2021-2023 AOII Foundation Board Manual

Board of Directors - General (FINAL 7-18-20)
Board of Directors Statement of Understanding (FINAL 8-27-20)
Conflict of Interest Policy (FINAL 9-9-20)
Confidentiality Policy and Agreement (FINAL 7-22-20)
BOD Rules of Procedure and Policy (FINAL 6-22-20)
Foundation Board Quarterly Self/Team Evaluation (2021)
Foundation Organizational Chart (FINAL 10-24-19)
Headquarters Telephone Extension List (2021-22)
Board of Directors Commitment Form

Business Plan and Strategic Plan (2018-2023)
Strategic Plan
AOII Foundation Business Plan FY 20-21

Executive Director (FINAL 11-2019)
ED Job Description (FINAL 4-6-20)
ED Annual Performance Review Policy (FINAL 2-24-21)
ED Evaluation Form (FINAL 1-28-20)
Recruitment Plan

Committees (FINAL 9-1-20)
Foundation Committee Descriptions and Overview
Committee Chair and Member Annual Commitment (FINAL 5-2021)
Understanding Toolkit (FINAL 5-2021)
Advancement and Marketing Committee ROP (FINAL 2-1-21)
Board Development and Governance Committee ROP (FINAL 2-1-21)
Finance Committee ROP (FINAL 2-1-21)
Grants Committee ROP (FINAL 4-29-20)
Nominating Committee ROP (FINAL 2-1-21)
Scholarship Committee ROP (FINAL 2-1-21)
Ruby Fund Committee ROP

Finance (FINAL 11-19-20)
Accounting and Finance Policy (FINAL 11-2-20)
Donor Pledge Write Off Policy (FINAL 4-19)
Gift Acceptance Policy (FINAL 11-2-20)
Invested Funds Spending Policy (3-30-2019)
Investment Policy (FINAL 11-2-20)
Operating Reserves Policy (FINAL 5-17)
Risk Management/Insurance Addendum
Finance Unlocked for Nonprofits

Legal (6-30-13)
Foundation Amended and Restated Charter (FINAL 7-28-20)
AOII Foundation Bylaws (2018)
IRS Determination Letter and EIN (2015)
State of Tennessee Tax Exempt Form
(FINAL 11-19-20)
Policies (Revised 4-2019)
Accounting and Finance Policy (FINAL 8-27-20)
Arthritis Fund Admin Fees Policy (FINAL 9-9-20)
Conflict of Interest Policy (5-2017)
Confidentiality Policy and Agreement (FINAL 11-2-20)
Document Retention Policy (FINAL 4-2019)
Donor Pledge Write Off Policy (FINAL 11-2-20)
Gift Acceptance Policy (3-30-2019)
Invested Funds Spending Policy (2021)
Investment Policy (FINAL 11-2-20)
Lee Danner Bass Client Disclosure Policy (FINAL 7-22-20)
Operating Reserve Policy (4-22-17)
BOD Rules of Procedure and Policy
Travel Policy (FINAL 3-8-21)
(2021)
Miscellaneous
Foundation Volunteer Process (2020-2021)
In-Kind Donation Form
Fraternity Organization Chart (Revised 5-17)
Fraternity Ends Overview (Revised 5/17)
Foundation Presentation

Documents in Holding Pattern

POLICY - Life Insurance Acceptance Policy
POLICY - Whistleblower Policy

AOII Foundation Board of Directors Statement of Understanding

Revised - July 2020

The AOII Foundation invests in our sisters and inspires a lifetime of giving to innovative leadership, educational
and philanthropic causes.

As a member of the Board of Directors of the Alpha Omicron Pi Foundation, I am fully committed to the vision
and work of the Foundation and am dedicated to carrying out its vision and mission. I understand that in
accepting this position on the Board, I commit to achieving the following expectations and responsibilities:

Strategic Governance and Fiduciary Responsibility: Create direction and provide oversight for the Foundation.
• Participate in Board governance to develop and promote the strategic mission, goals and objectives of the

Foundation.
• Establish, review, approve, prioritize, monitor, and work to achieve the mission, goals and objectives of the

Foundation.
• Help determine the goals that should be prioritized and how they are to be financed.
• Approve and uphold the Foundation’s policies and procedures as prescribed by the Bylaws and the Rules of

Procedure and Policy.
• Assist the Board in fulfilling its fiduciary responsibility which includes the review and full understanding of

financial and investment statements and reports and prudent consideration in allocating and transfer of AOII
Foundation funds to assure the Foundation is operated in a fiscally conservative manner.
• Attend joint strategic planning sessions with the Fraternity and Properties Boards, generally held in
conjunction with other AOII events.
• Fulfill the additional duties of any Foundation position to which I am elected or appointed.
• Understand that Foundation Board members may not simultaneously serve on a collegiate chapter Alumnae
Advisory Committee, due to potential conflicts of interest.
• Participate timely in a quarterly self-evaluation.

Fundraising: Assure the Foundation maintains sufficient funds to meet its goals.
• Take initiative and participate actively in fundraising which includes cultivating, soliciting, and stewarding

current and prospective donors through phone calls, correspondence and personal visits, undertaking special
events and attending stewardship events in order to raise as much money as I can for the Foundation.
• Serve as a Foundation advocate and take advantage of opportunities to speak to collegiate and alumnae
members about the importance of supporting the mission of the AOII Foundation.
• Contribute by donating annually to the Foundation’s Loyalty Fund at a minimum of 1897 Society level ($1,897
in single or cumulative cash or marketable securities annually). In addition, Board members are encouraged
to donate pacesetting gifts to other Funds of the AOII Foundation.
• Be a Leadership donor to any capital campaign (e.g., Archives and Stella’s Wish) the Board approves.
• Become a member of the Second Century Society with a planned gift to the Foundation.

• Donate Foundation-related travel to the Foundation as an in-kind gift.
• Support the Fraternity directly through membership in the Life Loyal program.
• Participate in “friendraising” as well as fundraising.

Foundation Oversight: Assist the Foundation in maintaining a collaborative and effective organization.

• Take part in the selection, regular evaluation and feedback process of the Foundation’s Executive Director. I
acknowledge that this is one of my most important responsibilities as a Board member.

• Support the Executive Director and volunteers in implementing the Foundation’s strategic mission and
agenda, but not become involved in the day-to-day operation of the Foundation.

• Take all appropriate action, with other Board members, if the work of the Executive Director is not up to
agreed-upon standards.

• Communicate in an informed, accurate and timely manner.

Leadership: Serve as a steward and advocate for the Fraternity and the Foundation.
• Act as a model for others to follow and demonstrate the values of the Fraternity.
• Be knowledgeable about the work, outreach and vision for the future of the Fraternity and the Foundation.
• Be an enthusiastic booster and positive advocate for the Fraternity and the Foundation.
• Create trust by being reliable and respectful of others.
• Be open to consideration of ideas that enhance the effectiveness of the Fraternity and the Foundation for the

benefit of our membership.
• Engage in open and honest communication and support decisions of the Fraternity and Foundation.
• Participate in regular education and development activities to enhance the ability of the Board of Directors to

lead the Foundation.
• Participate as a member of an alumnae chapter.

Commitment: Make my work with the Foundation my most important priority among my volunteer activities.
• Serve on the Board for two years (one term) and up to three consecutive terms.
• Attend all Board meetings as well as International Conventions and Leadership Institutes.
• Participate in all monthly Board conference calls to conduct Board business.
• Be available for phone consultation.
• Respond to all requests or other contacts within 24 hours.
• Follow through on all commitments in a timely manner.
• Effectively serve in my role on the Foundation Board as an officer, committee chair, or liaison to a Foundation

committee.
• Commit an average of 10 hours per month to Board work exclusive of all Board meetings, monthly Board

conference calls, International Conventions and Leadership Institutes.

______________________________________
(Signature)
Board Member
Date: _________________________________

CONFLICT OF INTEREST POLICY

ARTICLE I
Purpose

The purpose of this Conflict of Interest Policy is to protect the Alpha Omicron Pi Foundation (the
“Foundation”) from potential conflicts of interest that may benefit the private interest of an interested
person or might result in a possible excess benefit transaction. This policy is intended to supplement but not
replace any applicable state and federal laws governing conflict of interest applicable to nonprofit and
charitable organizations.

ARTICLE II
Definitions

1. Interested Person. Any director, principal officer, key employee or committee member with
powers delegated by the Board of Directors (the “Board”) who has a direct or indirect financial
interest as defined below.

2. Financial Interest. A person has a financial interest if the person has, directly or indirectly, through
business, investment or family:

A. An ownership or investment interest in any entity with which the Foundation has a
transaction or arrangement;

B. A compensation arrangement with the Foundation or with any entity or individual with
which the Foundation has a transaction or arrangement; or

C. A potential ownership or investment interest in, or compensation arrangement with, any
entity or individual with which the Foundation 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. Under Article III, Section 2, a
person who has a financial interest may have a conflict of interest only if the Board decides
a conflict of interest exists.

