Professional Documents
Culture Documents
For
Gold Coast Science Network
Final Report
December 5, 2016
Submitted to: Kristin Majda & Sharon King, Gold Coast Science Network
and Amy Johnson, Pepperdine University
As per the contract established on October 4, 2016 between the two parties of Golden Standard
Consulting (GSC) and Gold Coast Science Network (GCSN), Golden Standard Consulting
formally established agreement in assisting Gold Coast Science Network in the following fields:
1. Policies for:
a. Conflict of Interest
b. Sponsorship
c. Compensation
d. Employment
2. Style Guide
3. Policy Template
Golden Standard Consulting proudly and excitedly presents to you the final report, which fulfills
the requirements agreed upon in the Contract. Within this report, you will find information
regarding the:
1. Expanded Project Objective
2. Methodology
3. Presentation of Results
4. Strategy for Implementation
5. Recommendations
6. Supporting Appendices
Golden Standard Consulting will ensure to provide Gold Coast Science Network with an
additional document consisting of only the project deliverables.
It has been an absolute pleasure working with this wonderful organization dedicated to
promoting such an undeniably important cause! STEM education is crucially important to this
technology-centered society, so by promoting passion amongst students, Gold Coast Science
Network ensures and promotes a bright and talented group of students! Golden Standard
Consulting is extremely proud to assist you in any means that we, the consulting group, can.
Golden Standard Consulting wants to thank you so much for such a wonderful and priceless
experience! We cannot put into words how excited we are to see the effects of this policy manual
to your amazing organization.
Sincerely,
Golden Standard Consulting
Executive Summary…………………………………….……………….............3
1. Introduction………………………………………………….…………………6
2. Business Challenge……………………………………….…….….…………8
3. Methodology…………………………………...……………….……..………9
3.1 Survey……………………………….……...……………….……..…10
3.2 Interviews……….....……………………...……………….…………11
3.3 Research…………….………………...……………….…….…........15
4. Presentation of Results………………….……………….…………………19
4.1 Conflict of Interest………....……….……………….………………19
4.2 Employment…………….…….……………….…………...……..…25
4.3 Compensation……...….….….……………….…………...………..36
4.4 Sponsorship……….…….……………….…….……...…………….38
5. Strategies for Implementation…………....….…………….…….…………41
6. Recommendations………...….…………….…….…………………………42
Conclusion……...….…………….…….………………………………………..44
Bibliography……...….…………….…….………………………………………45
Appendix……...….…………….…….………………………………………….47
In order to continue efficiently executing and fulfilling the mission of the organization,
Gold Coast Science Network partnered with Golden Standard Consulting to obtain
assistance in policy creation. Policies are crucially important to the development,
operation, and expansion of any organization. These policies establish and standardize
procedures within these fields of operation as well as ensure that organizations abide
by regulations established by organizations such as the Internal Revenue Service, the
Financial Accounting Standards Board and the federal and state governments.
Although Gold Coast Science Network already has in place some policies, Gold Coast
Science Network asked Golden Standard Consulting to draft a formal policy manual
that includes policies for:
1. Conflict of Interest
2. Sponsorship
3. Board Compensation
4. Employment
These policies were established in the formal contract concerted between both parties
on October 4, 2016. Golden Standard Consulting also drafted a style guide and
template for future policies created within Gold Coast Science Network.
In order to effectively draft policies relevant to Gold Coast Science Network, Golden
Standard Consulting conducted a plenitude of research through the following means:
1. Survey of Gold Coast Science Network’s Board
2. Interviews of professionals working in the nonprofit spectrum
3. General Research of articles and information posted by relevant
organizations.
Once Golden Standard Consulting obtained results from the survey, analyzed, and
extracted all necessary information, GSC interviewed professional individuals
experienced in working with, serving on the board, and consulting for various nonprofit
organizations. Golden Standard Consulting interviewed the following individuals and
organizations:
Policies are developed and implemented to maintain order and ensure legal conduct.
Golden Standard Consulting recommends that the board of Gold Coast Science
Network analyze the documents, discuss these policies, and make any modifications
to better fit the needs of GCSN. Gold Coast Science Network should vote and adopt
the policies which best fit the organization’s needs. As the demand for further policies
arise, Golden Standard Consulting strongly advises Gold Coast Science Network to
utilize the style guide and policy template provided in this document when drafting
further policies.
1.1 Course:
The Service Leadership course (Business Administration 498) is taken senior year by all
undergraduate business majors, as well as all nonprofit management minors. The
objective of the course is to combine an academic class with community service.
Students form consulting teams to serve local nonprofit organizations by applying
business concepts, and non-profit principles to complete a productive, agree-up final
project. In this model, both students and clients are seen as learners and teachers, as
well as servers and served. Through this course, students are able to utilize the
concepts and skills they have learned in their courses in a real life scenario while giving
back to their community.
1.2 Client:
Gold Coast Science Network (GCSN) is a local chapter of the California Science
Teachers Association (CSTA) and was created in 1993 to improve the quality of
Science, Technology, Engineering, and Math (STEM) education in K-12 and
postsecondary institutions. GCSN is located in Camarillo and serves the Ventura
County and its Central California neighbors including Santa Barbara, San Louis
Obispo, Los Angeles, and Kern. GCSN works to connect STEM teachers with each
other, as well as with other resources. Beyond building connections between people
and to resources, GCSN works to educate teachers about the California content
standards, and current trends in education. Every 12-24 months, GCSN organizes a
STEM education conference to bring educators, homeschooling parents, and other
individuals interested in STEM together to learn about the latest in STEM education as
well as network. Currently, GCSN has no staff members, but plans to create paid staff
positions in the future. The organization currently has nine members on their board.
GCSN has many volunteers, who enable the organization to hold conferences at
minimal cost.
1.4 Consultants:
Golden Standard Consulting is committed to providing quality solutions and
exceptional results through diligence and expertise in a dynamic global environment.
We approach the foundational challenges faced by our clients as our own: searching
for solutions to solve the problems of today, and positioning our client to prevent the
problems of the future.
2.1 Introduction
Gold Coast Science Network has operated since 1993 and has recently attained
501(c)3 status. The recent and projected growth as a non-profit organization has
created a need to establish a formal policy manual as well as operating procedures to
ensure that the organization operates in a consistent, as well as ethical manner. An
effective and well-constructed policy is an important aspect of a nonprofit's
foundation, as it acts as a guide for all actions of the board and staff. In addition to a
policy manual helping to make nonprofits more effective, it also works to protect the
board of directors, who are held legally responsible for all actions of the organization.
Strong, clear, and concise policies work to ensure legal and ethical operations of the
organization. GCSN has ambitions to grow, to reach more educators, to increase their
presence, and to ultimately increase the quality of STEM education in the region.
GCSN recognizes that in order to do that, they need to have a firm organizational
foundation.
Gold Coast Science Network engaged Golden Standard Consulting’s to create draft
policies that will help GCSN develop a firm policy base so they can continue their
upward trajectory in the most ethical and effective manner possible. The sample
policies that GSC created address four policy areas: compensation, conflict of interest,
employment and sponsorship. GCSN will then use these template policies to create
their official policy manual. GSC will provide assistance in further policy development in
the form of a style guide and template. GSC will also provide a list of priority policies,
or policy areas that need to be developed for structural, ethical, or legal reasons
3.1 Introduction
Golden Standard Consulting employed a number of methods to address the business
challenge. Each method provided a unique dimension and level of depth, allowing
GSC to develop holistic policies. This section introduces each method and expands
on the purpose and key findings of each.
Golden Standard Consulting surveyed the Gold Coast Science Network Board of
Directors. The survey allowed GSC to gain valuable insights to the key concerns of the
board and the direction of the organization. Through the survey, the policy concern
areas were validated, which empowered GSC to move forward with increased
confidence and context.
Interviews with industry experts provided a first-hand look into the ideologies and
reasoning for actions and policy developments. This source of information was crucial
to providing personal insights into procedural developments, and the application of
polices to boards. By interviewing experts, Golden Standard Consulting attained more
personal information as well as advice regarding the development of policies and the
context for their application.
GSC referenced and researched the policies employed by organizations of similar size
and/or mission. These models served as a basis for several of the policies, and
provided insights into working policies, outside of the general information gathered
otherwise.
3.2 A Accomplishments
● Designed and Distributed survey to all board members
● Collect Responses from 8 of 9 Board Members
● Analyze Responses
3.3 A Introduction
In order to understand the most effective policies, Golden Standard interviewed three
nonprofits (REAL School Gardens, California Science Teachers Association,
DonorsChose.org) and one nonprofit industry specialist (Dr. Regan Schaffer). The
objective of conducting interviews was to obtain information from nonprofits that
currently have policies in place and how they created them. By consulting an industry
specialist with experience in working with, serving on the board, and consulting for
various nonprofits GSC gained invaluable information on how to create effective
policies and insight into the nonprofit sector. In order to prepare for the interviews GSC
referenced information from Duke University that aided in the creation of interview
questions and general interview techniques. For each interview GSC contacted either
nonprofit contact listed on their website either by email or phone. Each organization
and if possible each interviewee were extensively researched and interview questions
were created that were specific to each nonprofit. Therefore, the interview questions
were different and specifically tailored to the interviewee/organization they represent
(see Appendix A for interview questions).
4.1 A Introduction
4.1 B Methodology
Golden Standard Consulting developed this policy through research focused on
addressing the project’s objective, developing an understanding of why this is a crucial
policy to develop and maintain, and looking at models set forth by reputable
organizations.
GSC has gathered a host of policies and developed this conflict of interest draft policy
by referencing TERC’s conflict of interest policy (located in the appendix) and with the
guidance of policies drafted by the 501(c)3 commons at www.nationalservice.gov. The
reasons to develop the policy and context were gathered from the Independent
Sector’s Principles for Good Governance and Ethical Practice, as well as the Policies
and Procedures handbook provided by The Corporation for National and Community
Service.
Gold Coast Science Network defines conflict of interest as a situation in which an individual has a
duty to more than one person or organization, but may not be able to do justice to the actual or
potentially adverse interests of both parties. Gold Coast Science Network assumes that all members
of the board will work together, and conduct themselves responsibly and ethically. Even with
responsible and ethical conduct, there is the potential that real or perceived conflicts of interests can
arise. Given this potential, effective governance is essential. It requires deliberate, thoughtful, and
unbiased decision-making by directors and staff members.
Directors and staff members have the duty of complete allegiance to Gold Coast Science Network’s
(GCSN) mission when acting on behalf of GCSN. This duty requires that directors and staff members
recognize and respond appropriately to any real or perceived conflict of interest. A conflict may exist
when a director or staff member participates in the deliberation and resolution of an issue on behalf of
GCSN while the individual has or previously had other professional, business or volunteer
responsibilities outside of GCSN that could cause such individuals to address the issue with less than
complete, undivided allegiance to GCSN. Circumstances that may result in an actual or perceived
conflict of interest include, but are not limited to:
• Granting funds to a charitable nonprofit organization on which a director or staff
member or their families are serving as staff, board members or volunteers.
• Participating on fundraising committees or in fundraising efforts for an organization
seeking a grant from the GCSN.
• Investing GCSN funds.
• Hiring vendors or consultants for GCSN.
• Employing a director or a relative of a director or staff as staff or as a consultant for a
project.
• Divestiture of prohibited financial interests.
• Disclosure of financial interests.
• Outside activities.
• Awards.
• Engaging in networking activities that may benefit some entity besides GCSN.
