addressed at the meeting, they can submit their request to the President or Secretary before the agenda is set via email or written. Once the agenda is set (7 days before the board meeting), “agenda items may be added at the beginning of any regular meeting by presentation of the item topic by a Director and approval of the majority of Directors present” (TMDC Bylaws, 2020, p.10). Please keep in mind that board members can only request items to be on the agenda.
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Agenda items with supporting documents will be uploaded to the Board’s Google Drive folder, and electronic copies will be emailed out to board members two days before the regular board meeting. Questions or comments regarding the agenda items and document may be asked before the board meeting and suggestions (i.e. edits, additions, corrections, deletions, etc.) should be made during the discussion portion of a motion.
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#### Issues and Suggestions
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Issues and suggestions should be brought to the attention of the Board President to be addressed. If a board member feels uncomfortable discussing the matter with the President they may request another board member to contact the President on their behalf or they may approach another officer.
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### Committees
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Committees are appointed by the President, if you would like to serve on a committee please submit a request for consideration.
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### Etiquette and Conduct
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Please be kind to each other. Every member of the board wants to do what’s best for the organization and that might be different for each person. Use your communications to improve and propel the board and the organization forward.
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### Meeting Communication Schedule
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Below is a schedule for board meeting communications. It is the responsibility of each individual board member to check their email for these communications. If there are issues receiving these communications, it is the responsibility of the individual board member to contact the President or Secretary to identify the source of the error and remedy it.
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| Timline | Action |
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| :-----------------------: | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |
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| 20 Days Before Meeting: | Notification of the meeting sent out via U.S. postal mail (if necessary). |
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| 15 Days Before Meeting: | Notification of the meeting sent out via email. |
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| 14-9 Days Before Meeting: | |
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| 8 Days Before Meeting: | Agenda item requests due to the President. |
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| 7 Days Before Meeting: | <p>Agenda will be uploaded to the Board’s Google Drive folder (link to view below)</p><p><a href="https://drive.google.com/drive/folders/1TFdCfDbVaY0YKpM2QPE43r7F72UBSPSj?usp=sharing">https://drive.google.com/drive/folders/1TFdCfDbVaY0YKpM2QPE43r7F72UBSPSj?usp=sharing</a></p> |
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| 6-4 Days Before Meeting: | |
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| 3 Days Before Meeting: | Officer and committee/project reports due to the President or Secretary; they will be uploaded to the Board’s Google Drive folder as they come in. |
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| 2 Days Before Meeting: | <p>Email sent out with digital attachments of meeting documents, as well as instructions for connecting to the meeting remotely.</p><p>Board members that are unable to attend the meeting are encouraged to notify the President or Secretary at least 2 days before the meeting.</p> |
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| 1 Day Before Meeting: | |
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| Day of the Board Meeting: | <p>Remote board members are encouraged to log on to the online meeting platform 10-15 minutes early in case of problems.</p><p>Board members that are not present 5 minutes before the meeting and have not notified the President or Secretary of their absence will receive one phone call from a fellow board member in an attempt to connect them to the meeting.</p> |
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**Board Member Contact Information**
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| **Name** | **Phone** | **Email** | **Other** |
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| --------------------------------------- | ---------------------------- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ---------------- |
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| Stacia Martineau (President) | 206-856-5267 (cell, text OK) | <p><a href="mailto:stacia@tmdinosaurcenter.org">stacia@tmdinosaurcenter.org</a> (work, preferred)</p><p><a href="mailto:staciamm@gmail.com">staciamm@gmail.com</a> (personal)</p> | |
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| <p>Erin Haacker<br>(Vice President)</p> | 509-222-9853 | [erin.haacker@gmail.com](mailto:erin.haacker@gmail.com) | |
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| Cory Coverdell (Executive Director) | 406-539-5008 (cell) | <p><a href="mailto:cory@tmdinosaurcenter.org">cory@tmdinosaurcenter.org</a> (work)</p><p><a href="mailto:rockyhound@gmail.com">rockyhound@gmail.com</a> (personal)</p> | |