ARTICLE III
Procedures

1. Duty to Disclose. In connection with any actual or possible conflict of interest, an interested
person must disclose the existence of the financial interest to the Board and be given the
opportunity to disclose all material facts to the Board. Each Board and committee member
shall complete a conflict of interest statement upon taking office and at least annually
thereafter.

2. Determining Whether a Conflict of Interest Exists. After disclosure of the financial interest and
all material facts, and after any discussion with the interested person, the interested
person shall leave the Board meeting while the determination of whether a conflict of interest
exists is discussed and voted upon. The remaining Board members shall decide if a conflict of
interest exists.

3. Procedures for Addressing the Conflict of Interest.

A. If a conflict of interest exists, the interested person may make a presentation at the
Board meeting, but after the presentation, the interested person shall leave the
meeting during the discussion of, and the vote on, the transaction or arrangement
involving the conflict of interest.

B. The Board shall determine whether the Foundation can obtain with reasonable
efforts a more advantageous transaction or arrangement from a person or entity
that would not give rise to a conflict of interest.

C. If a more advantageous transaction or arrangement is not reasonably possible, the
Board shall determine by a majority vote of the disinterested directors whether the
transaction or arrangement is in the Foundation’s best interest and whether it is
fair and reasonable. It shall then make its decision as to whether to enter into the
transaction or arrangement.

4. Violations of this Policy. If the Board has reasonable cause to believe a Board or committee
member has failed to disclose a financial 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. If,
after hearing the member’s response and after further investigation as warranted by the
circumstances, the Board determines the member has failed to disclose a financial interest, it
shall take appropriate disciplinary and corrective action.

ARTICLE IV
Record of Proceedings

The minutes of the Board shall contain the names of the persons who disclosed or were found to have
a conflict or potential conflict, the nature of the conflict, any action taken by the Board and the
Board’s decision on the existence of the conflict. The record shall also show the names of persons
present for discussion and votes, alternatives to the vote and a record of the votes taken.

ARTICLE V
Periodic Reviews

To ensure the Foundation operates in a manner consistent with its charitable purposes and does not
engage in activities that could jeopardize its tax-exempt status, periodic review shall be conducted
that shall, at a minimum, include the following subjects:

1. Whether compensation arrangements and benefits are reasonable, based on competent survey
information and the result of arm’s length bargaining.

2. Whether arrangements with other organizations conform to the Foundation’s written policies, are
properly recorded, reflect reasonable investment for goods and services, further charitable
purposes and do not result in inurement, impermissible private benefit or in an excess benefit

CONFLICT OF INTEREST CERTIFICATION AND DISCLOSURE FORM

By signing this form below, I certify that:

1. I have received a copy of the Foundation’s Conflict of Interest Policy;
2. I have read and understand the Policy;
3. I agree to comply with the Policy; and
4. I understand the Foundation is charitable and in order to maintain its federal tax exemption
it must engage primarily in activities that accomplish one or more of its exempt purposes and
not engage in activities and transactions that provide impermissible benefits to individuals or
entities.

Conflict of Interest Disclosure

Please certify below that you either have no actual or possible conflict of interest to report, or
describe below any relationships, transactions, positions you hold (volunteer or otherwise) or
circumstances that you believe could contribute to an actual or possible conflict of interest
between the Foundation and your personal interests, financial or otherwise:

__________ I have no conflict of interest to report.

___________ I have the following actual or possible conflict(s) of interest to report.

1. Please specify below any actual transactions you are aware of between the Foundation and
any entity or person with which you have a business, investment or family relationship.

2. For purposes of determining possible future conflicts of interest, please also specify other
nonprofit or for-profit boards on which you and/or your spouse sit, any for-profit businesses
you or an immediate family member are an officer or director or a majority shareholder of, the
name of your employer and any businesses you or an immediate family member own.

I hereby certify that the information set forth above is true and complete to the best of my
knowledge. Signature: __________________________________ Date:
______________________

Confidentiality Policy and Agreement

The following policies apply to members of the Alpha Omicron Pi Foundation (the
“Foundation”) board, its staff, volunteers, and members of committees authorized by
the board. References in the policies to board members are intended also to apply to
committee members.

1. Board and Committee Meetings: On any vote of the board, both the numbers
of affirmative and negative votes and the individual votes of board members,
unless specifically requested by a member otherwise, shall be confidential but
the record of individual votes must be kept on file.

2. Board, committee, and staff members shall not disclose to anyone outside of
the Foundation the statements, positions, or votes by any board or committee
member on actions taken by the board or its committees. Only in
extraordinary situations will a board or committee member disclose her
position or vote on a board or committee action, and only after advising the
board’s chair before making such a disclosure.

3. The general “sense of the board” on a particular matter may be conveyed to
an applicant, grantee, vendor, or donor when the sharing of such information
is helpful in conveying the board’s concerns. However, such information
should only be shared with the concerned party. In addition, such information
may be shared with a donor or with another grantmaker when the information
has been requested and is deemed important in helping the donor or
grantmaker arrive at an informed decision on a grant proposal or opportunity.

4. Executive Sessions: The minutes of the board meeting shall indicate when
the board goes into executive session but shall not normally reflect any of the
topics or discussion that occurs in executive session. However, when the
board takes an action in executive session that needs to be recorded, the
board chair will provide any such text that is to be included in the official
minutes of the meeting.

5. Agendas: The agendas prepared for the board and staff are confidential and
should be treated as an internal document restricted to the Foundation use.
No portion of an agenda may be shared, in written or oral form, with any
individual or with any organization outside of the Foundation. Exceptions may
be made only with the consent of the Foundation’s Executive Director.

6. Personal Information on Staff and Board Members: The home addresses,
telephone numbers, fax numbers, and e-mail addresses of board, committee,
and staff members are not to be given out to any individual or organization
without the express permission of the person to be disclosed.

7. Information on Donors: All information concerning donors, other than
information published in the annual report, newsletter, or Foundation
publication, shall remain confidential unless approved by the donor. This
includes information on the size and types of grants, the size of any
donations, and other such information.

8. Information on Donors and Prospects: All information obtained about donors
and prospective donors will remain confidential and not discussed with any
individual other than a board or staff member, unless otherwise authorized by
the donor or prospective donor.

9. The home addresses, telephone numbers, fax numbers, or e-mail addresses
of donors and prospective donors are not to be given out to any individual or
organization without the express permission of the person to be disclosed.

10. When a donor requests that his or her gift or fund be treated as an
anonymous gift or fund, the donor’s wishes are to be honored by both board
and staff members.

11. All staff members shall adhere to the principle that all donor and prospect
information created by, or on behalf of, the Foundation is the property of the
Foundation and shall not be transferred or utilized except on behalf of the
Foundation.

In signing this statement, I confirm that I have received a copy of the Confidentiality
Policy and agree to abide by the guidelines set forth therein. Furthermore, I
understand that:

(a) A disclosure of information that is contrary to this Policy may irreparably
injure the Foundation and result in my being removed from my volunteer
or staff role;

(b) Nothing herein changes my obligations and responsibilities to the board,
including any obligation to excuse myself from any discussion or recuse
myself from a vote, when necessary; and

(c) The restrictions described in the Confidentiality Policy apply during my
appointment as a volunteer or staff member and after my role ends.

Please print name: Board Member, Committee Member, Staff Member

Signature: Board Member, Committee Member, Staff Member Date

BOARD OF DIRECTORS

Rules of Procedure and Policy

Revised July 2020

A. Regular:
The Board of Directors (“the Board”) will meet at least once annually at the
written or electronic call of the President with the consent of the majority of the
Board. It shall meet in conjunction with each biennial convention of the
International Council of Alpha Omicron Pi Fraternity, Inc. and such biennial
meeting shall constitute its annual meeting for that year. Annual Board meetings
during non-conference years shall take place in conjunction with Leadership
Institute.

B. Special:
Special meetings may be called by the President or any three voting Directors
with a minimum of two weeks notice by any usual means of communication.
1. The Treasurer for budgetary reasons must approve special meetings in
writing.
2. Notice of a special meeting must contain reasons for the meeting and
proposed agenda items.

C. Agenda:
1. The meeting agenda, and the consent agenda if one is used, will be
prepared by the Executive Director or appointed staff member under the
direction of the President.
2. The agenda(s) and any necessary supporting documentation will be
furnished by the Executive Director to all Board members no less than one
week prior to the date of the meeting. The agenda(s) may be amended at
the time of the meeting by vote of a majority of the voting members. Any
member of the Board may request additions to the agenda at any time.

D. Location:
1. Meetings will be held at the Headquarters of the Foundation or at a site
selected by the person or persons calling the meeting. The Executive
Director or appointed staff member shall make all arrangements except for
personal travel.