• Compensating or reimbursing GCSN members.
Please complete the questionnaire below, indicating any potential conflicts of interest.
If you answer "yes" to any of the questions, please provide a written description of the
details of the specific action, policy or transaction in the space allowed. Attach
additional sheets as needed.
A conflict may exist where an interested party directly or indirectly benefits or profits
as a result of a decision, policy or transaction made by Gold Coast Science Network.
The interested party would not have obtained this benefit were it not for his/her
relationship with Gold Coast Science Network.
● Has Gold Coast Science Network proposed to contract or contracted to
purchase or lease goods, services, or property from you or from any of your
relatives or associates?________
● Have you used your relationship with Gold Coast Science Network to obtain a
contract, employment for yourself or any of your relatives or associates, from a
person or entity that does business with Gold Coast Science Network? ________
● Have you or any of your relatives been provided use of the facilities, property, or
services of Gold Coast Science Network in a way that is not available to others
who benefit from the organization’s services? ________
● Are you aware of other issues or situations not addressed above? ________
Signature___________________________________ Date________________________
I have received and carefully read the Conflict of Interest Policy for board members, the
executive director and managers. I have considered not only the literal expression of the policy,
but also its intent. By signing this affirmation of compliance, I hereby affirm that I understand and
agree to comply with the Conflict of Interest Policy. I further understand that Gold Coast Science
Network is a nonprofit organization, and that in order to maintain its federal tax exemption, it
must engage primarily in activities that accomplish one or more of its tax-exempt purposes
without personal inurement or benefit by board members, consultants/volunteers or staff (other
than by salary).
I hereby state that I do not have any conflict of interest, financial or otherwise, that may be seen
as competition with the interests of Gold Coast Science Network, nor does any relative or
associate have such a potential conflict of interest.
If any situation should arise in the future that I think may involve me in a conflict of interest, I will
promptly and fully disclose in writing the circumstances to the Chair of the Board of Directors or
to the Executive Director, as applicable.
I further certify that the information set forth in the Disclosure Statement and attachments, if any,
is true and correct to the best of my knowledge, information and belief.
4.2 A Introduction
An employment policy and handbook is essential to develop because while Gold Coast
Science Network has no employees to date, as the organization grows, and capacity
building operations take place, there will be an increasing need for employees. In
order to employ an individual, the organization must have a clear employee handbook
to protect against litigation, to ensure that employees know their rights and are fairly
treated. This section outlines the specific sources that were referenced in developing
the policy, presents the policy draft, and provides an implementation strategy.
4.2 B Methodology
In order to construct an effective employment policy manual specifically tailored to the
needs of Gold Coast Science Network, Golden Standard Consulting initially conducted
research in order to understand how established nonprofit organizations and non profit
assistance organizations, such as the National Council of Nonprofits organize
employment policy manuals. Golden Standard Consulting established that
supplementing scholarly articles with working models for existing organizations would
be the most effective means of understanding employment policies.
Among the most helpful sources were the Corporation for National and Community
Service’s “Policies and Procedures Handbook”, which provides an abundance of
information delineating how most organization should establish their policy manuals.
This document outlines subsections of Governing Policies and Procedures, which
include section of information about mission statements, bylaws, board organization,
employment, etc.
Gold Coast Science Network must develop and employ a clear and concise
employment policy manual. Due to its status as a 501(c)3 organization, the employment
of workers is extremely important to the capacity building of the organization to ensure
expansion in the future.
For purposes of this document, please note the difference between employee versus
board member or volunteer. Gold Coast Science Network defines an employee as a
person in the service of another under the contract of hire, express or implied, oral or
written, where the employer has the power or right to control and direct the employee
in the material details of how the work is to be performed. A volunteer may change
status to employee in the eyes of the IRS if they are paid for their work.
Upon employment, Gold Coast Science Network must ensure that the employee signs
the Employee Receipt and Acceptance document as well as the Confidentiality
Disclosure Agreement.
Signature _______________________________________________________
Gold Coast Science Network expects you to respect the privacy of clients and to
maintain their personal and financial information as confidential. All records dealing
with specific clients must be treated as confidential. General information, policy
statements or statistical material that is not identified with any individual or family is not
classified as confidential. Staff members are responsible for maintaining the
confidentiality of information relating to other staff members and volunteers, in addition
to clients.
Failure to maintain confidentiality may result in termination of your employment, or
other corrective action. This policy is intended to protect you as well as GCSN because
in extreme cases, violations of this policy also may result in personal liability.
Certification
I have read Gold Coast Science Network’s policy on confidentiality and the Statement
of Confidentiality presented above. I agree to abide by the requirements of the policy
and inform my supervisor immediately if I believe any violation (unintentional or
otherwise) of the policy has occurred. I understand that violation of this policy will lead
to disciplinary action, up to and including termination of my service with GCSN.
Signature ________________________________________________
Name _________________________Date________________________
Gold Coast Science Network will not tolerate any form of unlawful discrimination. All
employees are expected to cooperate fully in implementing this policy. If GCSN
determines that a violation of this policy has occurred, it will take appropriate
disciplinary action against the offending party, which can include but may not be
limited to counseling, warnings, suspensions, and termination. Employees who report,
in good faith, violations of this policy and employees who cooperate with investigations
into alleged violations of this policy will not be subject to retaliation. Upon completion
of the investigation, Gold Coast Science Network will inform the employee who made
the complaint of the results of the investigation.
Gold Coast Science Network is also committed to complying fully with applicable
disability discrimination laws, and ensuring that equal opportunity in employment exists
at GCSN for qualified persons with disabilities. All employment practices and activities
are conducted on a non‐discriminatory basis. Reasonable accommodations will be
available to all qualified disabled employees, upon request, so long as the potential
accommodation does not create an undue hardship on GCSN. Employees who believe
If you have any questions regarding this policy, please contact the Executive Director.
Gold Coast Science Network’s commitment begins with the recognition and
acknowledgment that sexual harassment and other types of discriminatory harassment
are, of course, unlawful. To reinforce this commitment, GCSN has developed a policy
against harassment and a reporting procedure for employees who have been
subjected to or witnessed harassment. This policy applies to all work‐related settings
and activities, whether inside or outside the workplace, and includes business trips and
business‐related social events. GCSN’s property (e.g. telephones, copy machines,
facsimile machines, computers, and computer applications such as e‐mail and Internet
access) may not be used to engage in conduct that violates this policy. Gold Coast
Science Network’s policy against harassment covers employees and other individuals
who have a relationship with GCSN, which enables GCSN to exercise some control
over the individual’s conduct in places and activities that relate to GCSN’s work (e.g.
directors, officers, contractors, vendors, volunteers, etc.).
While it is not possible to list all of the circumstances which would constitute sexual
harassment, the following are some examples: (1) unwelcome sexual advances ‐‐
whether they involve physical touching or not; (2) requests for sexual favors in
exchange for actual or promised job benefits such as favorable reviews, salary
Depending on the circumstances, the following conduct may also constitute sexual
harassment: (1) use of sexual epithets, jokes, written or oral references to sexual
conduct, gossip regarding one’s sex life; (2) sexually oriented comment on an
individual’s body, comment about an individual’s sexual activity, deficiencies, or
prowess; (3) displaying sexually suggestive objects, pictures, cartoons; (4) unwelcome
leering, whistling, deliberate brushing against the body in a suggestive manner; (5)
sexual gestures or sexually suggestive comments; (6) inquiries into one’s sexual
experiences; or (7) discussion of one’s sexual activities.
While such behavior, depending on the circumstances, may not be severe or pervasive
enough to create a sexually hostile work environment, it can nonetheless make
coworkers uncomfortable. Accordingly, such behavior is inappropriate and may result
in disciplinary action regardless of whether it is unlawful.
It is also unlawful and expressly against GCSN policy to retaliate against an employee
for filing a complaint of sexual harassment or for cooperating with an investigation of a
complaint of sexual harassment.
It is also against GCSN’s policy to retaliate against an employee for filing a complaint
of discriminatory harassment or for cooperating in an investigation of a complaint of
discriminatory harassment.
Reporting of Harassment: If you believe that you have experienced or witnessed
sexual harassment or other discriminatory harassment by any employee of GCSN, you
should report the incident immediately to your supervisor or to the Executive Director.
Possible harassment by others with whom GCSN has a business relationship,
including customers and vendors, should also be reported as soon as possible so that
appropriate action can be taken.
Gold Coast Science Network will promptly and thoroughly investigate all reports of
harassment as discreetly and confidentially as practicable. The investigation would
generally include a private interview with the person making a report of harassment. It
would also generally be necessary to discuss allegations of harassment with the
accused individual and others who may have information relevant to the investigation.
GCSN’s goal is to conduct a thorough investigation, to determine whether harassment
occurred, and to determine what action to take if it is determined that improper
behavior occurred.
If GCSN determines that a violation of this policy has occurred, it will take appropriate
disciplinary action against the offending party, which can include counseling, warnings,
suspensions, and termination. Employees who report violations of this policy and
employees who cooperate with investigations into alleged violations of this policy will
not be subject to retaliation. Upon completion of the investigation, Gold Coast Science
Network will inform the employee who made the complaint of the results of the
investigation.
As an employer, Gold Coast Science Network believes that it is in the best interest of
both the organization and its employees to fairly compensate its workforce for the
value of the work provided. It is GCSN’s intention to use a compensation system that
will determine the current market value of a position based on the skills, knowledge
and behaviors required of a fully competent incumbent. The system used will be
objective and nondiscriminatory in theory, application and practice. The company has
determined that this can best be accomplished by using a professional compensation
consultant and system recommended by executive management and approved by the
board of directors.
The supervisor(s) or the Executive Director shall have discretion to modify the job
description to meet the needs of Gold Coast Science Network. Paychecks are
distributed on the 15th and the last day of each month, except when either of those
days falls on a Saturday, Sunday or holiday, in which case paychecks will be
distributed on the preceding workday. Timesheets are due to the Executive Director
within two days of each pay period. All salary deductions are itemized and presented
to employees with the paycheck. Approved salary deductions may include: federal
and state income taxes; social security, Medicare, and state disability insurance;
voluntary medical and group hospitalization insurance premiums (if in force and if paid
by employee) and other benefits (e.g., life insurance, retirement).
4.3 A Introduction
The IRS code allows for board members of nonprofit organizations to be compensated
up to $600, before a form 1099 must be completed. It is not uncommon for the
policies of organizations to prohibit compensation of board members for anything
beyond basic reimbursements for the costs associated with serving on the board. This
prohibition ensures no conflicts of interest can arise in regards to the motivation for
members’ service on the board. Clear policies and transparency of compensation
activity ensures that an organization is functioning ethically, and legally. This section
outlines the specific sources that were referenced in developing the policy, presents
the policy draft, and provides an implementation strategy.
4.3 B Methodology
In order to create a compensation draft policy for board members, GSC consulted the
Independent Sector’s Principles Good Governance and Ethical Practice. This
document highlighted the key importance of having a compensation policy as well as
components of an effective policy. All specific links and information extracted from
every source utilized to draft this document can be found in Appendix G.
When GCSN finds it appropriate to compensate board members due to the nature,
time or professional competencies involved in the work, they must be prepared to
provide detailed documentation of the amount of and reasons for such compensation,
including the responsibilities of board members and the services they provide. Board
members of GCSN are responsible for ascertaining that any compensation they receive
does not exceed to a significant degree the compensation provided for positions in
comparable organizations with similar responsibilities and qualifications
4.3 D Implementation
Golden Standard Consulting suggest Gold Coast Science Network decides as a board
appropriate levels of reimbursement (if any) for board members. In addition, a
compensation committee should be created consisting of board members and
outsiders to decide the terms of reimbursement and review of all requests.