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| Sandra Dogiakos (Secretary) | 406-788-4365 (cell) | [sandra@dogiakos.com](mailto:sandrak4365@gmail.com) | |
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| Cindy Lockner (Treasurer) | 717-580-5093 | [clockner@comcast.net](mailto:clockner@comcast.net) | |
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| Steve Dogiakos | 406-203-4679 (cell) | [dogiakos@gmail.com](mailto:dogiakos@gmail.com) | Text/email first |
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| Bob Graham | 406-592-0288 | [bob65mybp@aol.com](mailto:bob65mybp@aol.com) | |
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| Tony Lesofski | 406-469-2233 (home) | [guntcher@3rivers.net](mailto:guntcher@3rivers.net) | |
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| Dale Smith | 406-556-1046 | [montanadsmith@msn.com](mailto:montanadsmith@msn.com) | |
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| Dave Trexler | 406-590-7432 (cell) | [dinoguy10@yahoo.com](mailto:dinoguy10@yahoo.com) | |
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| Bruce Wright | 815-342-8993 | [brucewright@comcast.net](mailto:brucewright@comcast.net) | |
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| TMDC/Museum | 406-469-2211 | [info@tmdinosaurcenter.org](mailto:info@tmdinosaurcenter.org) | |
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# Compensation Policy
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### History of policy:
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* Adopted by Board of Directors on \[tk date]
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# Contingency or Disaster Policy
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### History of policy:
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* Adopted by Board of Directors on \[tk date]
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# Financial Policy
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### History of policy:
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* Adopted by Board of Directors on \[tk date]
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# Gift Acceptance Policy
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* Adopted by Board of Directors on \[tk date]
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# Investment Policy
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* Adopted by Board of Directors on \[tk date]
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# Montana Dinosaur Center Conflict of Interest Policy
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### Article 1. Purpose
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1. The purpose of this Board conflict of interest policy is to protect TMDC’s interests when it is contemplating entering into a transaction or arrangement that might benefit the private interests of an officer or director of TMDC or might result in possible excess benefit transaction.
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2. This policy is intended to supplement, but not replace, any applicable state and federal laws governing conflicts of interest applicable to nonprofit and charitable organizations.
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3. This policy is also intended to identify “independent” directors.
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### Article 2. Definitions
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1. **Interested person:** Any director, principal officer, or member of a committee with governing board delegated powers, who has a direct or indirect financial interest, as defined below, in an interested person.
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2. **Financial interest:** A person has a financial interest if the person has, directly or indirectly, through business, investment, or family:
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1. An ownership or investment interest in any entity with which TMDC has a transaction or arrangement,
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2. A compensation arrangement with TMDC or with any entity or individual with which TMDC has a transaction or arrangement, or
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3. A potential ownership or investment interest in, or compensating arrangement with, any entity or individual with which TMDC is negotiating a transaction or arrangement. Compensation includes direct and indirect remuneration as well as gifts or favors that are not insubstantial. A financial interest is not necessarily a conflict of interest. A person who has a financial interest may have a conflict of interest only if the Board or Executive Committee decides that a conflict of interest exists, in accordance with this policy.
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3. **Independent Director:** A director shall be considered “independent” for the purposes of this policy if he or she is “independent” as defined in the instructions for the IRS 990 form or, until such definition is available, the director 1. is not, and has not been for a period of at least three years, an employee of TMDC or any entity in which TMDC has a financial interest; 2. does not directly or indirectly have a significant business relationship with TMDC, which might affect independence in decision-making; 3. is not employed as an executive of another corporation where any of TMDC’s executive officers or employees serve on that corporation’s compensation committee; and 4. does not have an immediate family member who is an executive officer or employee of TMDC or who holds a position that has a significant financial relationship with TMDC.