E. Procedures:
1. All actions will be in accordance with the Charter and Bylaws of the Alpha
Omicron Pi Foundation, the Articles of Incorporation governed by the
Statutes of the State of Tennessee regulating non-profit corporations and
the current Internal Revenue Code of the United States.
2. All meeting expenses are charged to Alpha Omicron Pi Foundation
meeting budget(s) unless otherwise determined by the President and
Treasurer or by vote of the Board of Directors.

AOII Foundation Board Rules of Procedure Revised July 2020

F. Quorum:
A majority of the total number of voting Directors then in office shall constitute a
quorum in any meeting.

A. Action at Meetings:
A majority of the Directors present and eligible to vote at any meeting at which a
quorum is present shall decide any matter that may come before the Board at
such meeting, except as otherwise provided by law or the Charter or Bylaws of
the Foundation.

B. Mail and Email Votes:
1. Any member of the Board may request a mail and/or email vote through
the Executive Director.
2. A majority of members must consent in writing to a vote by mail and/or
email.
3. Notice of a vote by mail and/or email shall be a minimum of two days or, if
two days’ notice is not given, all Board members shall sign written waivers
of notice, which shall be retained with the minutes.
4. Mail votes must be signed and dated and returned to the Foundation
office.
5. Email votes must be signed electronically and dated and emailed to the
Executive Director or appointed staff member and shall be sent from an
email account that is known to the Executive Director to belong to or be
within the control of the individual casting the vote.
6. All mail and/or email votes must be ratified by unanimous consent at a
regularly scheduled meeting and recorded in the minutes.
7. Mail and/or email votes shall be used only for routine matters.

C. Phone Vote:
1. Any member of the Board may request a phone vote through the
Executive Director.
2. The Secretary must confirm phone votes in writing.
3. A conference telephone call with a quorum of the Board participating shall
constitute a meeting.

D. Recording:
1. A record of all Board votes will be maintained at Headquarters by the
Foundation.
2. All votes requiring the expenditure of funds will give the source of the
funds from which the expenditure is to be drawn.

A. Standing Committees:
1. Ruby Fund Committee.
a. The Ruby Fund Committee will operate under its own rules of
procedure, as approved by the Board, which shall be reviewed at the

AOII Foundation Board Rules of Procedure Revised July 2020

beginning of each biennium. The Committee shall report to the Board
of Directors.
b. It shall determine recipients and amounts to be allocated from the
Fund.
c. Its recommendations regarding budget and general criteria and
procedures shall be submitted to the Board of Directors annually for
approval.
d. The President will appoint the Chair. When the Chair is not on the
Board, a Board liaison will be named. The Executive Director or a
designee will be the staff liaison. Committee members shall be
recommended by the Chair and the Board liaison and appointed by the
Board to serve a two-year term. Appointments are made in odd
numbered years or when a vacancy occurs.
2. Budget/Finance Committee
The Budget/Finance Committee shall be composed of the President,
Treasurer, Controller and Executive Director and at least three other
members appointed by the Board to serve a two-year term. Appointments
are made in odd numbered years or when a vacancy occurs. The Finance
Committee will:
a. Report to the Board and operate under its own rules of procedure, as
approved by the Board, which shall be reviewed at the beginning of
each biennium.
b. Develop an annual budget for general operation of the Foundation and
submit the budget to the Board of Directors for approval prior to the
beginning of the fiscal year.
c. Annually review the investment policy of the Foundation, and make
recommendations concerning changes to the Board of Directors.
d. Quarterly review the investment statement prepared by the Investment
Counselor.
e. Periodically compare the budget to the financial statement of receipts
and expenditures and recommend adjustments, if needed.
f. Examine financial management procedures; research and recommend
changes, if needed, to the Board.
g. Examine the annual audit and accounting recommendations of the
auditor and make recommendations to the Board of Directors.
h. Carry out any other duties, which may from time to time be assigned to
the Committee by the President or the Board of Directors.
The Treasurer shall be the Chair of the Committee, shall conduct all
meetings and shall present the reports of the Committee to the Board. A
majority vote shall be required on all Committee recommendations for
presentation to the Board of Directors.
3. Grants Committee:
a. The Grants Committee will operate under its own rules of procedure,
as approved by the Board, which shall be reviewed at the beginning of
each biennium. The Committee shall report to the Board of Directors.

AOII Foundation Board Rules of Procedure Revised July 2020

b. It shall develop criteria for the awarding of, disseminate information
concerning, and receive requests for grants offered by the Foundation
other than scholarships and Ruby Fund grants. It shall review all grant
requests received and recommend recipients and amounts (which
amounts have been previously approved by the Budget/Finance
Committee) to the Board of Directors for its approval.

c. A volunteer or staff member will serve as liaison with the Arthritis
Foundation and shall conduct appropriate activities with the full
authority of the Board, subject to its direction. The liaison shall assist
in development of plans for publicity, public relations, and solicitation of
contributions for arthritis from collegiate and alumnae chapters of the
Fraternity.

d. The President will appoint the Chair. When the Chair is not on the
Board, a Board liaison will be named. The Executive Director or a
designee will be the staff liaison. Committee members shall be
recommended by the Chair and the Board liaison and appointed by the
Board to serve a two-year term. Appointments are made in odd
numbered years or when a vacancy occurs.

4. Scholarship Committee:
a. The Scholarship Committee will operate under its own rules of
procedure, as approved by the Board, which shall be reviewed at the
beginning of each biennium. The Committee shall report to the Board
of Directors
b. It shall develop and review biennially the application, promotional
material, publicity, and criteria for granting of scholarships.
c. It shall receive applications for scholarships offered by the Foundation
and recommend recipients and amounts to the Board of Directors for
approval.
d. The President will appoint the Chair. When the Chair is not on the
Board, a Board liaison will be named. The Executive Director or a
designee will be the staff liaison. Committee members shall be
recommended by the Chair and the Board liaison and appointed by the
Board to serve a two-year term. Appointments are made in odd
numbered years or when a vacancy occurs.

5. Advancement and Marketing Committee:
a. The Advancement and Marketing Committee will operate under its own
rules of procedure, as approved by the Board, which shall be reviewed
at the beginning of each biennium. The Committee shall report to the
Board of Directors.
b. The Committee will annually review the Foundation’s marketing and
advancement strategy and offer input on those initiatives.
c. It will, on an on-going basis, offer information and examples of “best
practices” in the areas of donor cultivation and stewardship outreach
programs and, in conjunction with the Executive Director and staff
liaison, establish and evaluate benchmark data relative to
donor/donation outcomes.

AOII Foundation Board Rules of Procedure Revised July 2020

6. Board Development and Governance Committee:
a. The Board Development and Governance Committee will operate
under its own rules of procedure, as approved by the Board, which
shall be reviewed at the beginning of each biennium. The Committee
shall report to the Board of Directors.
b. With input from the Board, it shall develop the job descriptions and
qualifications for Foundation Board members and officers and shall
identify and recruit potential Foundation volunteers.
c. With input from the Board, it shall conduct periodic review of governing
documents, rules and procedures, and other policies.
d. With input from the Board, the committee shall propose and implement
training and development opportunities for Board members, officers
and Foundation volunteers.
e. The President will appoint the Chair. When the Chair is not on the
Board, a Board liaison will be named. The Executive Director or a
designee will be the staff liaison. Committee members shall be
recommended by the Chair and the Board liaison and appointed by the
Board to serve a two-year term. Appointments are made in odd
numbered years or when a vacancy occurs.

7. Other:
In addition to duties outlined above, the standing committees may be
assigned additional responsibilities by the President with the
concurrence of the Board of Directors.

8. Term Limits:
A standing committee member may serve on her appointed standing
committee for a maximum of three (3) consecutive terms or six (6) year
total. A standing committee member who is appointed to fill a
committee vacancy shall be allowed to serve the unexpired term of her
predecessor, after which time she may be re-appointed to that
standing committee by the Board and serve a maximum of two (2)
additional and consecutive terms, unless otherwise designated at the
time of her appointment.

B. Special Committees:
Special committees may be appointed, and duties assigned as deemed
necessary by the President with the concurrence of the Board of Directors.

C. Appointments:
1. All members in good standing of Alpha Omicron Pi shall be eligible for
appointment to Standing and Special Committees.
2. For each committee which does not have a Board member serving as
chair, the President shall appoint a Board member to serve as a liaison

AOII Foundation Board Rules of Procedure Revised July 2020

between the Board and the committee. The Board liaison shall
recommend a committee chair.
3. The chair, for Board member chaired committees, or the Board liaison in
consultation with the chair, for non-Board member chaired committees,
shall recommend committee members as necessary to perform the work
of the committee.
4. At the beginning of each biennium, or when a vacancy occurs, the Board
shall approve committee chairs and members.
5. Terms of all Standing Committee chairs and members shall be two (2)
years beginning on September 1 of the odd calendar year. Terms of all
Special Committee chairs and members shall be established at the time of
appointment.
6. Each committee may include non-voting advisory members, who shall
serve as a resource to the committee.
7. The Executive Director or a designee shall serve as a staff liaison to each
committee.
8. The Executive Director or a designee shall be responsible for all
correspondence regarding appointments.
D. Meetings:
The committee chair may call a meeting of the committee with the concurrence of
a majority of the Board of Directors. Whenever possible, any such meetings
shall be held in conjunction with a Board of Directors meeting. All meeting costs
must be approved in advance in accordance with these Rules of Procedure.