4.4 A Introduction
Sponsorships are key sources of funding for many nonprofit organizations, and are
governed very tightly by the IRS. In order to ensure that sponsorships are conducted
in accordance with tax codes so that and are tax deductible, Gold Coast Science
Network needs a clear sponsorship policy that is implemented and upheld
consistently. This section outlines the specific sources that were referenced in
developing the policy, presents the policy draft, and provides an implementation
strategy.
4.4 B Methodology
Golden Standard Consulting utilized resources found on the National Council of
Nonprofits’ website as well as Tides’ sponsorship policy, a donor advised fund located
in San Francisco that provides money to organizations working to advance progressive
policy in the areas of the environment, healthcare, labor, and human rights.
Additionally, Golden Standard Consulting referenced policies in the 501(c)3 commons
at nationalservice.gov.
Reasons behind the development of a sponsorship policy were gathered from the
Independent Sector’s Principles for Good Governance and Ethical Practice and the
Policies and Procedures handbook provided by the Corporation for National and
Community Service All specific links and information extracted from others sources
utilized to draft this document can be found in Appendix H.
To comply with its educational mandate and IRS regulations, GCSN welcomes
sponsorships subject to the following guidelines:
In return for a sponsorship, GCSN may acknowledge the sponsor on the GCSN
website by:
1.) Placing the sponsor’s logo in the footer of the GCSN website.
2.) Placing the sponsor’s logo and a one-paragraph value-neutral description of the
sponsor and its product line(s) or service(s) on the Sponsors page of the GCSN
website. (GCSN will not place descriptions on the website that contain
qualitative or comparative descriptions of a sponsor’s products, services, facility
or company, as this would be considered a “substantial return benefit” by the
IRS.)
3.) Providing a hyperlink on the Sponsors page of the GCSN website to the
sponsor’s homepage, provided that product(s) and service(s) are not sold on the
homepage, as IRS regulations consider this to be advertising. If at any time the
sponsor changes its website and begins selling product(s) or service(s) on its
homepage, the sponsor must notify GCSN immediately and provide an alternate
page to link to where product(s) and service(s) are not sold.
4.) GCSN will place the items mentioned in the preceding three bullet points on the
GCSN website upon accepting a sponsorship and will leave them in place for
one year.
5.) GCSN will not acknowledge its sponsors in any newsletter, including an email
newsletter, as IRS regulations consider this to be advertising.
In addition to specific implementation strategies for each policy that can be found
under each policy in section four (Implementation of Results), Golden Standard
Consulting suggests the following in order to implement the drafted policies:
Golden Standard Consulting worked to tailor the four draft policies to best-fit Gold
Coast Science Networks needs, but GSC acknowledges further refinement will be
needed to be done for the policies to best fit the organization. After all changes have
been discussed and decided upon, policy document should be edited and kept in
correct formatting and brought to following board meeting for voting (See Appendix J
for Style Guide).
• Timetable: Golden Standard Suggests discussing drafted policies at next board
meeting or holding a special meeting to discuss policies within the next three
months.
After discussing and adapting the policies, GCSN should take time in a board meeting
to vote on policies and adopt them as a governing document.
• Timetable: Golden Standard Consulting suggest adapting, voting, and adopting
drafted polices within six months.
GSC suggest that GCSN use the following list to begin creating additional policies in
order to create a strong policy manual that will help to guide actions of the
organization. A policy style guide and template has been provided in Appendix J to aid
in the creation of these policies. In addition, all resources in appendix and bibliography
will be beneficial to utilize.
Several interviews and articles consulted in this report point to the fact that board
strengthening is a process that is never complete, and is an area that can always be
worked at, even with the most elite teams. Through each of our methods of research,
the theme of a strong and diverse board of directors always recurred. Through a board
with diverse expertise, it is possible to have an in house tax-expert, fundraising expert,
an event-planning expert, and so on. This section presents a number of opportunities
for board strengthening that GCSN could gain access to.
Through our extensive research, informative interviews with those in number of spaces
within the nonprofit industry, and interactions with those on Gold Coast Science
Network’s board, Golden Standard Consulting firmly believes that the policies set forth
in this report will substantially help Gold Coast Science Network in establishing their
own policies around ‘conflict of interest’, ‘sponsorship’, ‘employment’, and
‘compensation’. In Golden Standard Consulting’s relationship with Gold Coast Science
Network, we learned much about the legal standards nonprofits are held to in addition
to Gold Coast’s role in STEM education in the greater Ventura County region. Though
challenging, this project taught our team how to think critically in solving organizational
issues and deliver our conclusions in a clear and professional manner. This experience
only helped us grow both personally and professionally, and we thank Gold Coast
Science Network for working with us through this process.
Jensen, Jerry. "Salary Management for Nonprofits: The Fine Art of Distributing
Dissatisfaction Equitably." The Grantsmanship Center. N.p., 1997. Web.
“Information for Charities & Other Nonprofits." International Revenue Service N.p., 21
Nov. 2016. Web. 29 Oct. 2016.
McRay, Greg. "How to Pay Your Nonprofit Staff." Foundation Group. N.p., 2 Oct. 2015.
Web. 22 Nov. 2016.
Muhl, Charles. "What Is an Employee? The Answer Depends on the Federal Law."
Monthly Labor Review. Jan. 2002. Web. 23 Oct. 2016.
"Policies and Procedures Handbook." Nationalservice.gov. Walker & Co., 2010. Web. 3
Dec. 2016.
"Volunteer Definition." Cambridge English Dictionary. N.p., n.d. Web. 03 Dec. 2016.
"Boards and Governance."Nonprofit Risk Management Center. N.p., n.d. Web. 04 Dec.
2016.
Appendix A: Survey……………………………………………………….......................…48
A.1 Survey Questions in Full
A.2 Summary of Survey Responses
Appendix B: Interviews…………………………………………………………………...…54
B.1: Interview Questions and Expanded Key Findings: Jeanne McCarty, REAL
School Gardens
B.2: Interview Questions and Expanded Key Findings: Jessica L. Sawko,
California Science Teachers Association
B.3: Interview Questions and Expanded Key Findings: Andie Safon,
DonorsChoose.org
B.4: Interview Questions and Expanded Key Findings: Dr. Regan Schaffer,
Pepperdine University
Appendix C: Research: Online Nonprofit Resources……………………………….....57
Appendix D: Research: Organizations……………………………………………………58
Appendix E: Conflict of Interest……………………………………………………………62
E.1: Sources and Expanded Key Findings
E.2: Disclosure Documents
Appendix F: Employment……………………………………………………………..……67
F.1: Sources and Expanded Key Findings
Appendix G: Compensation…………………………………………………………..….…69
G.1: Sources and Expanded Key Findings
Appendix H: Sponsorship……………………………………………………………..……70
H.1: Sources and Expanded Key Findings
Appendix I: Recommendations……………………………………………………….……72
I.1: Sample Board Matrix
Appendix J: Policy Style Guide and Template…………………………………………. 73
Appendix K: Golden Standard Consulting Portfolio……………………………………79
Appendix L: Contract Between GSC and GCSN………………………………………. 89
Appendix M: Research Report 1….……………………………………………………….94
Appendix N: Interim Report………………………………………………………….…...101
Appendix O: Research Report 2………………………………………………………….125
Do you work in education outside of Gold Coast Science Network? If so, to what
capacity?
In no particular order, our respondents reported that one is a Curriculum Specialist for
a STEAM[sic], two are High School teachers and leader of workshops, one is a retired
full time teacher who is now a substitute teacher, one is in professional development,
and one is a former teacher who now works as a STEM education consultant.
Do you believe that GCSN has sufficient policies in place to continue expanding?
Summary of Responses:
Golden Standard Consulting needed to understand where board members sat on the
issue of the quantity of policies. Many of the board members believe that the creation
of formalized policies would be extremely useful for operational, as well as expanding,
purposes.
Comments in summary:
I do not know enough to comment.
We currently have policies that are unwritten but do in fact exist.
We must ensure we have policies in place that ensure lawful operation in regards to
taxes and financial reporting, as well as regarding membership structure.
What are the top three policy areas you believe GCSN needs to address?
Summary of Responses:
Responses in summary: In this survey, we included a question regarding the policy
areas the board members would like to see addressed. The three top areas of concern
are Conflict of Interest, Membership, and Governance Responsibilities.
Responses in summary:
Support is normally sought from familiar resources and people, but how can we be
sure we are selecting speakers, presenters, and partners in an ethical and fair manner?
What most occupies time at board meetings? Please order from most time
required to least.
Summary of Responses:
Golden Standard Consulting wanted to understand how time is allotted during board
meetings. Most people felt that “old business”, member reports, and financial
decisions took up the majority of the meeting time.
1: 2: 3: 4: 5:
Old Business New Business Member Policy Financial
Old Business Member Reports Decisions Decisions
Member Reports New Policy Financial
Reports Financial Business Decisions Decisions
Member Decisions Policy New Business Old Business
Reports Old Business Decisions Financial Policy
Policy Financial New Decisions Decisions
Decisions Decisions Business
Member
Reports
Each bin represents the rating of priority followed by the responses received per rating.
The responses to this question are mixed, and may indicate that the question was
poorly designed and resulted in the number one and five options being switched in
some responses. The small sample space results in unclear data as Golden Standard
Consulting only received four responses.
What new challenges, if any, do you anticipate as GCSN moves into its first tax-
season as a 501(c)3 organization?
Summary of Responses:
Golden Standard Consulting asked the board of GCSN what their concerns were
moving into tax season given GCSN’s recent non-profit status. Many of the board
members feel that GCSN would benefit from further tax expertise as well as money
accountability.
Responses in Summary:
Lack of tax code expertise, and lack of accountability with money.
GCSN lacks expertise in tax laws, and has been unable to find tax advisor within
budget. The organization needs to be aware of laws and implement effective financial
reporting systems. Need to be very sensitive to the time of board members.
B.1: Interview Questions and Expanded Key Findings: Jeanne McCarty, REAL
School Gardens
Agenda/Interview Questions:
• Greetings, Introduce Project / Consulting Project & Client
• Gold Coast Science Network, Division of California Science Teachers
Association, 501(c)3
• How to real school gardens fit into green teacher network?
• How did you approach developing policies?
• What advice do you have for GCSN as they move forward and expand?
Key Findings:
Develop Core Values:
• Entire Board along with the organization must be on the same page as far as the
nonprofit's vision goes.
• A clear mission encourages can convince those outside your organization to do
work for the nonprofit pro-bono.
Board Makeup:
• High functioning nonprofits almost always have a diverse board (i.e. gender,
occupation, age, expertise, contacts).
• Though difficult to first impose, board term limits ensure members do not
become complacent and unproductive cogs in an organization.
• Each board member should have a list of contacts, influences, and experts
outside of the organization that could potentially help the nonprofit.
Board Responsibilities:
• As a 501(C)3, board members are responsible for the fiscal and legal behavior
off the nonprofit - could behoove members to take out officer or
director insurance to protect themselves.
• Growth can only occur within structure. Board operations are much more
sophisticated than setting budgets.
• May be beneficial for Gold Coast to hire an accounting and legal team to
formalize financial policies (Board Source Online could be a helpful resource).