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4. **Nonfinancial interest:** is a nonfinancial interest that might influence an officer’s, director’s, or committee member’s participation or vote in an action of the officer’s, director’s, or committee member’s duties: 1. The person’s relationship as an unpaid volunteer, officer or director of an organization that may be affected, directly or indirectly, by action to be taken, or not taken, by TMDC 2. The person’s personal, political, religious, friendship, or personal relationships which may be affected by an action to be taken, or not taken, by TMDC.
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### Article 3. Procedures
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1. **Duty to Disclose** In connection with any actual or possible conflict of interest, an interested person must disclose the existence of any financial interest and be given the opportunity to disclose all material facts to the Board or Executive Committee.
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2. **Disclosure of non-financial interests**. Directors shall disclose non-financial interests generally in their annual statement, and specifically as individual interests arise. Non-financial interests are expected, and shall not be reviewed unless a Board member (including the affected member) requests that the interest be reviewed under the Conflict of Interest Policy.
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3. **Recusal of Self**. Any director may recuse himself or herself at any time from involvement in any decision or discussion in which the director believes he or she has or may have a conflict of interest, without going through the process for determining whether a conflict of interest exists.
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4. **Determining Whether a Conflict of Interest Exists.** After disclosure of the financial interest all material facts will be disclosed and reviewed, including discussion with the interested person. Upon request by a Board member the material facts of a nonfinancial interest will be reviewed, including discussion with the interested party. Then the potentially conflicted Member shall leave the Board or Executive Committee meeting while the determination of a conflict of interest is discussed and voted upon. The remaining Board or Executive Committee members shall decide if a conflict of interest exists. \\
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5. Procedures for Addressing the Conflict of Interest
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1. An interested person may make a presentation at the Board or Executive Committee meeting, but after the presentation, he/she shall leave the meeting during the discussion of, and the vote on, the transaction, arrangement, or other matter involving the possible conflict of interest.
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2. The Chairperson of the Board or Executive Committee shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement.
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3. After exercising due diligence, the Board or Executive Committee shall determine whether TMDC can obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a financial conflict of interest.
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4. If a more advantageous transaction or arrangement is not reasonably possible under circumstances not producing a financial conflict of interest, the Board or Executive Committee shall determine by a majority vote of the disinterested directors whether the transaction or arrangement is in TMDC's best interest, for its own benefit, and whether it is fair and reasonable. In conformity with the above determination, it shall make its decision as to whether to enter into the transaction or arrangement. \\
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6. Violations of the Conflicts of Interest Policy
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1. If the Board or Executive Committee has reasonable cause to believe a member has failed to disclose actual or possible conflicts of interest, it shall inform the member of the basis for such belief and afford the member an opportunity to explain the alleged failure to disclose.
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2. If, after hearing the member's response and after making further investigation as warranted by the circumstances, the Board or Executive Committee determines the member has failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action.
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### Article 4. Records of Proceedings
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The minutes of the Board and all committees with board delegated powers shall contain:
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1. The names of the persons who disclosed or otherwise were found to have a financial interest in connection with an actual or possible conflict of interest, the nature of the financial interest, any action taken to determine whether a conflict of interest was present, and the Board's or Executive Committee's decision as to whether a conflict of interest in fact existed.
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2. The names of the persons who were present for discussions and votes relating to the transaction or arrangement, the content of the discussion, including any alternatives to the proposed transaction or arrangement, and a record of any votes taken in connection with the proceedings.
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|
||||||
### Article 5. Compensation
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|
||||||
1. A voting member of the Board who receives compensation, directly or indirectly, from TMDC for services is precluded from voting on matters pertaining to that member's compensation.
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|
||||||
2. A voting member of any committee whose jurisdiction includes compensation matters and who receives compensation, directly or indirectly, from TMDC for services is precluded from voting on matters pertaining to that member's compensation.