Committee Member Review of Rules of Procedure

By September 1 of each year each Committee Chair and by October 1 of each year
each Committee member shall forward a signed form to the Chair of the Board
Development and Governance Committee acknowledging that she has read and fully
understands these Rules of Procedure and Policy and the Rules of Procedure
applicable to her Committee.

Foundation Board Member Self Evaluation Process

On the first Monday of each January, April, July and October, the Chair of the Board
Development and Governance Committee will launch a Board member self-evaluation.
Foundation Board members have five days to complete the self-evaluation form. By the
last Friday in each of said months, the Chair of said Committee will compile the results
of the self-evaluation forms and share the results with the Foundation Board and the
Governance Committee. Said Committee Chair will present a final report on the
quarterly self-evaluation to the Foundation Board at its February, May, August, and
November meetings.

AOII Foundation Board Rules of Procedure Revised July 2020

Confidentiality Agreement and No Conflict of Interest Statement

At the first Board or Committee meeting in each fiscal year, each Board member and
each Committee member shall submit a signed Confidentiality Agreement and No
Conflict of Interest Statement to the Executive Director.

A. Each member of the Board will be supplied with:
1. Articles of Incorporation of the Foundation.
2. Charter and Bylaws of the Foundation.
3. Rules of Procedure and Policy of Board of Directors.
4. Rules of Procedure of each Standing Committee.
5. Any Foundation published material such as pamphlets, newsletters, and
information sheets.
6. Annual budget and most recent Foundation audit.
7. Strategic Plan.

B. Each member of a Standing Committee will be supplied with:
1. Rules of Procedure and Policy of Board of Directors.
2. Rules of Procedure for their appointed Standing Committee.
3. Any Foundation published material relevant to the committee on which
she serves.
4. By-laws of the Foundation.

Each Board member shall be responsible for maintaining necessary files, whether paper
or electronic, concerning the area(s) of her responsibilities. In addition, general files, to
be maintained in the Foundation office for Board member reference and information, will
include at least the following:

A. Minutes of the past biennium for both the Foundation meeting and meetings of
the Board of Directors.

B. Financial reports of the accountant, auditor reports and investment fund
statements for the past biennium.

These Rules of Procedure may be amended by a majority affirmative vote of a quorum
of the Board. If a mail vote is taken, thirty (30) days’ notice shall be given.

Foundation Board Quarterly Team/Self-Evaluation Process

1. Survey launches the first Monday of January, April, July, October each year.
(Chair of the Governance Committee will launch the team/self-evaluation.)

2. Foundation Board members have five days to complete the team/self-evaluation.
3. Data will be compiled and shared with the Foundation Board and the Governance

Committee the last Friday of all months noted.
(Chair of the Governance Committee will "own" compiling and submitting the quarterly
summary reports.)
4. Committee member will present a final report each quarter to the Foundation Board at
their February, May, August, and November meetings.

Foundation Board Self Evaluation Questions

1. We provided strategic leadership by focusing on our goals this past quarter. If your

answer was below 3, please provide additional details.

Never 1 2 3 4 5 Always

2. We encouraged diversity of viewpoints (creative thinking, openness to critical thinking

and respect for other opinions). If your answer was below 3, please provide additional

Never 1 2 3 4 5 Always

3. Our decisions were made based on sound information, considering impact on owners

and risk to the organization. If your answer was below 3, please provide additional

Never 1 2 3 4 5 Always

4. We made efficient use of our time at each meeting. (If applicable, note in the

comments section below examples of where time efficiency wasn't utilized.)

Never 1 2 3 4 5 Always

5. We limited our decisions to items that related to the board’s governance job.

Never 1 2 3 4 5 Always

6. I personally am working efficiently and maintaining a healthy workload balance as a

Never 1 2 3 4 5 Always

7. We are working efficiently and maintaining a healthy workload balance collectively as

Never 1 2 3 4 5 Always

8. Decisions were made collectively this past quarter.

Never 1 2 3 4 5 Always

9. What is your greatest strength you have brought to the Foundation Board this past
quarter?

10. What area of improvement will you work on this upcoming quarter?

11. How have you stayed engaged in between each meeting this past quarter?

12. Give an example of how you have conducted yourself with integrity this past quarter?

13. Please also share a time you have seen a fellow Board member lead with integrity if
applicable.

14. What are ways others can help improve your Board experience?

Alpha Omicron Pi Headquarters Extension/Fax List

*To reach a staff member directly, dial 615-695-xxxx
HQ Login: Username: aoii-12-PC\HQStaff | Password: Stella1897

Name Extension Fax Numbers 615-371-9736
2640 1st Floor Fax 615-370-4424
Andi Fisher-Williams 2658 Foundation Fax 615-695-2682
Andrea Theobald 2607 Properties Fax
Angela Walker 2632 Dial 2000
Autumn Chalker 2625 ALL PAGE 2614
Brook Clifford 2656 Board Room 2643
Courtney Stafford 2631 Leadership Center
Courtney West 2606 615-530-0439 or ext. 5000
2644 Emporium 1-855-230-1183 or ext. 2663
Don Brown 2620 Whistleblower Hotline
Haley Fox 2683 615-370-0920
2648 Hazing Hotline
Hillary Brewer 2629 Headquarters Fraternity unused 2655
Jackie Lynch 2652 Fraternity unused 2690
Jackie Petrucci 2636 Fraternity unused 2622
2627 Fraternity unused 2609
Jessica Li 2687 Fraternity unused 2689
2611 Fraternity unused 2605
Jason Walker 2659 Fraternity unused 2603

Jordan Hillman 2666 Foundation available 2628
Kandyce Harber 615-479-3345

Katherine Nixon 2638
Kaya Miller 2624
Kayla Reszka 2646
2651
Laura Durnin 2626
Lucy Ann Gossett 2661
Madison Smith 2630
Mandy Doyle 2639
Mariellen Sasseen 2657
Mary Faith Gregory 2641
Sarah Tuttle 2642
Susanne Smith 2633
2670
Victoria Ratzel 2610
Front Desk 2634
1000

Last updated 10/24/19

Board of Directors Commitment Form

The Board of Directors exists to secure and promote the financial, legal and ethical wellbeing of the
Alpha Omicron Pi Foundation and to ensure that it fulfills its mission. I understand that part of my
commitment is to support the foundation at the 1897 Society level or above. Below is my commitment
for giving in the 2021-2022 fiscal year to the Alpha Omicron Pi Foundation across all of its platforms.

Gift Designation Amount
1897
Donor Reception at Int’l Events $
Giving Tuesday (Tri-Board $10K Match) $
Pi Day $
Rose Tributes $
$

Scholarships Scholarship Name Amount

Gift Designation $
Named Scholarship $
Diamond Jubilee $
Other

Ruby Fund Amount

Gift Designation $
Ruby Fund

Special Projects Amount

Multi-Year Gift Agreement

I have a gift agreement in place and the items checked above are in addition to my agreement.

Preferred Payment(s)-Ex. Bank Draft for 1,897; check for scholarship; web gift for others

Payment Method Gift Type
Bank Draft
Web Gift
Check
Stock/Property Sale
Donor Advised Fund

Name: __________________________________________________
Date: ___________________________________________________
ED:
Date:

Sisters. Living Our Values. Changing the Future.

The AOII Foundation invests in our sisters and inspires a lifetime of
giving to leadership, educational and philanthropic causes.