• Also of note, policies differ regionally, even in the state of California.
Interview Questions:
• What policies do you find going back to the most?
• How are policies implemented in this organization?
• Who creates and changes policies within the organization?
• How large is the policy committee?
• How often does the policy committee meet?
Key Findings:
• Policy committee organized to create/discuss new or old policies.
• Committee includes current board members to gain insider knowledge as well
as outside parties for another point of view.
• Committee will meet once a year and go through all policies and determine their
worth to the organization.
• GSC was given all policies from CSTA to help organize and draft sample policies
for GCSN.
Interview Questions:
*The following questions were proposed to Ms. Safon, but she was unable to answer
many questions due to privacy concerns and legal actions that may take place.
• What policies do you find going back to the most?
• How are policies implemented in this organization?
• Who creates and changes policies within the organization?
• How large is the policy committee?
• How often does the policy committee meet?
Key Findings:
• Unable to disclose many polices to GSC, but stressed the ideas of seeking
professional help when dealing with taxes and the IRS.
Interview Questions:
• What are the key components of making policies?
• In your experience, what type of policies are the most beneficial?
• Why are conflict of interests policies so important?
• Do you have any advice for creating a sponsorship policy?
Key Findings:
• Necessary that all board members (and potential board members) know they will
not be compensated
o Serving on a board is voluntary
• There are few circumstances where board members can be reimbursed
o i.e.: travel expense to attend meetings, but there should be a limit to the
amount allowed to be reimbursed and this should be decided by board
and added to policy
§ There should be a cap, and approval process for the board,
develop a framework (“Will reimburse costs above xxx, and up to
xxxx per year”)
• A strong board is just as important as having strong policies
o Strong board:
§ Diversity of members (gender, race, occupation, age, etc.)
§ Understanding that the role of the board is to keep the mission
§ Understanding of legal responsibility as a member
§ Board training at least yearly if not more often
§ Disclosure of all conflict of interest issues
Each of the following online sources were used in the creation of GSC’s drafted
policies and because multiple portions of the websites were used, the research
extracted from each website and citations can be found in the following appendices.
GSC suggests GCSN can utilize these resources when creating future policies.
501 Commons
https://www.501commons.org/
Independent Sector
http://independentsector.org/
Mission: CSTA's mission is to promote high quality science education. CSTA is a non-
profit 501(c)(3) membership organization that:
• Represents science educators statewide—in every science discipline at every
grade level, Kindergarten through University.
• Demonstrates leadership in science education in the state by organizing and
participating in statewide reform initiatives, and provides leadership
opportunities for members who wish to serve on state advisory committees,
including framework, standards, and textbook committees.
• Works to ensure that the interests of science educators are represented at the
state level, with legislators and state education policy-makers. Learn about
some successes achieved on your behalf, and what our current policy priorities
are.
• Sponsors the California Science Education Conference, the largest state
conference designed specifically for science educators statewide.
• Recognizes excellence by sponsoring awards programs for both students and
teachers.
is supported by local and subject area science educator groups, and promotes
their membership and activities.
Conclusion: California Science Teachers Association may be helpful in that they have
a similar mission to Gold Coast Science Network. They have been incorporated as a
501(c)(3). Golden Standard Consulting will look at California Science Teachers
Association’s policies regarding taxes, compensation, etc.
Mission:
• Fight to make Southern California coastal waters and watersheds, including
Santa Monica Bay, safe, healthy and clean.
• Worked from a base of science to educate you, the media and government
agencies about the causes and effects of pollution on our Bay.
• Greatest threats to our coastal waters and watersheds, and to all of us - both
human and animal - that rely on the ocean for pleasure, income or sustenance,
come from urban and storm water runoff, plastic pollution, and the ever-
Conclusion: Heal the Bay listed a portion of their financial information and policies on
their website. Heal the Bay also involves themselves in the education sector.
TERC
https://www.terc.edu/display/HOME/Home
Mission:
• TERC’s mission is to improve mathematics and science education.
• TERC works at the frontiers of theory and practice to contribute to a deeper
understanding of learning and teaching.
• Trying to enhance instruction through teacher professional development;
develop applications of new technologies to education; create curricula and
other products; and support reform in both school and informal settings.
• TERC imagines a future in which learners from diverse communities engage in
creative, rigorous, and reflective inquiry as an integral part of their lives.
Mission:
• Making it easy for anyone to help a classroom in need, moving us closer to a
nation where students in every community have the tools and experiences they
need for a great education.
• Have an interactive website designed to allow you choose where your money
goes too.
• An important cross country non-profit, Donors Choose has over 600,000
requests for help and was founded by teachers. This direct line of contact
between the organizers and schools is a great resource to study on.
Mission:
• Connects business, education, civic, and community leaders so that they can,
together, strengthen the appeal of science, technology, engineering, and
mathematics
• Communicates its importance to Minnesota's future
• Promotes opportunities for students and their families to engage in high-quality
STEM experiences
• Fosters continuous improvements in STEM teaching and learning.
Mission:
• Dedicated to advancing science, technology, engineering and mathematics
(STEM) in the San Diego County region
• Serves all of San Diego county with high-quality STEM programming, country
wide events, and resources and services that support the education-industry
workforce pipeline
Conclusion: San Diego Science Alliance has members and are partnered with major
renown companies such as Apple, AT&T, California Department of Education, and
many others - the list is provided on their website. They host events such as BE WiSE -
Better Education for Women in Science and Engineering and Youth Space Institute. In
a given year, they host seven programs dedicated to the improvement of education in
STEM. Utilizing a company of this size as part of our research would allow us to
understand how non-profit organizations of this size operate therefore providing us
with vital information for the creation of GCSN’s policy manual.
It is the Corporation's policy to deal with such conflicts in an open and direct manner.
In accordance with this policy, all directors and staff members are required to disclose
an actual or perceived conflict (to be recorded in minutes) and to remove themselves
from participation in any related discussions or decision-making by the Corporation.
However, a director or staff member may, if requested by the Board or a committee of
the Board, provide factual information that may assist the Board or committee in its
deliberations. A director or staff member may seek guidance from the Board or a
committee of the Board as to whether a particular activity or relationship constitutes an
actual or perceived conflict of interest. A copy of this policy shall be provided to all
prospective directors and staff members. By accepting appointment as a director or
employment as a staff member, an individual agrees to strictly adhere to this policy.
● Have you used your relationship with Gold Coast Science Network
to obtain a contract, employment for yourself or any of your
relatives or associates, from a person or entity that does business
with Gold Coast Science Network? ________
● Have you or any of your relatives been provided use of the facilities,
property, or services of Gold Coast Science Network in a way that
is not available to others who benefit from the organization’s
services? ________
Signature___________________________________
Date_______________________
I have received and carefully read the Conflict of Interest Policy for board members,
the executive director and managers. I have considered not only the literal expression
of the policy, but also its intent. By signing this affirmation of compliance, I hereby
affirm that I understand and agree to comply with the Conflict of Interest Policy. I
further understand that Gold Coast Science Network is a nonprofit organization, and
that in order to maintain its federal tax exemption, it must engage primarily in activities
that accomplish one or more of its tax-exempt purposes without personal inurement or
benefit by board members, consultants/volunteers or staff (other than by salary).
I hereby state that I do not have any conflict of interest, financial or otherwise, that may
be seen as competition with the interests of Gold Coast Science Network, nor does
any relative or associate have such a potential conflict of interest.
If any situation should arise in the future that I think may involve me in a conflict of
interest, I will promptly and fully disclose in writing the circumstances to the Chair of
the Board of Directors or to the Executive Director, as applicable.
I further certify that the information set forth in the Disclosure Statement and
attachments, if any, is true and correct to the best of my knowledge, information and
belief.
The policy handbook created by the Corporation for National and Community Service
provides information specifically to nonprofit organizations by outlining typical policies
held within most policy manuals and providing information for each type of policy. For
purposes of this project, Golden Standard Consulting predominantly focused on the
sections of the handbook related to the scope of the project. The document provided
actual conflict of interest policies, and generally provided Golden Standard Consulting
with a strong structure for all policies included within the draft policies.
This document provided most useful with the drafting of the employment manual.
According to this document, employment manuals are extremely effective in
communicating the policies and procedures with new staff members. Employees will
refer to this manual throughout their employment at the organization, in this case Gold
Coast Science Network. Employment manuals must be as concise as possible, and the
organization must retain evidence that the employee acknowledged the employment
manual.
To obtain further information regarding other types of policies, please refer to the link
provided in this document.
Most employment manuals commence with a signature page asking the employee to
read and sign as to acknowledge acceptance of the manual. After the signature page,
effective employment manuals typically introduce the organization to the employee. It
describes the mission, vision, and values of the organization to the employee. In doing
so, the employee understands who the organization is and ensures that the employee’s
work ethic aligns with the organization’s values.
If need be, Golden Standard Consulting advises the client to read through the
remaining sections of the handbook which were not included in the final employment
policy in case the organization feels the addition of any one of these employment
policies are useful to their organization.
A successful corporate sponsorship benefits both the charitable nonprofit and its
sponsor. However, there are tax issues to be aware of: In order for a corporate
sponsorship to be appropriate and legal, the benefit to the for-profit entity should not
outweigh the benefit to the tax-exempt charitable nonprofit.
• Identify the value proposition that will attract a business to sponsor your
nonprofit's mission or special event. (Do you know what the potential sponsor
wants? What would “success” look like for the sponsor?)
• What goals do you have for the nonprofit, besides financial contributions?
(publicity? volunteer/pro-bono assistance? gifts-in-kind?)
• Document both parties’ expectations, obligations, and deliverables in writing.
Most successful sponsorships are based on a written sponsorship agreement.
Keep in mind that anytime a nonprofit engages in a transaction with a for-profit, the
charitable nonprofit has an obligation to avoid private benefit which can occur, for
example, when the benefit to the for-profit business of the corporate sponsorship
outweighs the benefit(s) to the charitable nonprofit. Significant penalties can result.
Good policies are clear policies, policies should be written clearly and concisely so that the
potential for misinterpretation is minimized.
1. Marks of clear writing:
a. Avoid use of shall
i. Instead use:
1. “Must” for obligation
2. “Must not” for prohibition
3. “May” for discretionary action
4. “Should” for recommendation
b. Use pronouns
i. Pronouns allow readers to relate to documents and increase understanding,
while ensuring that the document is easy to read.
c. Omit unnecessary words or phrases
i. When documents are wordy and dense, understanding is reduced.
d. Avoid Jargon or “Legalese”
i. Examples:
1. Above-mentioned
2. Hereafter
3. Therewith
4. Aforementioned
5. Hereby
6. Whatsoever
7. Foregoing
8. Thereafter
9. Wherein
10. Henceforth
11. Thereof
12. Whereof
1. Policy….….….….….….….….….….….….….….….….….….….….….….….….….…..#
a. Subsection
b. Subsection (as necessary)
c. Documents (as necessary)
i. Document titles
2. Policy.….…..….….….….….….….….….….….….….….….….….….….….….….….....#
a. Subsection
G
Golden Standard Consulting
committed to quality, backed by confidence
our commitment
G 1
contact information
Communication Liaison
Monica Marlene Amezquita
GoldenStandardConsulting@gmail.com
405-812-9405
Allie Berry
Allison.Berry@Pepperdine.edu
405-812-9405
Kevin Carroll
Kevin.Carroll@Pepperdine.edu
650-240-6230
Michael Kleber
Gerald.Kleber@Pepperdine.edu
714-470-7107
Jack Miller
Jack.Miller@Pepperdine.edu
951-427-8845
G 2
consultants
Monica Amezquita
Monica Amezquita is currently a senior at Pepperdine University
studying business administration and computer science. She
was born in Los Angeles, but raised between Los Angeles and
Guadalajara, Mexico, so Latin culture is extremely important to
her. For this reason, she would absolutely love to work within the
Latin entertainment industry once she graduates from
Pepperdine. However, because she studies computer science
and loves working with numbers, she would be extremely happy
with working within the operations management field. Her long
term goal, is to become a real estate proprietor. Monica believes
that her greatest skill is to think rationally, a skill particularly
essential within the computer science world. She is able to
understand a problem, break down the various components, and
realize an appropriate and logical solution.