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|
||||||
3. No voting member of the Board or any committee whose jurisdiction includes compensation matters and who receives compensation, directly or indirectly, from TMDC, either individually or collectively, is prohibited from providing information to any committee regarding compensation.
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|
||||||
### **Article 6. Annual Statements**
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|
||||||
1. Each director, principal officer and member of a committee with Board delegated powers shall annually sign a statement which affirms such person:
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|
||||||
1. Has received a copy of the conflict of interest policy,
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|
||||||
2. Has read and understands the policy,
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|
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3. Has agreed to comply with the policy, and d. Understands TMDC is charitable and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt purposes.
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|
||||||
2. Each voting member of the Board shall annually sign a statement which declares whether such person is an independent director.
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|
||||||
3. If at any time during the year, the information in the annual statement changes materially, the director shall disclose such changes and revise the annual disclosure form.
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|
||||||
4. The Executive Committee shall regularly and consistently monitor and enforce compliance with this policy by reviewing annual statements and taking such other actions as are necessary for effective oversight.
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|
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### Article 7. Periodic Reviews
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|
||||||
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|
||||||
To ensure TMDC operates in a manner consistent with charitable purposes and does not engage in activities that could jeopardize its tax-exempt status, periodic reviews shall be conducted. The periodic reviews shall, at a minimum, include the following subjects: \\
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|
||||||
|
|
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1. Whether compensation arrangements and benefits are reasonable, based on competent survey information (if reasonably available), and the result of arm's length bargaining.
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|
||||||
2. Whether partnerships, joint ventures, and arrangements with management organizations, if any, conform to TMDC's written policies, are properly recorded, reflect reasonable investment or payments for goods and services, further charitable purposes and do not result in inurement or impermissible private benefit or in an excess benefit transaction.
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|
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|
||||||
### Article 8. Use of Outside Experts
|
|
||||||
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|
||||||
When conducting the periodic reviews as provided for in Article VII, TMDC may, but need not, use outside advisors. If outside experts are used, their use shall not relieve the Board of its responsibility for ensuring periodic reviews are conducted.
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|
||||||
|
|
||||||
Revision History by the TMDC Board
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|
||||||
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|
||||||
Initial Conflict of Interest policy adopted April ,2020
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|
||||||
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|
||||||
Montana Dinosaur Center Director & Officer Conflict of Interest Statement
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|
||||||
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|
||||||
1. Name: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Date: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Are you a member in Good Standing? Yes No What organization or other membership affiliation do you represent? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Position: Are you a voting Director? Yes No Are you an Officer? Yes No If you are an Officer, which Officer position do you hold:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_.
|
|
||||||
2. I affirm the following: I have received a copy of the TMDC Conflict of Interest Policy. \_\_\_\_\_\_\_\_\_ (initial) I have read and understand the policy. \_\_\_\_\_\_\_\_\_ (initial) I agree to comply with the policy. \_\_\_\_\_\_\_\_\_ (initial) I have reviewed the Board Member Job Description. \_\_\_\_\_\_\_\_\_ (initial) I understand that TMDC is charitable and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of tax-exempt purposes. \_\_\_\_\_\_\_\_\_ (initial)\
|
|
||||||
Disclosures:
|
|
||||||
3. Do you have a financial interest (current or potential), including a compensation arrangement, as defined in the Conflict of Interest policy with TMDC? Yes No
|
|
||||||