Strategic Plan 2018-2023

Experience
The AOII Foundation fosters opportunities for sisters to develop and mature as
leaders in their communities by:

• Exercising seamless, ongoing collaboration and communication among all
AOII leadership

• Identifying, recruiting and developing sisters for volunteer roles
• Celebrating and recognizing volunteer accomplishments

Service
The AOII Foundation provides our members with opportunities to serve one
another and the greater society by:

• Ensuring alignment with the Fraternity’s values and mission
• Enriching our members’ lives through education, physical and mental

health, financial literacy and social responsibility

Advancement
The AOII Foundation cultivates and stewards’ donors for the lifetime of their
membership by:

• Building tomorrow’s leaders by funding innovative programs and creating
lifelong volunteer leadership experiences

Alpha Omicron Pi Foundation
Strategic Plan 2018-2023
Page 1 of 2

• Gathering and telling engaging stories that compel giving
• Creating the road map to financial viability with strategic donor pipeline

development from collegiate to planned giving
Growth
The AOII Foundation is a catalyst for developing and promoting innovative
initiatives to advance the interests of the Fraternity by:

• Becoming nimble enough to meet the needs of the changing non-profit
climate

• Being recognized as thought-leaders in the industry

Alpha Omicron Pi Foundation
Strategic Plan 2018-2023
Page 2 of 2

Business Plan DRAFT

FY20-21 with long-term goals noted

With the constantly changing landscape and uncertainty, we will move into FY20-21 grateful and
determined. Grateful that despite uncertainty our donors continue to be generous and remain
steadfast. Determined to maximize opportunities, build stronger relationships, and engage new
donors to strengthen our position. We will work to stabilize the Loyalty Fund so we can invest in
employees, cultivate donors and ensure our programs that reflect needs and wishes of our
donors and evolving needs of the Fraternity. We will create a culture where donors feel
appreciated and recognized, and actively solicit new donors to the Foundation.

Success will be measured by increases in revenue, results of donor engagement survey (two
times this year) and increased first time donors.

The AOII Foundation invests in our sisters and inspires a lifetime of giving to innovative
leadership, educational and philanthropic causes.

Programs (restricted revenue)

• Ruby
• Grants
• Scholarships
• Ambassadors
• Special Project: Archives Campaign

• Loyalty Fund-budget of $500,000 unrestricted operating revenue
o Increase revenue to balance budget; Long-term goal-increase revenue to add 1.5
headcount
o 1897 Society

 Goal 110 members (up from 104 in FY19-20); long-term increase program by
10%

 Goal one touch per month via staff and Board

• Add quarterly update calls (townhalls)

• Add quarterly email updates (non-solicitation, not on same
schedule as townhalls)

• Each member assigned in portfolio based on Board discussion

• Each member gets handwritten thank you note from staff

• Each member gets handwritten note from Board member
o Jacqueminot Circle—Monthly donation of $18.97 or annual equivalent

 Goal 250 members (up from 234 in FY19-20); long-term increase program
by 50%

 Goal for stewardship of four touches per year via staff
o Raising Roses—Collegiate one-time gift of $18.97

 Goal of 131 members (regain losses in FY19-20); long-term stabilize
program to 10% of chapter membership participating

 Goal of donor acquisition through program promotion

• Promote program through Ambassadors

• Allow alumnae to purchase in honor of collegian, provide support
to tell story to recipient

o Direct Mail (DM)—mail program targeting existing donors
 Goal to maintain revenue by adding e-solicitation
 Continue but drop one stewardship mailing, parent mailing, and one
upgrade
 Add custom URL donation page for DM, providing ability to track online
donations and attribute to campaigns
 Add mirror email to audiences

o Day of Giving—Increases in revenue of 10-12.5%
 Giving Tuesday-Tuesday after Thanksgiving

• Goal $17,000 (10% increase)

• Leverage Tri-Board Match of $10K

• Deploy pre-event email to past donors
 Pi Day-March 14th

• Goal $31,400 (12.5% increase)

• Leverage Individuals Match of $5K

• Deploy pre-event email to past donors
o Rose Tributes—name badge sticker program to honor sisters

 Goal to build on momentum of prior year, hit Best Yet
 Goal for Convention year of $50,000

• Identify way to automate submissions and email notification; use
rose stickers with in-person event

• Identify 3-4 donors to purchase for all attendees

• Continue with donor sticker suite

• Deploy reminder emails during campaign to past donors
• With launch of campaign to previous year donors
• One week before pre-order deadline to prior year donors not yet

donating
• One week before campaign close to prior year donors not yet

donating
o Major Gifts—defined as gifts above $1,897 in unrestricted revenue

 Goal to raise $60,000 in new revenue
• Develop and implement virtual donor meeting strategy
• Revise and manage portfolios for top donors

o Stewardship—Goal to increase donor communication through townhalls and
email updates
 Major donors
• All 1897 members assigned to portfolio
• Annual donor celebration (in person/virtual-TBD)
• Sisterhood Retreat in non-Convention years; consider fall gathering
during Convention years—skipping 2021
• Quarterly updates (townhall style)
 All donors
• Quarterly email updates
• Bi-annual update (townhall style; invite only to audience segments
like first time donor, recaptured lapsed, Jacqueminot)

o Acquisition—Goal to target members who are not yet donors
 Individual prospect plans (new prospect form, research, staff to provide
next steps)
 Leverage virtual small group/individual meetings until travelling again
 Membership emails; identify high potential segments in Fraternity
database, bring into RE, send via RE email, include designated donation
landing page to make it trackable
 Engage 1897 Society members to identify prospects in their sphere of
influence
 Invite only Updates (townhall style) for lapsed, prospects
 Once travel begins consider “roadshow” to replace virtual townhall
updates
• 3-5 cities with in-person update; individual meetings with existing
donors and salon event

• Ruby-Emergency assistance fund for alumnae and senior collegians; temporary
expansion of support to ALL sisters impacted by COVID-19
o Goal $50,000+ in fundraising per year (slight increase over FY19-20)
o Once Loyalty Fund stabilizes set goal to increase Fund Balance
o Continue expansion for COVID-19 support as long as need is high

• Grants-Support the AOII international philanthropy, arthritis, through grants to partner
organizations. Funds primarily raised by collegians and alumnae efforts through
Fraternity’s Strike Out Arthritis program.
o Arthritis
 Update resources available on Alphalink
 Create and share meaningful stories that help bring the philanthropy to
life; integrate stories into our email and social platforms
o Fraternity
 Understand the Fraternity’s needs and be poised to support accordingly

• Scholarships-Annually award both academic and leadership scholarships to AOII women
who exhibit academic excellence and dedication to serving the community and AOII
through both named and Diamond Jubilee scholarships.
o Academic
 Approximately 15 scholarships not awarded due to low funds; identify 3-5
scholarships and help them implement a fundraising plan
 Add 2 new scholarships per year
 Once Loyalty Fund stabilizes set goal to increase Fund Balance
o Leadership (LI, LA and UIFI)
 Promote scholarships more aggressively, ensure each open scholarship
has applicants
o Create and implement stewardship plan for donors of $500+ to scholarships
o Provide annual opportunity for donors and recipients to connect in a meaningful
way
o Streamline scholarship review and recipient selection process
o Create defined plan to market and promote scholarship applications/process

• Ambassadors-Volunteers who serve as “brand reps” of the Foundation to our collegiate
and alumnae Chapters. Use provided marketing materials to promote Foundation
programs.
o Traditional
 Leverage existing class to promote Scholarships, Raising Roses, Ruby
Fund COVID app, Foundation 101 ppt, share social media messages,
confirm all are Jacqueminot+ level donors
 Ensure each Network is represented with 1-2 Ambassadors
o Collegiate-Long-term (to align with additional headcount)
 Launch program to identify small class of undergraduate members
 Similar to internship; each member has individual project; then group has
project around Raising Roses promotion and acquisition
 Model after Tri-Sigma program

• Special Project: Archives Campaign
o Goal grant Fraternity $500,000
o Individual commitments: Tri-Board, Archives committee
o Build & solicit prospect list with volunteer committee

• Future Initiatives to increase focus; tabled until next fiscal year
o Second Century Society

o Annual Giving Societies
o Engaging Canadian sisters
o Broadening volunteer engagement (job descriptions for each committee, promote

opportunities and application on website, 100% of committee members giving
Jacqueminot+)
o Work in concert with Fraternity to refresh Philanthropy Day activities

Measurements-Increase in social posts to drive engagement, donation tracking via designated
urls, increased donor engagement (through survey results)

• Plan social media posts quarterly, schedule weekly
• Increase social media frequency to 3-4 times per week
• Target audiences: Major donors, Jacqueminot, 2-5 year lapsed (recent, former, extended),

first time donors, Fraternity membership
• Create audience groups within Fraternity membership database
• Quarterly non-solicitation update emails & townhalls

• Executive Director, Director of Advancement, Administrative Services Manager,
part-time Major Gifts Officer, and part-time Controller

• Andrea Dill, President
• Meagan Davies, Secretary and Liaison to Board Development & Governance

Committee
• Rissa Reddan, Treasurer and Liaison to Finance Committee
• Kandy Bernskoetter, Liaison to Ruby Fund
• Nancy Hohmann, Liaison to Grants Committee
• Barb Bruning, Liaison to Scholarship Committee
• Kath Conver, Liaison to Advancement and Marketing Committee
• Crystal Grafton Combs, AOII International President

Committee roles all filled with more than 50 volunteers serving in terms matching the
biennium. Board Development & Governance has developed and will manage the
pipeline for future volunteers and succession planning.