Allie Berry
Allie Berry is a senior at Pepperdine University studying
Hispanic Studies and Non-Profit Management. Although she is
not a business major, Allie has experience in the non-profit
sector through the non-profit management program at
Pepperdine. She was born and raised in Norman, Oklahoma
and has spent a lot of her time volunteering in various nonprofits
focused on enhancing the lives of Latinos both domestic and
abroad, so she hopes to continue this work after graduation.
Her long term goal is to open a coffee shop boutique that
donates profits to nonprofits and work as an event planner. Allie
believes her greatest assets are organization, social skills, and
dedication.
Kevin Carroll
Kevin Carroll is a San Francisco Bay Area native who currently is
a Senior at Pepperdine University majoring in Business
Administration. Furthermore, Kevin plans to use his degree to
start a business of his own after graduating. His passions are
classic cars from the 1930’s to 1950’s and hopes to incorporate
this lifestyle into his business. Additionally, Kevin believes his
two greatest assets are his hard working mentality and
perfectionistic sense. Kevin is confident in his abilities to get
things done in a timely manner and to the highest degree of
excellence.
G 3
consultants
Jack Miller
Jack Miller is a Senior International Business Major, who was
recently admitted to an accelerated MBA program. Born and
raised in Corona, Ca he has a passion for producing engaging,
purposeful work. He has experience analyzing systems and
diagnosing ineffieincies, designing websites, repairing machines,
running social media campaigns, and maintaining FDA
documentation. Jack believes his biggest strengths are in handling
complex problems from the ground up, and finding creative
solutions.
G 4
EDUCATION
Pepperdine University, Malibu, CA 2013 – Present
B.S. in Business Administration, Minor in Computer Science Expected Spring 2017
• Honors: Lean Six Sigma Certified
• Relevant Coursework: Microeconomics, Macroeconomics, Business Calculus I, Business Calculus II,
Business Statistics, Operations Management, Lean Six Sigma Certification Course, Business Law,
Principles of Marketing, Financial Management, Financial Accounting, Managerial Accounting,
Organizational Behavior, Business Computing Applications, Quantitative Analysis, Service Leadership,
Computer Science Math 220, Computer Science Programming 220, Computer Science Math 221,
Computer Science Programming 221, Data Structures
• Social Involvement: Latino Student Association, Catholic Student Association, Happy Feet Inc.,
Neuroscience Club, Pepperdine Microfinance Club, Nutrition Peer Education Program, Native
American Student Association
EXPERIENCE
Hispanic Allied Marketing, Hollywood, CA September 2016 – Present
• Assist entertainment publicity & promotions team
• Cover events, activity days, college activations, screenings, etc.
• Research Hispanic events, word of mouth groups, update databases
• Provide administrative support such as expense reports, data entry, photocopying, and phones
Roman Empire Real Estate Management, Los Angeles, CA March 2014 – Present
• Co-managed several properties within the greater Los Angeles area
• Performed necessary administrative work: excel spreadsheets, collecting rent, writing bills, answering
phone calls, maintaining company accounting
• Worked with wealth managers at Merrill Lynch, trust lawyers, accountants, clients, brokers
• Served as primary contact for inquiries regarding property concerns as well as service requests
Music for the Soul, Glendale, CA April 2012 – September 2012
• Lead a group of musicians and performed various concerts at local retirement homes to provide
entertainment
• Actively collected pieces of music to perform at the retirement homes
SKILLS
Language
• Spanish (fluent), English (fluent), French (conversational)
Computer
• Microsoft Office, C++ Java/JavaScript, JQuery HTML CSS
EDUCATION
Pepperdine University, Malibu, CA 2013 – Present
B.A. in Hispanic Studies, Minor in Non-Profit Management Expected Spring 2017
• Honors: Delta Sigma Pi Spanish Honor Society (2015-Present), Dean’s List (Spring 2016)
• Relevant Coursework: Financial Development of Nonprofits, Management of Nonprofits
• Social Involvement: New Student Orientation Leader, Step Forward Volunteer Day, Pi Beta Phi Sorority,
Pepperdine’s Colleges Against Cancer/Relay For Life
Pepperdine University, Buenos Aires, Argentina September 2014 – May 2015
• Studied language, history, and culture and traveled extensively throughout South America
EXPERIENCE
The Pepperdine Fund, Pepperdine University August 2015 – Present
Student Worker
• Trusted with processing confidential financial gifts to the University in a timely manner
• Ensure that University donors feel appreciated through “thank you” notes and phone calls
• Provide regular front desk coverage and aid in any office tasks assigned
San Miguel School, Washington D.C. May – July 2016
• Trusted with processing confidential financial gifts to the school and generating thank you letters
• Assisted in organizing and carrying out an annual gala raising over $500,000
• Constructed communication materials
VOLUNTEER EXPERIENCE
Student Philanthropy Council January 2014 – Present
President
• Oversee all council campaigns and events and facilitate council meetings
• Collaborate with advisors and vice presidents to ensure council efficiency and organization
• Educate and inspire students to give back to Pepperdine and encouraged 50% of the senior class to give
back to the university
Pi Beta Phi Sorority
Vice President of Fraternity Development December 2015 – Present
• Maintain chapter knowledge of sorority heritage
• Ensure Pepperdine’s chapter of Pi Beta Phi is run according to national standards
The Wells Project, Pepperdine University May 2015 – Present
Advocacy Chair
• Co-produce informational events to promote philanthropy within the student body
• Manage team leaders for the annual 10 Days philanthropic concert
Mi Esperanza, Tegucigalpa, Honduras Summer 2013, 2014, 2015
Intern
• Helped directors in various programs to enhance the lives of Hondurans
• Ran and expanded the organization’s presence on social media accounts
SKILLS
Language
• English (fluent), Spanish (fluent)
Computer
• Knowledge of Microsoft Word, PowerPoint, Mac iMovie
EDUCATION
Pepperdine University, Malibu, CA 2013 – Present
B.A. in Business Administration Expected Spring 2017
• Honors: Christian Leadership Award (2014), George Pepperdine Achievement (2014)
• Relevant Coursework: Financial Management, Statistical Analysis, Organizational Behavior, Public
Speaking and Rhetorical Analysis
Pepperdine University, Florence, Italy September 2014 – May 2015
• Studied language, history and culture and traveled extensively throughout Europe.
EXPERIENCE
Boston Scientific, Menlo Park, CA April 2013 – Present
Engineering
• Member of the R&D and Manufacturing Heart Valve Replacement Division for Boston Scientific
Corporation.
• Managed an entire cell production, which consists of managing processes and performance for
sustainability. Managed a team of eight technicians, and carefully organized, analyzed and prepared data
reports to ensure proper workflow and productivity. Maintained safety by verifying compliance and
assuring proper testing.
• Inspected precision machine parts using micrometers, height gauges and optical comparators.
• Produced and maintained accurate design documentation. Supplied production data to division director,
technicians, engineers and supervisors.
Pepperdine Campus Recreation, Malibu, CA August 2016 – Present
Surf Convocation Staff Member
• In charge of providing equipment to be checked out to students during Surf Convocation.
• Responsibilities include driving and operation of the campus recreation truck and trailer.
Los Olivos Farms, Menlo Park, CA June 2012 – August
2012
Farm Manager
• Responsible for operating and maintaining an organic farm, which provides fresh fruits and vegetables for
people in need.
• Responsible for the day to day operations of managing and maintenance of a sustainable farm.
• Managed the ordering of farm supplies, planting, sowing, watering, labeling and organization of farm
office and tools.
LEADERSHIP EXPERIENCE
Bay Area Cruise Night, S.F. Peninsula, CA 2016-Present
Founder and Organizer
• Organized and executed the first Bay Area Cruise Night for classic car enthusiasts.
• Collaborated with local businesses and two neighboring cities to gain access to streets and parking lots to
accommodate over 400 cars.
• Coordinated with business owner to ensure proper insurance, proper liability signage, restroom facilities and
food services.
SKILLS
Computer
• Knowledge of Microsoft Word, PowerPoint, Adobe Illustrator, Mac iMovie
EDUCATION
Pepperdine University, Malibu, CA 2013 – Present
B.A. in International Business Expected Fall 2016
• Honors: George Pepperdine Academic Achievement Scholarship
• Relevant Coursework: Micro & Macro Economics, Financial & Managerial Accounting, Business
Computing Applications, Domestic & Int’l Marketing, Financial Mgmt., Organizational Behavior
• Social Involvement: Social Media Chair – Delta Tau Delta, Pepperdine Microfinance Club, Vice
President – Veritas, Student Activities Council
Pepperdine University, Lausanne, Switzerland September 2014 – May 2015
• Studied language, history, and culture and traveled extensively throughout Europe
Pepperdine University, London, England May 2014 – July 2014
• Studied language, history, and culture and traveled extensively throughout Europe
EXPERIENCE
InviteManager, Calabasas, CA August 2016 – Present
Sales Intern
• Responsible for cleansing of sales leads while regularly creating and sending sales reports
• Assisted with CRM (Salesforce) and all needs of the sales team
Pepperdine University – School of Law, Malibu, CA August 2016 – Present
Events Assistant
• Assisted in administrative projects in order to maintain a functioning office environment
• Responsible for event preparation and provided day-of support for the Marketing & Events Department
Summit Financial Services, Orange, CA Summer 2012 – Fall 2016
Administrative Assistant
• Organized and processed a high volume of confidential records and assisted in clerical work
• Provided administrative assistance to ensure the efficiency of the office environment
Horizons International, Beirut, Lebanon June – August 2016
Outreach and Finance Intern
• Worked alongside various international organizations to provide humanitarian relief and economic
development assistance to Lebanon’s refugee community
OG Packing Company, Stockton, CA May – June 2014 & May – June 2016
Unitec Operator
• Solely responsible for the quality of over $600,000 of product per shift
• Oversaw and managed ninety employees while operating Unitec software and processing equipment
Pepperdine University – School of Law, Malibu, CA Fall 2015 – Spring 2016
Faculty Support
• Responsible for entering, editing, and organizing data for Pepperdine Law Professors
• Assisted the head of the faculty support office in administrative work and projects
SKILLS
Language
• English (fluent), French (remedial), Arabic (remedial), Spanish (remedial)
Computer
• Proficient knowledge of Photoshop, Microsoft Office, Advisor’s Assistant, and Smart Office
EDUCATION
Pepperdine University, Malibu, CA 2013 – Present
B.S. in International Business Expected Fall 2016
Accelerated MBA Candidate Expected Spring 2018
• Honors: George Pepperdine Academic Achievement Scholarship
• Relevant Coursework: Microeconomics, Macroeconomics, Financial Accounting, Managerial
Accounting, Business Computing Applications, Business Calculus, Domestic Marketing, International
Marketing, Financial Management, Organizational Behavior
• Social Involvement: Historian Alpha Tau Omega, Producer/Director Dance in Flight Media (2016), 1st
AD Dance in Flight Film (2015), Personal Finance Club, Club Convocation
EXPERIENCE
Instant Comfort, Corona, CA May 2016 – September 2016
Marketing/Business Development Intern
• Worked in a start up environment to produce an effective multipurpose website: produced all digital
assets, wrote all copy, designed and launched instantcomfort.com
• Shot, edited, and produced assembly videos, stock photos and product shots through extensive use of Final
Cut Pro X, Affinity Pro, and Affinity Designer
Alpha Tau Omega Fraternity, Malibu, CA August 2015 – April 2016
Historian
• Worked with a tight knit group to coordinate actions, align vision, and produce real results in recruitment,
brotherhood, and philanthropy
• Produced all promotional material including shirts, videos, photos, and social media posts to raise over
$35,000 for the Cystic Fibrosis Foundation
Pepperdine University, Malibu, CA August 2015 – April 2016
Resident Advisor
• Created unique vision, environment, and experience for 46 residents
• Communicated expectations, coordinated procedures, and enforced policies within a close-knit team
American National MFG, Corona, CA May 2014 – August 2014
Profitability / Cost Tracking Analyst
• Designed and implemented a manufacturing cost tracking system to identify inefficiencies for a factory
producing $100,000 of product per day through extensive use of excel
American National MFG, Corona, CA May 2012 – August 2012
FDA Compliance/Quality Control Assistant
• Generated FDA and ISO 13485 compliant documentation for over 100 RF welding machines, produced a
system of work instruction creation through communication with all departments and levels of staff
SKILLS
Language
• English (fluent), German (Proficient), Spanish (Conversational)
Computer
• Final Cut Pro X, Affinity Photo and Designer, HTML Editors: Weekly, Squarespace, & Wix, iOS and
Windows OS, Microsoft Office Suite
Golden Standard Consulting (GSC) is committed to providing quality solutions and exceptional
results through diligence and expertise in a dynamic global environment. We approach the
foundational challenges faced by our clients as our own: searching for solutions to solve the
problems of today, and positioning our client to prevent the problems of the future.