1. If yes, please describe it: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
|
|
||||||
2. If yes, has the financial interest been disclosed, as provided in the Conflict of Interest policy? Yes No
|
|
||||||
4. In the past, have you had a financial interest, including a compensation arrangement, as defined in the Conflict of Interest policy with TMDC? Yes No
|
|
||||||
1. If yes, please describe it, including when (approximately): \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
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|
||||||
2. If yes, has the financial interest been disclosed, as provided in the Conflict of Interest policy? Yes No
|
|
||||||
5. Are you an independent director, as defined in the Conflict of Interest policy? Yes No
|
|
||||||
* If you are not independent, why? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
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|
||||||
|
|
||||||
***
|
|
||||||
|
|
||||||
Signature of Director Date
|
|
||||||
|
|
||||||
Date of Review by Executive Committee: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
|
|
||||||
|
|
@ -0,0 +1,5 @@
|
||||||
|
# Public Disclosure Policy
|
||||||
|
|
||||||
|
### History of policy:
|
||||||
|
|
||||||
|
* Adopted by Board of Directors on \[tk date]
|
||||||
|
|
@ -10,49 +10,50 @@ The purpose of the Reserves Policy for the Montana Dinosaur Center is to ensure
|
||||||
|
|
||||||
The Operating Reserve is intended to provide an internal source of funds for situations such as a sudden increase in expenses, one-time unbudgeted expenses, unanticipated loss in funding, or uninsured losses. Operating Reserves are not intended to replace a permanent loss of funds or eliminate an ongoing budget gap. It is the intention of the Montana Dinosaur Center for Operating Reserves to be used and replenished within a reasonably short period of time. The Operating Reserve Fund is defined as a designated fund set aside by action of the Board of Directors. The minimum amount to be designated as Operating Reserve will be established in an amount sufficient to maintain ongoing operations and programs measured for a set period of time, measured in months. The Operating Reserve serves a dynamic role and will be reviewed and adjusted in response to both internal and external changes.
|
The Operating Reserve is intended to provide an internal source of funds for situations such as a sudden increase in expenses, one-time unbudgeted expenses, unanticipated loss in funding, or uninsured losses. Operating Reserves are not intended to replace a permanent loss of funds or eliminate an ongoing budget gap. It is the intention of the Montana Dinosaur Center for Operating Reserves to be used and replenished within a reasonably short period of time. The Operating Reserve Fund is defined as a designated fund set aside by action of the Board of Directors. The minimum amount to be designated as Operating Reserve will be established in an amount sufficient to maintain ongoing operations and programs measured for a set period of time, measured in months. The Operating Reserve serves a dynamic role and will be reviewed and adjusted in response to both internal and external changes.
|
||||||
|
|
||||||
The target minimum Operating Reserve Fund is equal to six months of highest operating costs. The calculation of average monthly operating costs includes all recurring, predictable expenses such as salaries and benefits, occupancy, office, travel, program, and ongoing professional services. Depreciation, in-kind, and other non-cash expenses are not included in the calculation. The calculation of average monthly expenses also excludes some expenses passthrough programs, one-time or unusual, capital purchases_._
|
The target minimum Operating Reserve Fund is equal to six months of highest operating costs. The calculation of average monthly operating costs includes all recurring, predictable expenses such as salaries and benefits, occupancy, office, travel, program, and ongoing professional services. Depreciation, in-kind, and other non-cash expenses are not included in the calculation. The calculation of average monthly expenses also excludes some expenses passthrough programs, one-time or unusual, capital purchases\_.\_
|
||||||
|
|
||||||
The amount of the Operating Reserve Fund target minimum will be calculated each year after approval of the annual budget, reported to the Finance Committee, and included in the regular financial reports.
|
The amount of the Operating Reserve Fund target minimum will be calculated each year after approval of the annual budget, reported to the Finance Committee, and included in the regular financial reports.
|
||||||
|
|
||||||
|
|
||||||
### Building and Capital Asset Reserve
|
### Building and Capital Asset Reserve
|
||||||
|
|
||||||
The Building and Capital Asset Reserve is intended to provide a ready source of funds for repair or acquisition of buildings, leaseholds, furniture, fixtures, and equipment necessary for the effective operation of the organization and programs.
|
The Building and Capital Asset Reserve is intended to provide a ready source of funds for repair or acquisition of buildings, leaseholds, furniture, fixtures, and equipment necessary for the effective operation of the organization and programs.