The current fundraising landscape amidst the pandemic is ever-changing and unclear.
Nonprofits, especially those in the fraternal space buckled down this spring/summer to focus on

donor relationships and stewardship while finding creative ways to engage donors virtually.
According to the Chronicle of Philanthropy, “Charities that have been nurturing relationships with
donors, communicating transparently, and making the most of technology have laid a strong
foundation to weather a crisis like the pandemic.” Recent donor surveys from LendingTree and
QuickBooks are showing mixed results of charitable giving remaining steady and declining.

Additionally, many of our peer organizations in Foundation for Fraternal Excellence (FFE) are
planning for a deficit budget in FY20-21 with little travel for donor visits and few if any in person
events.

FFE surveyed member organizations in 2018. This survey shows women’s organizations
Foundation budgets to range from $6.4M to $240,000. AOII Foundation ranks 11th of 13 in size of
Operational budget. The largest percentage (31%) of groups report budgets between $3M-
$4.9M. AOII Foundation ranks 11th of 23 in Total Assets reporting $7.93M. The group reports
$1.4M-$46M in Total Assets.

FFE surveyed member organizations in 2018 regarding number of employees. Women’s
organizations have between 4-11 full time staff and Men’s organizations range from 2-8 full time
staff. During the time of this survey AOII Foundation had 4 employees.

Taking a conservative approach, we have continued to plan for a deficit budget. We have
committed to reviewing the budget every 90 days in order to stay nimble and adjust in real time
to any arising needs. Based on year end forecasts (which were exceeded) we budgeted the
Loyalty Fund at $493,000 in revenue. The Finance Committee will continue to revisit and
provide ongoing updates to the Board. For additional details by line item please see attached
budget.

• Budget with narrative
• FY19-20 Year End financials
• Proposed staffing plan
• 2020-2021 Communications Plan
• Chronicle of Philanthropy article on donor survey results

During FY19-20, the Foundation experienced significant change in staffing with the change in ED
leadership, 5-month vacancy, then onboarding of new ED and subsequent Development Director
change. Despite these changes, the Board created synergy and support around a creative and
successful Giving Tuesday campaign and received the largest ever estate gift with 2 of 3
installments received and as a result an Operating Reserve was created. With a heavy emphasis
on late Q3 and Q4 fundraising, the Foundation was able to finish the year strong even amid the
pandemic and other challenges in 2020. Pi Day exceeded goal raising $26,000 including a
$3,000 matching gift. Virtual Leadership Institute activities were well received including

exceeding our 100-member goal for 1897 Society with 103 members, more than 75 attended our
donor celebration and Rose Tributes exceeded $48,000. The year ended with more than 100
attending our virtual Scholarship Reception and 87% agreed the event was Very Strong or
Outstanding. We were reminded, especially during Q4, how committed and loyal our donors are
to investing in sisters and the future of AOII. These successes provided many reasons for
celebration and created a positive buzz among donors to the Foundation.

Building from the momentum of successes in FY19-20, we are poised to continue to see modest
growth by increasing the frequency of donor communication and engagement opportunities
(both social and virtual gatherings), committing to year-round cultivation and stewardship of
donors, and being nimble to adjust to the constant changes.

ALPHA OMICRON PI FOUNDATION

The Executive Director (ED) is the key management leader of the Alpha Omicron Pi
Foundation. The ED is responsible overseeing the administration, fundraising, programs,
and strategic plan of the organization. The Executive Director serves as the Chief
Development Officer responsible for managing a comprehensive philanthropic resource
program that is integrated into the overall strategic plans of the Fraternity and Foundation.

GENERAL RESPONSIBILITIES
1. Board Governance: Works with the board to fulfill the organization’s mission
and vision.
a. Lead the Foundation in a manner that support and guides the organization’s
mission as defined by the Board of Directors
b. Communicate effectively with the Board and provide, in a timely and accurate
manner, all information necessary for the Board to function properly and to
make informed decisions.
2. Financial Performance and Viability: Develops resources sufficient to ensure
the financial health of the organization
a. Fundraise and develop other revenues necessary to support the
Foundation’s mission. The ED is responsible for meeting and exceeding the
annual revenue budget.
i. Ensure that the Foundation uses technology to help drive fundraising
success
b. Manage a portfolio of major donors, oversee stewardship of current donors,
and lead a process that builds a pipeline of major donor prospects. The ED is
directly responsible for attaining a personal revenue goal. This goal will be
set in conjunction with the board each year.
c. Responsible for the fiscal integrity of the organization, to include submission
of a proposed annual budget and monthly financial statements, which
accurately reflect the financial condition of the organization.
i. Ensure maximum resource utilization through a balanced budget that
also invests in the strategic pillars outlined by the Board
3. Organization Mission and Strategy: Works with board and staff to ensure the
mission is fulfilled through programs, strategic planning, and relationship
building.
a. Implement the Foundation’s programs (Scholarship, Ruby Fund, etc.) that
carry out the organization’s mission.
b. Fulfill the strategic plan and ensure that the organization can successfully
achieve its Mission in the future.

c. Enhance the Foundation’s image and reputation by actively engaging and
nurturing a relationship with the AOII Fraternity and Properties Board.
i. Understand and articulate the strategic initiatives of the Fraternity and
Properties

4. Organization Operations: Oversees and implements appropriate resources to
ensure that the operations of the organization are appropriate.
a. Hire and retain competent, qualified staff.
b. Effectively administer the organization’s operations.
c. Ensure the organization is informed and implementing industry “best
practices” and anticipates fundraising and governance trends.

• Bachelor’s degree from an accredited institution of higher learning required with
advanced degree preferred.

• Transparent and high integrity leadership
• CFRE or other certification in fundraising management preferred.
• High level strategic thinking and planning. Ability to envision and convey the

organization’s strategic future to the staff, board, volunteers, and donors.
• Ten years’ experience in progressively more responsible fundraising and foundation

management positions. Demonstrated experience successfully cultivating and
soliciting major gifts ($25,000 and above).
• A history of successfully generating new revenue streams and improving financial
results.
• Strong financial management skills including budget preparation, analysis, decision
making, and reporting.
• Familiarity with the Greek System with emphasis on fundraising techniques and
methodologies. Active participation as a leader on the national, regional or local
level of a Greek organization preferred.
• Demonstrated experience in leading complex organizations and ability to form
collaborative relations within the enterprise.
• Ability to travel

ALPHA OMICRON PI FOUNDATION
EXECUTIVE DIRECTOR ANNUAL PERFORMANCE REVIEW POLICY

PURPOSE FOR THE ANNUAL PERFORMANCE REVIEW OF THE EXECUTIVE DIRECTOR

A primary responsibility of the Board of Directors is to provide direction and oversight to the
Executive Director. One way to do this is through an annual performance evaluation. A
performance evaluation should assess the Executive Director’s accomplishments of the goals
and objectives established for her by the Board for the prior year, measure progress toward
those goals, provide suggestions for improving her skills or performance, justify adjustments to
her compensation, establish new goals and objectives for the coming year and identify
challenges to the organization. Ultimately, the annual performance review should strengthen
the relationship between the Board of Directors and the Executive Director.

1. At least annually, the Board of Directors shall conduct a performance review of the
Executive Director. If possible, the review shall be part of an annual overall
evaluation of the Board and the Foundation. It shall include the establishment of
new goals for the Board, the Foundation and the Executive Director for the
upcoming year and the criteria to be used to evaluate progress toward those goals.

2. At least six weeks in advance, the President of the Board shall advise the Executive
Director that the Board is about to embark on the performance review and describe
the process to her.

3. To prepare for the performance review, the Board of Directors shall compile
evaluation information, which shall include a review the Executive Director’s job
description and goals and objectives for the prior year and the Foundation’s
Strategic Plan, Business Plan and Development Plan. Information gathering may
include informal verbal discussions, a written survey or a combination of verbal and
written responses and shall include observation of the Executive Director by the
Board Members over the year. The Board should ask the Executive Director to
complete a self-evaluation and may collect information from staff, donors,
volunteers or other stakeholders.

4. Areas to assess include the Executive Director’s administrative and staff
management, problem-solving and decision-making skills, leadership, fundraising,
planning, financial management, legal compliance and relationship building,
including with the Board of Directors and other Foundation volunteers.

5. Once the evaluation information has been compiled, the Board of Directors shall
discuss the findings and draft a summary report based on its findings.

6. The President of the Board of Directors shall appoint two members to meet with the
Executive Director to deliver the report and conduct the actual review.

7. After the review meeting, the Executive Director shall be asked to sign and date the
report, agreeing that she understands what the report states. The Board members
who meet with the Executive Director shall summarize the review meeting for the
full Board at the next Board meeting. This should produce a discussion comparing
the evaluation to the Foundation’s future goals and objectives to make sure they all
align.