The Gold Coast Science Network (GCSN) was created in 1993 to improve STEM education
through three key objectives:
• Promotion of improvements in K-12 and postsecondary education
• Advocation of scientific thinking and utilization of the methods of science
• Share information regarding STEM education and opportunities for collaboration,
networking, and professional development between and for those interested in promoting
STEM education
GCSN is experiencing increased growth and looking forward with the recent incorporation as a
501(c)3 organization.
Effective Date: This contract is effective from September 29, 2016 until December 5, 2016.
By entering into this contract, GSC agrees to provide GCSN with consul regarding the following
business challenges, and GCSN agrees to work in coordination with GSC for the duration of this
contract.
Article I: Business Challenges
As per the initial meeting with Gold Coast Science Network (GCSN), Golden Standard
Consulting (GSC) will provide consul regarding how to address the following business
challenges:
By the time this contract terminates, Golden Standard Consulting will have fulfilled the
following:
• A GCSN Board Policy Manual that includes 4 draft policies which we will
present as our recommendation for the first policies that GCSN should formally
adopt.
o These policies will address ethical and nonprofit management issues such
as conflict of interest, employment, and sponsorship.
o GSC will provide instructions in the form of a style guide and template so
that GCSN can use to further develop additional policies to add to the
policy manual thereon after.
• GSC will also prove a list of further recommended policies or policy areas for
Gold Coast Science Network to consider when drafting further policies.
3.1 Research
To gain a better understanding of the Gold Coast Science Network’s challenges with policy
development, and how to best address this foundational issue, Golden Standard will look at
policies of at least five (5) organizations with similar challenges. These organizations should
have clearly established protocols to address these challenges. While GSC will consider the
policies of five (5) organizations, a minimum of two (2) comparable organizations will be
interviewed for more in depth understanding. The total number of organizations consulted
through research or interview may total five (5), meaning that consulting the policy handbook of
an organization does not disqualify it from being interviewed. In addition to our organization
research, we will use relevant literature and Pepperdine’s academic journal resources to help
create a best practice template. At least three (3) literature resources will be used (see below for
resources). To better understand GCSN internally, GSC will survey board members regarding
current policies and practices.
Research survey subjects will include but also not limited to:
• Existing Policies
• Opinions on various topics
• Priorities for address
3.2 Substantiation
• The organizations considered for research will be profiled in brief report with summary
information, key challenges, and substantial focus on policy decisions
• Interviews will provide key insights to development of these policies and unique
challenges faced by the organization that may relate to GCSN, and will be substantiated
with brief information regarding the person who was interviewed as well as the
organization they represent
• GSC will ensure to submit drafts of policies with our progress reports so that GCSN may
make any necessary notes to guarantee communication between both parties.
• This research will be substantiated in a bi-monthly progress report and call, GSC will
provide an informal document highlighting key findings and progress made since last
contact and update.
GSC will produce a report highlighting the status of the methodology, obstacles, anticipated
outcomes and the overall progress made as well as the steps remaining until completion of the
project.
4.1 Primary communication will be through email; a response is expected within 24 hours of
receipt from either party, please see Article VI for expanded communication procedure.
Article V: Timeline
7.1 Confidentiality
All information provided or discovered through the course of this project will be strictly
confidential among GSC, GCSN, and the Faculty administrators at Pepperdine University,
namely Professor Amy Johnson and Reagan Schaffer.
Your signature acknowledges agreement to the terms and conditions of this contract between
Golden Standard Consulting and Gold Coast Science Network.
Consultants
___________________________________ ___________________________________
Monica Amezquita (date) Allie Berry (date)
Consultant Consultant
___________________________________ ___________________________________
Kevin Carroll (date) Michael Kleber (date)
Consultant Consultant
___________________________________
Jack Miller (date)
Consultant
Clients
___________________________________ ___________________________________
Kristin Majda (date) or Sharon King (date)
President Member at Large, Communication Liaison
For this report, we include information regarding the survey responses we have received thus far, as well
as information from our further research of the nonprofits listed in the contract. Beyond the nonprofit
listed in the contract, we conducted preliminary research on two new organizations that we uncovered
and found potentially useful. We focused on the profiles of the non-profits including funding size,
availability of information, and purpose of organization in addition to looking into their policies
regarding compensation, conflict of interest, employment, and sponsorship. The purpose of this research
is to understand the policies these organizations have in place as well as how said policies might work for
Gold Coast Science Network.
Answers will be reported per question in summary and in randomized sequences so that no responses
can be linked to a particular respondent. At the time of this report (10/13/16) we have received four
board member responses to our survey.
1.1 To better understand the potential for conflicts of interest, GSC asked:
Do you work in education outside of Gold Coast Science Network? If so, to what capacity?
In no particular order, our respondents reported that one is a Curriculum Specialist for a STEAM[sic],
one is a High School Biology teacher and leader of workshops, one is a retired full time teacher who is
now a substitute teacher, and one is a former teacher who now works as a STEM education consultant.
Do you believe that GCSN has sufficient policies in place to continue expanding?
Three of four respondents addressed this question: all three answered no, they do not believe GCSN has
sufficient policies in place to continue expanding. Each of these three respondents added comments
which are in summary:
I do not know enough to comment.
We currently have policies that are unwritten but do in fact exist
We must ensure we have policies in place that ensure lawful operation in regards to taxes and financial
reporting, as well as regarding membership structure.
What are the top three policy areas you believe GCSN needs to address?
Responses in summary:
Are you concerned with potential conflict of interest? If so, please explain a situation in which that may
arise.
Responses in summary:
Support is normally sought from familiar resources and people, but how can we be sure we are selecting
speakers, presenters, and partners in an ethical and fair manner, not just associating GCSN with
personal associates?
Concern that GSCN may be an organization that exists to get consulting jobs for board members, and
not remaining focused on the public.
1.6 In order to understand the flow and allotment as well as perception of board meetings, GSC asked:
What most occupies time at board meetings? Please order from most time required to least.
1: 2: 3: 4: 5:
Old Business New Business Member Reports Policy Decisions Financial Decisions
Old Business Member Reports New Business Policy Decisions Financial Decisions
Member Reports Financial Decisions Policy Decisions New Business Old Business
Member Reports Old Business New Business Financial Decisions Policy Decisions
Each bin represents the rating of priority followed by the responses received per rating. The responses to
this question are mixed, and may indicate that the question was poorly designed and resulted in the
number one and five options being switched in some responses. The small sample space results in
unclear data as Golden Standard Consulting only received four responses.
1.7 In order to gain an understanding of the direction that the board would like GSC to research, GSC
asked:
Do you recommend we consult with any specific organizations to develop a policy manual for GCSN? If
so, who and why?
Heal the Bay - they have educational components and need insurance for events
K12 Alliance - They do STEM-centric events and have similar membership of consultants, educators, and
administrators
Non-Profit Help
1.8 In order to understand the direction that GCSN is heading, and the challenges that the board
anticipates, GSC asked:
Responses in Summary:
Lack of tax code expertise, and lack of accountability with money.
GCSN lacks expertise in tax laws, and has been unable to find tax advisor within budget. The
organization needs to be aware of laws and implement effective financial reporting systems. Need to be
very sensitive to the time of board members.
2. Non-Profit Research
GSC took the recommendations of the GCSN board and conducted preliminary research on the following
organizations: The New Teacher Project, Green Teacher Network, California Science Teacher
Association, Heal The Bay, TERC, Donors Choose, Minnesota STEM Network, and San Diego Science
Alliance.
Mission: TNTP’s mission is to end the injustice of educational inequality by providing excellent teachers
to the students who need them most and by advancing policies and practices that ensure effective
teaching in every classroom.
Conclusion: Similar to GCSN mission of linking educators with opportunities and resources. TNTP is not
necessarily just focus on science/STEM like Gold Coast. Also, they are a large organization, have many
different programs across the country, and conduct a wide array of services for not only schools, but
school districts. At first, they seemed like a great organization to help us create policy suggestions, but
upon further research may not fit as a good model for us to look into. In addition, they did not have
policies publically available. We will not be further researching or contacting this organization.
Mission: Green Teacher Network works to advance academics, health and sustainability through school
gardens and outdoor learning. GTN collaborates with over 30 area organizations in support of school
gardens, tastings, composting, and the natural environment. They currently maintain a network of over
2,000 educators in 185 schools in the Charlotte region.
Conclusion: Although a bigger than GCSN, model/mission is similar to GCSN as they provide resources to
teachers and conduct workshops. and could provide great insight as far as policies. We have reached out
to the organization and are planning an interview for the week of October 24th. Through this interview
we will discuss what their policies are regarding compensation, conflict of interest, employment, and
sponsorship in addition to how they created these policies. We hope to be able to integrate these ideas
into our policies suggestions.
Mission: CSTA's mission is to promote high quality science education. CSTA is a non-profit 501(c)(3)
membership organization that:
• Represents science educators statewide—in every science discipline at every grade level,
Kindergarten through University.
• Demonstrates leadership in science education in the state by organizing and participating in
statewide reform initiatives, and provides leadership opportunities for members who wish to
serve on state advisory committees, including framework, standards, and textbook committees.
• Works to ensure that the interests of science educators are represented at the state level, with
legislators and state education policy-makers. Learn about some successes achieved on your
behalf, and what our current policy priorities are.