|
||||||
|
|
||||||
The target amount of the Building and Capital Asset Reserve will be determined by the executive director.
|
The target amount of the Building and Capital Asset Reserve will be determined by the executive director.
|
||||||
|
|
||||||
|
|
||||||
### Vehicle and Emergency Repair Reserve
|
### Vehicle and Emergency Repair Reserve
|
||||||
|
|
||||||
The Vehicle and Emergency Repair Reserve is intended to provide a ready source of funds for acquisition or _emergency_ repairs of vehicles necessary for the effective operation of the organization and programs.
|
The Vehicle and Emergency Repair Reserve is intended to provide a ready source of funds for acquisition or _emergency_ repairs of vehicles necessary for the effective operation of the organization and programs.
|
||||||
|
|
||||||
The target amount of the Building and Capital Asset Reserve will be determined by the executive director.
|
The target amount of the Building and Capital Asset Reserve will be determined by the executive director.
|
||||||
|
|
||||||
### Opportunity Reserve
|
### Opportunity Reserve
|
||||||
|
|
||||||
The Opportunity Reserve is intended to provide funds to meet special targets of opportunity or need that further the mission of the organization which may or may not have specific expectation of incremental or long-term increased income. The Opportunity Reserve is also intended as a source of internal funds for organizational capacity building such as staff development, research and development, or investment in infrastructure that will build long-term capacity.
|
The Opportunity Reserve is intended to provide funds to meet special targets of opportunity or need that further the mission of the organization which may or may not have specific expectation of incremental or long-term increased income. The Opportunity Reserve is also intended as a source of internal funds for organizational capacity building such as staff development, research and development, or investment in infrastructure that will build long-term capacity.
|
||||||
|
|
||||||
The target amount of the Opportunity Reserve will be determined by 20% of the annual budget.
|
The target amount of the Opportunity Reserve will be determined by 20% of the annual budget.
|
||||||
|
|
||||||
### Accounting for Reserves
|
### Accounting for Reserves
|
||||||
The Reserve Funds will be recorded in the financial records as Board-Designated [XXXX] Reserve. The Funds will be funded and available in cash or cash equivalent funds. Reserves will be maintained in segregated bank accounts.
|
|
||||||
|
The Reserve Funds will be recorded in the financial records as Board-Designated \[XXXX] Reserve. The Funds will be funded and available in cash or cash equivalent funds. Reserves will be maintained in segregated bank accounts.
|
||||||
|
|
||||||
## Funding of Reserves
|
## Funding of Reserves
|
||||||
|
|
||||||
The Operating Reserve will be funded with surplus unrestricted operating funds. The Board of Directors may from time to time direct that a specific source of revenue be set aside for Operating Reserves. Examples could include one time gifts or bequests, special grants, or special appeals.
|
The Operating Reserve will be funded with surplus unrestricted operating funds. The Board of Directors may from time to time direct that a specific source of revenue be set aside for Operating Reserves. Examples could include one time gifts or bequests, special grants, or special appeals.
|
||||||
|
|
||||||
The Building and Capital Assets Reserve will be funded by setting aside the equivalent amount of cash equal to 5% of depreciation in the annual budget and funds from the endowment.
|
The Building and Capital Assets Reserve will be funded by setting aside the equivalent amount of cash equal to 5% of depreciation in the annual budget and funds from the endowment.
|
||||||
|
|
||||||
The Opportunity Reserve will be funded with occasional special designations made by the Board of Directors.
|
The Opportunity Reserve will be funded with occasional special designations made by the Board of Directors.