8. Approximately 90 days and six months following the hiring of a new Executive
Director, the Board of Directors shall conduct a performance review of the Executive
Director, including a review of the Executive Director’s performance compared to
the stated goals and objectives for the 90-day and six-month period. Each review
should generally follow the procedures and assessments outlined above for an
annual review, but may be somewhat more informal as the Board determines.

Alpha Omicron Pi Foundation
Executive Director Performance Review Form

Fiscal Year
July 1, 2020 to June 30, 2021

Executive Director: ______________ Date: _______________

For each performance area, rate the Executive Director’s performance as one of the following, and provide

comments, including examples whenever possible. Give greatest weight to whether the Executive Director

met agreed-upon objectives in each of the performance areas over the past year. Also consider whether the

Board met its responsibilities in each of these performance areas, since its success or limitations are likely to
affect the Executive Director’s performance.

5 - Outstanding Performance is consistently above job requirements and stated objectives.
4 - Highly Effective Performance meets all job requirements and objectives; in many cases exceeds them.
3 - Satisfactory Performance consistently meets job requirements and objectives.
2 - Improvement Needed Performance reflects partial/inconsistent achievement of job requirements/objectives.
1 – Unsatisfactory Performance consistently fails to meet job requirements and objectives;
significant improvement required if job is to be retained.
NA / Unable to Rate Individual providing rating has insufficient information to provide an evaluation in this
area.

Executive Director Performance Areas in this Performance Evaluation
Administrative and Financial Management (50%)
Board Management & External Relations (20%)
Donor Stewardship (30%)

Performance Area Performance Rating Comments
(Results Specified) Results

Financial Performance and Organizational Viability (40%)

1 Attain financial goals Overall Performance

Attain Financial Goals (40%) 1.

1. Secure $500,000 in

revenue for the Loyalty

budget + 3% Goal(s) Performance

b. Outstanding is 1.

AOII Foundation Executive Director Performance Review Form
Page 1 of 5

2. Maintain expenses as
outlined in approved
budget (meets
expectations)
a. Meets
expectation is +/-
1.5%
b. Exceeds
expectation is
decreasing
expenses by 2%
c. Outstanding is
decreasing
expenses by 5%

3. Grow giving circles
including 110 members
of 1897 Society

4. Submit a growth budget
for 2021-2022 fiscal year
by 5/15/2021

5. Create narrative to
support budget and the
strategic direction of the
organization

Board Governance (20%)

2 1. Ensure all Committees Overall Performance

are aligned with ROPs Results

and accomplishing goals 1.

2. Identify and steward

pipeline of future

3. Present 21-22 Business

plan that aligns with

Strategic Plan to Board of

Directors for approval by

4. Strong and consistent Goal(s) Performance

Board Communication Results

measured by the 1.

feedback from the

quarterly board surveys.

a. There is frequent

Board of Directors

b. There is a strong

Director and Board of

c. The Executive

Director and Board of

Directors are in

AOII Foundation Executive Director Performance Review Form
Page 2 of 5

alignment on Vision,
Mission and Strategy.
d. Board of Directors
and Committees
receive critical
information on a
timely basis.

Organizational Mission, Operations and Strategy (20%)

3 Mission, Operations, and Strategy Overall Performance

1. Ensure the staff 1.

resources are aligned to

implement the
Foundation’s programs

(scholarship, Ruby Fund,

grants, etc.) and share

results with the board 2x

a. Create Goals and

Objectives for all staff

September 30, 2020.

b. Implement 90-day

check-ins for staff

with annual review

2. Hire and retain Goal(s) Performance

competent, qualified staff. Results

a. Develop job 1.

description for any

new positions for 21-

organizations image and

reputation by actively

engaging and nurturing a

relationship with AOII

Fraternity, AOII XB, and

4. Maintain Raiser’s Edge

NXT as the primary

database. Data is shared

quarterly with board and

staff to identify trends

documented by staff

Performance Area Performance Results Rating Comments
(Results Specified)
Program Management (10%)

4 1. Grants Overall Performance

a. Maintain relationship Results

with grantees, 1..

Fraternity to ensure

AOII Foundation Executive Director Performance Review Form
Page 3 of 5

grants align with

grantees are meeting

b. Work alongside Goal(s) Performance

committee to manage Results

and evaluate grantee 2.

c. Celebrate grants to
share the impact of
the Foundation in a
meaningful way.

2. Scholarships
a. Manage creation of
new and any
amendments of
scholarships
b. Create meaningful
interactions to
steward donors
c. Work alongside
committee and staff
to streamline
scholarship awarding
process

3. Ruby Fund
a. Ensure committee
has resources
necessary to
evaluate applications
in a timely manner.
b. Celebrate grants to
share the impact of
the Foundation in a
meaningful way.
c. Increase
communication of
grant metrics to
committee and Board
of Directors.

Meets expectations = Grants,
scholarships, and Ruby Funds are
administered in a timely manner as
determined by the committees

Exceed expectations = Grants,
scholarships, and Ruby Funds are
administered in a timely manner.
Committee is given an opportunity to
give feedback through a survey 2X
per year. Feedback rating is 3.5 out
of 5.0 or higher.

Outstanding = Grants, scholarships,
and Ruby Funds are administered in
a timely manner. Committee is given

AOII Foundation Executive Director Performance Review Form
Page 4 of 5

an opportunity to give feedback
through a survey 2X per year.
Feedback rating is 4.0 out or 5.0 or
higher. In addition, recipients are
engaged in giving testimonials to
bolster the Foundation.

Professional Development (10%) Overall Performance
Results
5 1. Growth in understanding 1.
of fund accounting
through training (Center Goal(s) Performance
for Nonprofit Results
Management, online 2.
training, audit firm
resources or 1:1 time
with volunteer expert) by
June 30, 2021.

2. Training in board
management particularly
focused on supporting
board governance model
(online training, CNM,
Board Source, etc.)

3. Engage in professional
organization training,
support, and community

ED Signature Date Board Signature Date

Board Signature Date

AOII Foundation Executive Director Performance Review Form
Page 5 of 5

EXECUTIVE DIRECTOR
RECRUITMENT PLAN

Executive Director Recruitment Plan | Page | 1

Hiring Game Plan

Confirm Job Profile
• Main Job Responsibilities (10% or more of time)
• Qualifications (Work Experience Required, Educational Background, Skills & Competencies)
Candidate Attraction Plan
• Targeted Recruiting

o Logical Career Path to Current Job – where would these candidates work today?
o Key Experience Required – where would candidates outside of typical career path, yet relevant

experience work today?
o Networking – who in our network may be connected to target candidates?
• Job Posting – Post a job ad versus job description. Apply a lens towards candidate attraction.
✓ LinkedIn
✓ Indeed
✓ Professional Organizations
Process Participants
• Lead “Recruiter(s)” – Manage candidates, communications and handle pre-screening
• Interviewers – Panel of 5 max ( in addition to Lead “Recruiter” ), include additional participants in
person for final interviews.
o Who will the new team member work with closely? Include Fraternity Leaders & Staff,

Foundation Leaders
o Who are the key relationships for the new team member? Volunteers, Foundation Staff

Guiding Principles: The recruitment process reflects on the brand and values of
the Alpha Omicron Pi Foundation to our staff, Alpha Omicron Pi Fraternity

members and job applicants. Thoughtful consideration and communication will
ensure the best outcome as well as a positive candidate experience.

Executive Director Recruitment Plan | Page | 2

EXECUTIVE DIRECTOR Job Profile

The Executive Director (ED) is the key management leader of the Alpha Omicron Pi Foundation. The
ED is responsible overseeing the administration, fundraising, programs, and strategic plan of the
organization. The Executive Director serves as the Chief Development Officer responsible for
managing a comprehensive philanthropic resource program that is integrated into the overall strategic
plans of the Fraternity and Foundation.

Board Governance: Works with the board to fulfill the organization’s mission and vision.
• Lead the Foundation in a manner that support and guides the organization’s mission as defined
by the Board of Directors
• Communicate effectively with the Board and provide, in a timely and accurate manner, all
information necessary for the Board to function properly and to make informed decisions.

Financial Performance and Viability: Develops resources sufficient to ensure the financial
health of the organization

• Fundraise and develop other revenues necessary to support the Foundation’s mission. The
ED is responsible for meeting and exceeding the annual revenue budget.
o Ensure that the Foundation uses technology to help drive fundraising success

• Manage a portfolio of major donors, oversee stewardship of current donors, and lead a
process that builds a pipeline of major donor prospects. The ED is directly responsible for
attaining a personal revenue goal. This goal will be set in conjunction with the board each year.

• Responsible for the fiscal integrity of the organization, to include submission of a proposed
annual budget and monthly financial statements, which accurately reflect the financial
condition of the organization.
o Ensure maximum resource utilization through a balanced budget that also invests in the
strategic pillars outlined by the Board

Organization Mission and Strategy: Works with board and staff to ensure the mission is
fulfilled through programs, strategic planning, and relationship building.