• Sponsors the California Science Education Conference, the largest state conference designed
specifically for science educators statewide.
• Recognizes excellence by sponsoring awards programs for both students and teachers.
is supported by local and subject area science educator groups, and promotes their
membership and activities.
Conclusion: California Science Teachers Association may be helpful in that they have a similar mission
to Gold Coast Science Network. They have been incorporated as a 501(c)(3). Golden Standard
Consulting will look at California Science Teachers Association’s policies regarding taxes,
compensation, etc.
Mission:
• Fight to make Southern California coastal waters and watersheds, including Santa Monica Bay,
safe, healthy and clean.
• Worked from a base of science to educate you, the media and government agencies about the
causes and effects of pollution on our Bay.
• Greatest threats to our coastal waters and watersheds, and to all of us - both human and animal
- that rely on the ocean for pleasure, income or sustenance, come from urban and stormwater
runoff, plastic pollution, and the ever-increasing stresses to the marine’s environment from over-
fishing and climate change.
• Heal the Bay continues to partner with you and thousands of your neighbors in southern
California through community action programs such as Nothin' But Sand and Coastal Cleanup
Day and through advocacy efforts to move municipal, state and Federal government and
regulatory agencies to act in our collective interests.
• Couldn't meet our challenges without the help of local businesses, community leaders,
grassroots activists, and our dedicated volunteers and supporters across Los Angeles County
and beyond.
Conclusion: Heal the Bay listed a portion of their financial information and policies on their website.
Heal the Bay also involves themselves in the education sector.
2.5 TERC
https://www.terc.edu/display/HOME/Home
Mission:
• TERC’s mission is to improve mathematics and science education.
• TERC works at the frontiers of theory and practice to contribute to a deeper understanding of
learning and teaching.
• Trying to enhance instruction through teacher professional development; develop applications of
new technologies to education; create curricula and other products; and support reform in both
school and informal settings.
• TERC imagines a future in which learners from diverse communities engage in creative, rigorous,
and reflective inquiry as an integral part of their lives.
Conclusion: TERC is an important player in our process as it may aid us in how we research our
policies. Having the same type of field as GCSN, TERC can assist us on any specifics we may need for
policies. Another important point to note is the size of TERC. This non-profit is larger in size, which may
be an important tool, as GCSN wants to grow in size. With the knowledge that TREC can provide, GSC
is confident with that TERC can be used to develop a policy manual.
Mission:
• Making it easy for anyone to help a classroom in need, moving us closer to a nation where
students in every community have the tools and experiences they need for a great education.
• Have an interactive website designed to allow you choose where your money goes too.
• An important cross country non-profit, Donors Choose has over 600,000 requests for help and
was founded by teachers. This direct line of contact between the organizers and schools is a
great resource to study on.
Mission:
• Connects business, education, civic, and community leaders so that they can, together,
strengthen the appeal of science, technology, engineering, and mathematics
• Communicates its importance to Minnesota's future
• Promotes opportunities for students and their families to engage in high-quality STEM
experiences
• Fosters continuous improvements in STEM teaching and learning.
Conclusion: Minnesota STEM Network is a non-profit organization that is extremely similar to Gold
Coast Science Network. Minnesota STEM Network wants to connect teachers within the science field to
greater resources to be able to provide better teaching skills to students, something that GCSN wants to
do as well. This company would be a great reference point. They have an established policy manual
available on their website, so this policy would be a perfect reference for guidance.
Mission:
• Dedicated to advancing science, technology, engineering and mathematics (STEM) in the San
Diego County region
• Serves all of San Diego county with high-quality STEM programming, country wide events, and
resources and services that support the education-industry workforce pipeline
Conclusion: San Diego Science Alliance has members and are partnered with major renown companies
such as Apple, AT&T, California Department of Education, and many others - the list is provided on their
website. They host events such as BE WiSE - Better Education for Women in Science and Engineering
and Youth Space Institute. In a given year, they host seven programs dedicated to the improvement of
education in STEM. Utilizing a company of this size as part of our research would allow us to understand
how non-profit organizations of this size operate therefore providing us with vital information for the
creation of GCSN’s policy manual.
Memorandum
To: Sharon King, Gold Coast Science Network
From: Golden Standard Consulting
CC: Kristin Majda, Gold Coast Science Network & Amy Johnson,
Pepperdine University
Date: October 25, 2016
Re: Interim Report
This memorandum exists for the purpose of updating the client (Gold Coast Science Network)
regarding the progress Golden Standard Consulting has made since the formation of the
relationship that was created and outlined by the contract dated September 28, 2016. This
memorandum also serves to clarify any challenges, questions, or concerns regarding the future
outcome of the project.
GSC will interview industry experts, such as CEO’s of relevant non-profit organizations, in order
to gain insights into challenges regarding policies as well as overall challenges in the space.
To date: GSC has looked extensively at the missions and all available policies from the following
organizations. In the event that policies are not available, GSC has made contact in order to
obtain them. Furthermore, two interviews are scheduled, several interview contacts are
outstanding, and will total at least five industry experts.
The responses highlighted the board members’ key concerns and largely supported the insights
gained from our initial meeting with Sharon King and Kristin Majda.
Policy 1.x
1.x Example Policy Text: Membership of Gold Coast Science Network board of directors
requires x, y, z. All members are expected to maintain x, y, z. Members may not x, y, z. Etc.
_________________________________ _________________________________
Allie Berry (date) Michael Kleber (date)
Consultant Consultant
Golden Standard Consulting Golden Standard Consulting
_________________________________ _________________________________
Kevin Carroll (date) Jack Miller (date)
Consultant Consultant
Golden Standard Consulting Golden Standard Consulting
_________________________________
Monica Amezquita (date)
Consultant
Golden Standard Consulting
Answers will be reported per question in summary and in randomized sequences so that no
responses can be linked to a particular respondent. At the time of this report (10/25/16), GSC
has received a total of seven board member responses to the survey.
1.1 To better understand the potential for conflicts of interest, GSC asked:
Do you work in education outside of Gold Coast Science Network? If so, to what capacity?
In no particular order, our respondents reported that one is a Curriculum Specialist for a
STEAM[sic], two are High School teachers and leader of workshops, one is a retired full time
teacher who is now a substitute teacher, one is in professional development, and one is a
former teacher who now works as a STEM education consultant.
Do you believe that GCSN has sufficient policies in place to continue expanding?
Summary of Responses:
Golden Standard Consulting needed to understand where board members sat on the issue of
the quantity of policies. Many of the board members believe that the creation of formalized
policies would be extremely useful for operational, as well as expanding, purposes.
Comments in summary:
I do not know enough to comment.
We currently have policies that are unwritten but do in fact exist.
We must ensure we have policies in place that ensure lawful operation in regards to taxes and
financial reporting, as well as regarding membership structure.
What are the top three policy areas you believe GCSN needs to address?
Summary of Responses:
Responses in summary: In this survey, we included a question regarding the policy areas the
board members would like to see addressed. The three top areas of concern are Conflict of
Interest, Membership, and Governance Responsibilities.
Are you concerned with potential conflict of interest? If so, please explain a situation in which
that may arise.
Summary of Responses:
The board members of Gold Coast Science Network want to ensure that through the
implementation of policies regarding conflicts of interest, issues said conflicts of interest- such
as how to select speakers for ethical reasons- will diminish.
Responses in summary:
Support is normally sought from familiar resources and people, but how can we be sure we are
selecting speakers, presenters, and partners in an ethical and fair manners?
1.5 In order to understand the flow and allotment as well as perception of board meetings,
GSC asked:
What most occupies time at board meetings? Please order from most time required to least.
Summary of Responses:
1: 2: 3: 4: 5:
Old Business New Business Member Policy Decisions Financial
Old Business Member Reports Reports Policy Decisions Decisions
Member Financial New Business New Business Financial
Reports Decisions Policy Decisions Financial Decisions
Member Old Business New Business Decisions Old Business
Reports Financial Member Policy Decisions
Policy Decisions Decisions Reports
Each bin represents the rating of priority followed by the responses received per rating. The
responses to this question are mixed, and may indicate that the question was poorly designed
and resulted in the number one and five options being switched in some responses. The small
sample space results in unclear data as Golden Standard Consulting only received four
responses.
1.6 In order to gain an understanding of the direction that the board would like GSC to
research, GSC asked:
Do you recommend we consult with any specific organizations to develop a policy manual for
GCSN? If so, who and why?
Summary of Responses:
Golden Standard Consulting asked the board of GCSN for recommendations regarding non-
profit organizations that would be helpful to our research. The most popular organizations
recommended to GSC were Heal the Bay, K12 Alliance, and CSTA.
Heal the Bay - they have educational components and need insurance for events
K12 Alliance - They do STEM-centric events and have similar membership of consultants,
educators, and administrators
CSTA - Very similar goals and GCSN is a chapter of the organization (supported several times)
1.7 In order to understand the direction that GCSN is heading, and the challenges that the
board anticipates, GSC asked:
What new challenges, if any, do you anticipate as GCSN moves into its first tax-season as a
501(c)3 organization?
Summary of Responses:
Golden Standard Consulting asked the board of GCSN what their concerns were moving into tax
season given GCSN’s recent non-profit status. Many of the board members feel that GCSN
would benefit from further tax expertise as well as money accountability.
Mission: TNTP aims to end the injustice of educational inequality by providing excellent
teachers to the students who need them most and by advancing policies and practices that
ensure effective teaching in every classroom. TNTP works to help to empower teachers with
resources and content
Conclusion: Similar to GCSN mission of linking educators with opportunities and resources.
TNTP is not necessarily just focus on science/STEM like Gold Coast. Also, they are a large
organization, have many different programs across the country, and conduct a wide array of
services for not only schools, but school districts. At first, they seemed like a great organization
to help GSC create policy suggestions, but upon further research it may not fit as a good model
for GSC to look into. In addition, they did not have policies publically available. GSC will not be
further researching or contacting this organization.
Mission: Green Teacher Network works to advance academics, health and sustainability
through school gardens and outdoor learning. GTN collaborates with over 30 area
organizations in support of school gardens, tastings, composting, and the natural environment.
They currently maintain a network of over 2,000 educators in 185 schools in the Charlotte
region.
Conclusion: Although a bigger than GCSN, model/mission is similar to GCSN as they provide
resources to teachers and conduct workshops, and could provide great insight as far as policies.
GSC have reached out to the organization and are planning an interview for the week of
October 24th. Through this interview GSC will discuss what their policies are regarding
compensation, conflict of interest, employment, and sponsorship in addition to how they
created these policies. GSC hopes to be able to integrate these ideas into our policies
suggestions.
Mission: The California Teachers Association exists to protect and promote the wellbeing of its
members; to improve the conditions of teaching and learning; to advance the cause of free,
universal, and quality public education; to ensure that the human dignity and civil rights of all
children and youth are protected; and to secure a more just, equitable, and democratic society.
• Represents science educators statewide—in every science discipline at every grade
level, Kindergarten through University.
• Demonstrates leadership in science education in the state by organizing and
participating in statewide reform initiatives, and provides leadership opportunities for
• members who wish to serve on state advisory committees, including framework,
standards, and textbook committees.
• Works to ensure that the interests of science educators are represented at the state
level, with legislators and state education policy-makers. Learn about some successes
achieved on your behalf, and what our current policy priorities are.
• Sponsors the California Science Education Conference, the largest state conference
designed specifically for science educators statewide.