|
||||||
|
|
||||||
|
|
||||||
## Use of Reserves
|
## Use of Reserves
|
||||||
|
|
||||||
Use of the Reserves requires three steps:
|
Use of the Reserves requires three steps:
|
||||||
1. **Identification of appropriate use of reserve funds.**
|
|
||||||
*The Executive Director and staff will identify the need for access to reserve funds and confirm that the use is consistent with the purpose of the reserves as described in this Policy. This step requires analysis of the reason for the shortfall, the availability of any other sources of funds before using reserves, and evaluation of the time period that the funds will be needed and replenished
|
1. **Identification of appropriate use of reserve funds.** \*The Executive Director and staff will identify the need for access to reserve funds and confirm that the use is consistent with the purpose of the reserves as described in this Policy. This step requires analysis of the reason for the shortfall, the availability of any other sources of funds before using reserves, and evaluation of the time period that the funds will be needed and replenished
|
||||||
2. **Authority to use reserves.**
|
2. **Authority to use reserves.** The Executive Director will submit a request to use Reserves to the Finance Committee of the Board of Directors. The request will include the analysis and determination of the use of funds and plans for replenishment. The organization’s goal is to replenish the funds used within twelve months to restore the Reserve Fund to the target minimum amount. If the use of Reserves will take longer than 12 months to replenish, the request will be scrutinized more carefully. The Finance Committee will approve or modify the request and authorize transfer from the fund.
|
||||||
The Executive Director will submit a request to use Reserves to the Finance Committee of the Board of Directors. The request will include the analysis and determination of the use of funds and plans for replenishment. The organization’s goal is to replenish the funds used within twelve months to restore the Reserve Fund to the target minimum amount. If the use of Reserves will take longer than 12 months to replenish, the request will be scrutinized more carefully. The Finance Committee will approve or modify the request and authorize transfer from the fund.
|
3. **Reporting and monitoring.** The Executive Director or designee is responsible for ensuring that the Reserve Funds are maintained and used only as described in this Policy. Upon approval for the use of Reserve Funds, the Executive Director will maintain records of the use of funds and plan for replenishment, if required. He/she will provide quarterly reports to the Finance Committee/Board of Directors of progress to restore the Fund to the target minimum amount, if required.
|
||||||
3. **Reporting and monitoring.**
|
|
||||||
The Executive Director or designee is responsible for ensuring that the Reserve Funds are maintained and used only as described in this Policy. Upon approval for the use of Reserve Funds, the Executive Director will maintain records of the use of funds and plan for replenishment, if required. He/she will provide quarterly reports to the Finance Committee/Board of Directors of progress to restore the Fund to the target minimum amount, if required.
|
|
||||||
|
|
||||||
## Relationship to Other Policies
|
## Relationship to Other Policies
|
||||||
|
|
||||||
The Montana Dinosaur Center shall maintain the following board approved policies, which may contain provisions that affect the creation, sufficiency, and management of the Reserve Fund.
|
The Montana Dinosaur Center shall maintain the following board approved policies, which may contain provisions that affect the creation, sufficiency, and management of the Reserve Fund.
|
||||||
|
|
||||||
* Financial Policy
|
* Financial Policy
|
||||||
|
|
@ -64,4 +65,6 @@ The Montana Dinosaur Center shall maintain the following board approved policies
|
||||||
|
|
||||||
This Policy will be reviewed every other year, at minimum, by the Finance Committee, or sooner if warranted by internal or external events or changes. Changes to the Policy will be recommended by the Finance Committee to the Board of Directors.
|
This Policy will be reviewed every other year, at minimum, by the Finance Committee, or sooner if warranted by internal or external events or changes. Changes to the Policy will be recommended by the Finance Committee to the Board of Directors.
|
||||||
|
|
||||||
_Authorized by the TMDC board as amended, September 14, 2021._
|
### History of policy:
|
||||||
|
|
||||||
|
* Adopted by Board of Directors on September 14, 2021
|
||||||
|
|
|
||||||
|
|
@ -0,0 +1,5 @@
|
||||||
|
# Whistleblower Policy
|
||||||
|
|
||||||
|
### History of policy:
|
||||||
|
|
||||||
|
* Adopted by Board of Directors on \[tk date]
|
||||||
Loading…
Reference in New Issue