• Implement the Foundation’s programs (Scholarship, Ruby Fund, etc.) that carry out the
organization’s mission.

• Fulfill the strategic plan and ensure that the organization can successfully achieve its
Mission in the future.

• Enhance the Foundation’s image and reputation by actively engaging and nurturing a
relationship with the AOII Fraternity and Properties Board.
o Understand and articulate the strategic initiatives of the Fraternity and Properties

Organization Operations: Oversees and implements appropriate resources to ensure that the
operations of the organization are appropriate.

• Hire and retain competent, qualified staff.
• Effectively administer the organization’s operations.
• Ensure the organization is informed and implementing industry best practices and

anticipates fundraising and governance trends.

Executive Director Recruitment Plan | Page | 3

QUALIFICATIONS
• Bachelor’s degree from an accredited institution of higher learning required with advanced
degree preferred.
• Transparent and high integrity leadership
• CFRE or other certification in fundraising management preferred.
• High level strategic thinking and planning. Ability to envision and convey the
organization’s strategic future to the staff, board, volunteers, and donors.
• Ten years’ experience in progressively more responsible fundraising and foundation
management positions. Demonstrated experience successfully cultivating and soliciting major
gifts ($25,000 and above).
• A history of successfully generating new revenue streams and improving financial results.
• Strong financial management skills including budget preparation, analysis, decision making,
and reporting.
• Familiarity with the Greek System with emphasis on fundraising techniques and
methodologies. Active participation as a leader on the national, regional or local level of a
Greek organization preferred.
• Demonstrated experience in leading complex organizations and ability to form
collaborative relations within the enterprise.
• Ability to travel (25%)

The above statements are intended to describe the general nature and level of work being performed by persons
assigned to this position. They are not intended to be an exhaustive list of all associated responsibilities, skills, efforts or
working conditions. The Alpha Omicron Pi Foundation, reserves the right to change, amend, add, delete and otherwise
assign any and all duties, responsibilities and position titles as it deems necessary to meet the needs of the foundation.

Executive Director Recruitment Plan | Page | 4

Applicant Review: Conducted by “Recruiter(s)”
• Does the candidate meet the minimum requirements?

o Educational background (work history can substitute for education)
o Work History – Experience, any gaps?
o Standout qualities – Notable results & achievements
o Relevant Certifications
Phone Screen Top Candidates: Target 6-8 Candidates for Face to Face Panel (Round 2)
• Selling Job Opportunity
o What is the candidate looking for in next career move?
o What type of work culture does the candidate thrive in?
o Provide overview of job and process to candidate.
• Screening for role
o Resume walk – talk through background and experience, understand reason for gaps, evaluate

the best match for job profile. Don’t be afraid to think out of the box, relevant experience doesn’t
mean exact job title match.
o Confirm steady and logical career progress
o Evaluate communication skills in phone screen
o Confirm compensation requirements. It is illegal to ask current salary in many states. To be safe
focus on candidate compensation requirements. If the candidate discloses current pay, do not
panic, just don’t ask. Do not eliminate a candidate based off of their current salary, but if
compensation expectations are high specifically ask if the candidate is willing to consider the
range for the role. Be sure to confirm if you are discussing base pay or total cash opportunity.
• Set process expectations
o Follow up and timing
o Next steps
o Close out candidates not moving on to Round 2
Schedule Panel Interviews:
• Scheduling and Logistics
o Schedule Panelists first to confirm availability
o Plan Technology for interview – Virtual
o Pre-meet with Panelists to discuss candidate pre-screen, interview questions and roles –
reference Functional Interview Guide

Executive Director Recruitment Plan | Page | 5

AOII Foundation Functional Interview Guide

The following 7 main question areas are suggested as a starting point in preparing for Face to Face
Interviews. The recommendation would be to adapt these questions to your own personal style, while
still asking the same question to each candidate to compare them on an equal basis. There are more
questions below than you could use in a reasonable time frame – please pre-assign an area to each
interviewer and they should choose the question(s) that most directly fit the organization interests.

Opening (always used):
Chair: Thank you for taking the time to meet with us virtually today. We have 45 minutes allotted for
our time together today. Introduce Interview Panel participants.

1. Introduction (always used): Board Chair
• Briefly summarize your background with emphasis on the experiences and qualifications relevant to
this position – (should take no more than 5 minutes.)
• What are you looking for in your next career move?
• Why are you interested in leading the AOII Foundation at this point in your career

2. Leadership/Vision: Choose two questions
• When you examine your career, give us an example in which you have demonstrated strong
leadership skills and vision. Give an example of leading an organization.
• Provide an example where you have made the wrong strategic decision. What have you learned
from that experience that could potentially benefit our organization?
• Describe your experience with the development and execution of a strategic plan. What obstacles
did you need to overcome and how did you overcome them?
• Describe the most innovative initiative you’ve led in your professional career.
• Where do you see your greatest learning curve in managing the AOII Foundation? How would you
approach it?
• Most organizational decision-making has a risk/reward ratio. Please tell us about a specific
instance which demonstrates a high degree of risk in your decision-making and describe how your
organization was impacted as a result.
• Based on your current knowledge of the AOII Foundation, what would you say are its greatest
opportunities and challenges and how would you propose to face them?
• What would be your highest priority during the first six months? First year?

3. Operations & Staff Management Experience: Choose two questions
• What do you see as your greatest learning curve in managing the AOII Foundation?
• Please tell us about a time when you’ve been in an organization undergoing change/transition.
What was the situation? How did you build a culture of collaboration and inclusivity?
• Describe your experience building, developing and retaining a professional staff to achieve the
organization’s goals?
• What size teams have you previously managed? How would your staff describe your management
style?
• Describe a time when you have coached someone and helped them with an area of development.
How would they describe the impact you had?

Executive Director Recruitment Plan | Page | 6

• Please give us some examples of how you have succeeded in motivating employees. Tell us of an
occasion when you failed. What did you learn from this experience?

4. Fundraising/Revenue Generation: Choose two questions
• Share an example when you’ve led a fundraising effort? What was the strategy and fundraising
goal?
• Provide an example of when you have created a new and different revenue stream for your
organization. How did you develop the idea? What key market insights did you have to determine
that it would be an effective use of the organization’s resources?
• Given what you have learned about the organization, would you have any initial thinking around
ways that we can grow and/or diversify our fundraising model?
• What experience do you have in cultivating principal and major gift donors?
• Please tell us about a time you sought financial support for your organization. How did you cultivate
and/or make the case to the donors?

5. Budget Management Experience:
• It is important that the next Executive Director bring strong budget management experience.
Please share with us experiences in your career where you had direct budget oversight. What was
the size of the budget?

6. Marketing Experience: Choose one question
• Describe your experience developing and implementing a strategic marketing strategy for an
organization to enhance its reputation and credibility. What have you learned from that experience
that could potentially benefit our organization?
• What do you believe are the most critical measures our organization must take to ensure we
remain highly relevant to our current and prospective members?
• Describe your experience in leading an effort to enhance the image or brand of an organization.

7. Board Relations: Choose two questions
• Describe your experiences working with a volunteer Board.
• What are three descriptors that most of a board you have worked with would use to describe the
impact you have had on their organization?
• How would you leverage our Foundation Board in the development of our strategic plan?
• Give us an example of how you’ve built consensus around a tough, divisive issue?

Closing (always used): Board Chair
• Allow candidate to ask questions about the position and organization.
• Is there anything else that we haven’t asked you that you wish to share with us about your
qualifications for the position?

Set expectations for follow up and process. Thank you for your interest in the AOII Foundation
Executive Director position.

Executive Director Recruitment Plan | Page | 7

Interview Evaluation Exceeds Meets Does Not Notes
Not Covered
Qualifications Meet

Strategic Planning Experience

Fundraising Capabilities - Major Gifts

Fundraising Capabilities – New
Revenue Generation
Financial Management, Budget Size
& Scope relevant to role
Greek Organization knowledge &
involvement
Team Management Skills

Complex Organization Management

Volunteer Experience - as a
volunteer and volunteer relationships
Overall Impression

What would help the candidate be
the most successful in the role?

Executive Director Recruitment Plan | Page | 8

Final Interviews – In Person (2-3 candidates)

Schedule & Logistics
• Reserve dates on calendars
• Schedule space at AOII Headquarters
• Plan schedule for interviews
Candidate Management
• Provide candidate with additional information on the AOII Foundation such as strategic plan or other

information giving insights into organization current state and future goals. This will also provide
candidates an opportunity to prep for interview questions as well as ask informed questions of panel.
• Logistics if travel required. Interview times consideration.
• Set expectation of interview time commitment for in person.
Interviewer Prep
• Reference In Person Interview Guide

o Interviewers new to the process should be briefed on what they should cover in their interviews.
i.e. why are they included and what will be expected from the interviewers for feedback.

Executive Director Recruitment Plan | Page | 9