• Recognizes excellence by sponsoring awards programs for both students and teachers.
is supported by local and subject area science educator groups, and promotes their
membership and activities.
Conclusion: California Science Teachers Association may be helpful in that they have a similar
mission to Gold Coast Science Network. They have been incorporated as a 501(c)(3). Golden
Standard Consulting will look at California Science Teachers Association’s policies regarding
taxes, compensation, etc.
Mission: Heal the Bay is an environmental nonprofit dedicated to making the coastal waters
and watersheds of Greater Los Angeles safe, healthy and clean.
• Worked from a base of science to educate you, the media and government agencies
about the causes and effects of pollution on our Bay.
• Greatest threats to our coastal waters and watersheds, and to all of us - both human
and animal - that rely on the ocean for pleasure, income or sustenance, come from
urban and stormwater runoff, plastic pollution, and the ever-increasing stresses to the
marine environment from overfishing and climate change.
• Heal the Bay continues to partner with you and thousands of your neighbors in southern
California through community action programs such as Nothin' But Sand and Coastal
Cleanup Day and through advocacy efforts to move municipal, state and Federal
government and regulatory agencies to act in our collective interests.
Conclusion: Heal the Bay has listed a portion of their financial information and policies on their
website. With this information, and hopefully more through other research on this non-profit,
GSC feels that their policies can better help guide us towards policies for GCSN. Furthermore,
Heal the Bay also involves themselves in the education sector, which allows GSC to find specific
policies concerning this field.
TERC
https://www.terc.edu/display/HOME/Home
Mission: TERC’s is dedicated to improve mathematics and science education. TERC works at the
frontiers of theory and practice to contribute to a deeper understanding of learning and
teaching; enhance instruction through teacher professional development; develop applications
of new technologies to education; create curricula and other products; and support reform in
both school and informal settings.
• Introduces millions of students throughout the United States to the worlds of math and
science learning.
• Led by a group of experienced, forward-thinking math and science professionals.
• TERC’s has a staff of 104—including nationally recognized leaders in educational
research and curriculum development—are actively engaged in over 70 projects and
• 62% of staff have advanced degrees in science, mathematics, engineering, education,
psychology, and technology.
Conclusion: TERC is an important player in our process as it may aid our research in policies as it
can assist GSC on any specific policies. Another important point to note is the size of TERC. This
Donors Choose
https://www.donorschoose.org
Mission: Donors Choose makes it easy for anyone to help a classroom in need, moving us
closer to a nation where students in every community have the tools and experiences they
need for a great education.
Conclusion: Donors Choose is a great starting point because of the similarities between Donors
Choose and GCSN have. The reason why this non-profit may be especially helpful is because
they work primarily on receiving and giving donations to schools around the country. Donors
Choose does not work directly with schools, but rather funds the programs or supplies that they
need. With this, the policies and agreements will be a vital source when conducting policies for
GCSN. Golden Standard Consulting recognizes that one of the main concerns is how GCSN
receives money in a non constricting way. Donors Choose appears to be a leader in these
activities and can provide us with great knowledge on policies and practices that GCSN can use.
Minnesota STEM Network
http://scimathmn.org/mnstemnet/
Mission: Minnesota STEM Network connects business, education, civic, and community leaders
so that they can, together, strengthen the appeal of science, technology, engineering, and
mathematics.
Mission: San Diego Science Alliance dedicates itself to advancing science, technology,
engineering and mathematics (STEM) in the San Diego County region.
• SDSA serves all of San Diego county with high-quality STEM programming, country wide
events, and resources and services that support the education-industry workforce
pipeline.
• 3,500 teachers, and 30,000 k-12 students are reached through SDSA.
• Reach encompases the country’s educational, non-profit, and business sectors.
Conclusion: San Diego Science Alliance has members and are partnered with major renown
companies such as Apple, AT&T, California Department of Education, and many others - the list
is provided on their website. They host events such as BE WISE - Better Education for Women in
Science and Engineering and Youth Space Institute, which can give GSC insight into how to
conduct policies for major events. Understanding SDSA can help us conduct our research to
better help GCSN.
ChangeScale
http://changescale.org/
Mission: ChangeScale ensures that every generation is inspired with the environmental know-
how to create healthy communities and a healthy planet.
• Partner with organizations in the San Francisco and Monterey Bay Area working
together to ensure that environmental education is a cornerstone of lifelong learning.
• Foster meaningful connections to the natural world, build individual and collective
leadership, and create a more environmentally literate and engaged citizenry.
Conclusion: Understanding the similarities that ChangeScale has to GCSN, we feel that policies
that they have developed can be directly implemented into what GCSN does. When conducting
further research, GSC understands that ChangeScale is small in size, has the same type of
outreach as GCSN and therefore can provide GSC much needed information.
A charitable organization should adopt and implement policies and procedures to ensure that
all conflicts of interest, or the appearance thereof, within the organization and the board are
appropriately managed through disclosure, recusal, or other means.
• A conflict of interest arises when a board member or staff person’s duty of loyalty to the
charitable organization comes into conflict with a competing financial or personal
interest that he or she (or a relative) may have in a proposed transaction
• Establishing and enforcing a conflict-of-interest policy is an important part of protecting
charitable organizations from unethical or illegal practices.
o The policy need not be complex, but it should be consistent with the laws of the
state.
• Board members and staff should be encouraged to disclose any interest they have in a
transaction or matter--even if the interest is not the result of the staff or board member
having a formal affiliation with some other party.
• Policies should distinguish between situations that give the appearance of a conflict and
those that involve a material conflict where a board or staff member has a direct or
indirect financial interest in transactions with the organization
• It is important that there be in place a transparent process, in which board members
engage, to understand the nature of the conflict and whether it can be appropriately
managed
o For example, some foundations and grant making public charities prohibit grants
to organizations for which one of the funder’s board or staff members serves as
an uncompensated director or trustee
• Once a policy is developed, all board and senior staff members should be required to
sign it and to disclose any material conflicts of interest, both at the time they join the
organization and at the beginning of each new board year.
• Many organizations use an annual questionnaire or disclosure statement for this
purpose and commonly provide information about board members’ conflicts to auditors
or others reviewing the organization’s financial transactions
• Although some charitable organizations reimburse expenses related to board work, the
vast majority of board members serve without compensation.
• When organizations find it appropriate to compensate board members due to the
nature, time or professional competencies involved in the work, they must be prepared
to provide detailed documentation of the amount of and reasons for such
Beyond including those two basic directives, each nonprofit needs to determine how the
board will manage the conflict.
• Keep in mind that the IRS Form 990 asks not only about whether the nonprofit has a
written conflict of interest policy, but also about the process that the nonprofit uses to
manage conflicts, as well as how the nonprofit determines whether board members
have a conflict of interest.
• Some state laws governing nonprofit corporations include provisions describing what
must be included in a nonprofit's conflict of interest policy, or how conflicts are to be
managed.
• Conflicts that are not managed can result in significant penalties, called "intermediate
sanctions," assessed against the person who benefits as well as against the organization.
(See IRS information on inurement/private benefit, also referred to as “excess benefit
transactions.”)
https://www.councilofnonprofits.org/tools-resources/conflict-of-interest
https://www.councilofnonprofits.org/tools-resources/gift-acceptance-policies
Donors Choose
Status: Policies Discovered and Downloaded
ChangeScale
Status: Policies not listed, contacted and awaiting reply
The purpose of this report is to summarize new research and analysis conducted by Golden
Standard Consulting since the interim report. The focus of the research is to examine more
policies so as to provide GSC with a stronger base of information to draft relevant policies for
GCSN. Two interviews with nonprofit organizations similar to GCSN have been conducted, and
key takeaways are listed below. The final section of this report provides the client with Golden
Standard’s first sample draft policy for conflict of interest.
Board Makeup:
• High functioning nonprofits almost always have a diverse board (i.e. gender,
occupation, age, expertise, contacts).
• Though difficult to first impose, board term limits ensure members do not become
complacent and unproductive cogs in an organization.
• Each board member should have a list of contacts, influences, and experts outside of
the organization that could potentially help the nonprofit.
Board Responsibilities:
• As a 501(C)3, board members are responsible for the fiscal and legal behavior off the
nonprofit - could behoove members to take out officer or director insurance to protect
themselves.
• Growth can only occur within structure. Board operations are much more sophisticated
than setting budgets.
• May be beneficial for Gold Coast to hire an accounting and legal team to formalize
financial policies (Board Source Online could be a helpful resource).
• Also of note, policies differ regionally, even in the state of California.
1.2 Notes from email interview with, Andie Safon, Operations Associate of
Donors Choose on November 3rd, 2016
• Made a strong focus on the responsibilities Donors Choose has on the classroom. They
enable citizen donors to give to specific projects on their site.
• Unfortunately unable to give any sort of manuals as references as they are not for
public use.
• Encouraged that during tax season, to see a professional tax attorney to handle taxes.
This is to ensure that there is no mistakes to made, especially if completing taxes for
the first time, such as GCSN.
1.3 Notes from phone interview with, Jessica L. Sawko, Executive Director
of California Science Teachers Association
• Policies are created by a committee that is selected by the board.
• This policy committee is comprised of 17 members and of those members there are
always a few board members present.
• This committee meets once a year and every three years they go through all policies for
an overhaul of their manual. With this they hope to change any line items that may not
It is the GCSN’s policy to deal with such conflicts in an open and direct manner. In
accord with this policy, all directors and staff members are required to disclose an
actual or perceived conflict (to be recorded in minutes) and to remove themselves from
participation in any related discussions or decision-making by GCSN. However, a director or
staff member may, if requested by the Board or a committee of the Board, provide factual
information that may assist the Board or committee in its deliberations. A director or staff
Consultant’s Notes:
Key Component Breakdown:
2. Language that engages and provides a positive context for those governed by
the policy
. Important because it demonstrates trust of members, but necessity of
policy
3. Clearly states the decided protocol, but does not define “significant financial
interest”
1. Significant financial interest varies by scale of organization
1. Given that GCSN’s budget is below $5,000, and the majority of the
board cites conflict of interest as a key policy area, “significant
financial interest” may need to be defined
2. Treats all members of the board like adults, expecting that they will discuss any
potential conflict of interest with the rest of the board members
It is the Corporation's policy to deal with such conflicts in an open and direct manner.
In
accord with this policy, all directors and staff members are required to disclose an
actual or perceived conflict (to be recorded in minutes) and to remove themselves from
participation in any related discussions or decision-making by the Corporation.
However, a director or staff member may, if requested by the Board or a committee of
the Board, provide factual information that may assist the Board or committee in its
deliberations. A director or staff member may seek guidance from the Board or a
committee of the Board as to whether a particular activity or relationship constitutes an
actual or perceived conflict of interest. A copy of this policy shall be provided to all
prospective directors and staff members. By accepting appointment as a director or
employment as a staff member, an individual agrees to strictly adhere to this policy.
Golden Standard Consulting developed this policy through research into what
challenges it is to address, developing an understanding of why this is a crucial policy
to develop and maintain, and looking at models set forth by reputable organizations.
GSC has gathered a host of policies, and developed this draft conflict of interest policy
by referencing the conflict of interest policy followed by TERC (appendix location), and
expanding on that with the help of policies set out at the 501(c)3 commons at
nationalservice.gov. The reasons to develop the policy and context were gathered
from the Independent Sector’s Principles for Good Governance and Ethical Practice,
as well as the Policies and Procedures handbook provided by National Service.Gov