Committees and Governance.

Code of Ethics

Given its mission, RAP has adopted a code of ethics to guide its board members, committee members and staff in their conduct when acting on behalf of RAP.  The Code contains broad principles reflecting the types of behavior RAP expects towards constituents, donors, employees, peers and the public.

This policy is not intended as a stand-alone policy.  It does not embody the totality of the Regional Access Project Foundation (RAP) ethical standards, nor does it answer every ethical question or issue that might arise.  Rather, it is one element of a broader effort to create and maintain a quality organization that gives ethical conduct the highest priority. This Code will be reviewed periodically.

Board members, committee members, and staff should:

Listen to our stakeholders and make all reasonable efforts to satisfy their needs and concerns within the scope of our mission, and to strive for excellence and innovation and demonstrate professional respect and responsiveness to constituents, donors, and others.

• Make an effort to understand, respect and support our constituents from other cultures, exemplified by the contributions of our staff and executive leadership, and to contribute to an organizational culture that respects the diverse, individual contributions of staff and leadership.
• Respect the confidentiality of sensitive information about RAP, its members, constituents, donors, board and employees.
• Comply with applicable federal, state and local laws, regulations and fiduciary responsibilities in an effort to create transparency in all of our operations.
• For the board of directors, provide credible and effective oversight to the organization’s work without personal bias.
• Not accept commissions, gifts, payments, loans, promises of future benefits or other items of value from anyone who has or may seek some benefit from RAP in return, other than occasional gifts of nominal value that are in keeping with good business ethics.
• Abide by the governing documents and policies of RAP.
• Be accountable for adhering to this Code of Ethics.
• Adhere to the RAP Conflict of Interest Policy.
• Adhere to the RAP Whistleblower Policy.
• Act at all times in accordance with the highest ethical standards and in the best interest of RAP, its members, constituents, donors and reputation.
• Openly and honestly tell the truth.
• Honor our commitments and promises to the best of our abilities.
• Appropriately acknowledge contributions from other individuals and organizations who help facilitate our goals.
• Not be deceptive in our fundraising activities or in prospecting for new members to join RAP.
• Advocate for all nonprofit organizations, but not for any specific initiative – being respectful to the sector as a whole.
• Not lobby with the intent to influence individual candidates.

Compliance, Monitoring, and Reporting

Regional Access Project Foundation management is responsible for communicating this Code of Ethics to all members of the board of directors, standing committee members, as well as staff, staff interns and staff volunteers and for ensuring its adherence at all times.

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Performs as an advisory committee to the Regional Access Project Foundation (RAP) Board of Directors. The Finance and Investment Committee will be charged with the following:

1. Review cash and investments on a regular basis, to maximize returns within the board approved investment policies.
2. Make such changes in investments as deemed necessary within those same policies.
3. Review and recommend to the full board annual operating and capital expenditure budgets.
4. Recommend to full board for approval proposed changes to the investment policy.
5. Recommend to the full board for approval of any new bank or investment accounts.
6. Review and adopt appropriate accounting policies and procedures.

The Governance Committee will be charged with the following:

1. To regularly review and update the board’s statement of its roles and responsibilities and expectations from members.
2. To periodically review and update the bylaws and policy guidelines and practices.
3. To review the Annual Employee Handbook and Board Member Orientation Handbook and propose changes as needed.
4. To assess the board’s performance as recommended by the board and CEO. Propose, as appropriate, changes in board structure and operations.
5. To assess the effectiveness of board and committee meetings and propose changes if needed.

The review committee is an essential component in that they provide feedback and transparency for managing requests for service. The committee will review all non-mandated requests to help us ensure the effectiveness and impact of the request for that organization and for the community as a whole, and they will make recommendations to proceed or cancel projects that can be forwarded to the Board for final approval.

Objective:

To provide recommendations to the RAP Board regarding the NPO Centric program. The NPO Centric Committee will be charged with the following:

1. Reviewing NPO Centric service requests to ensure they align with the RAP Foundation Mission and Strategic Objectives
2. Make a funding recommendation to the Board regarding service requests submitted that require supplemental funding by RAP/NPO Centric
3. Review and approve NPO Centric Provisional Membership applications
4. Provide input and guidance to NPO Centric manager to identify, increase, or modify existing or future services
5. Attend and participate in related activities to become familiar with the work and outcomes of NPO Centric

The audit committee shall coordinate, monitor, and work closely with the nonprofit’s staff to prepare the nonprofit for the independent audit. The audit committee evaluates the audit process. They review qualifications and interview prospective audit firms. They will consider whether or not to reengage the audit firm for subsequent audits or select a new firm. Ultimately, they will present their recommendation to the full board. The audit committee is also the body that presents the auditors’ findings to the board of directors, making sure that the full board understands any recommendations made by the auditors before formally accepting the audit report. Finally, the audit committee recommends changes in practices or reporting in order to maintain or bring the nonprofit into a “best practices” position.

1. Drafts a charter for its own role and evaluates it periodically;
2. Is responsible for recommending to the full board: appointment, compensation, and oversight of the independent auditors’ work;
3. Asks questions of management and the independent auditors to evaluate the audit process;
4. Receives reports directly from the auditors (not the executive director) in connection with the audit’s findings, and
5. Receives and considers actions to recommend to the full board as a result of recommendations from the auditors about actions the nonprofit should take to improve its financial reporting and management practices, as needed.

Authorized by the RAP Foundation Board of Directors.  The Grants Review Committee will be charged with the following:

1. To regularly hold meetings to consider the applications which were advanced by the Reviewers whose function is to review and score applications submitted by applicants under RAP’s various funding opportunities.
2. To schedule interviews with the applicants who were advanced by the Reviewers for information, clarification, explanation purposes and ability to ask questions of the applicants.
3. To consider the recommendations of the Reviewers and input by staff as the committee considers its own recommendations to the full Board for action.

To review the current skills, experience and involvement of the current board and make recommendations to the full board for re-nominating existing board members whose term is expiring, filling any vacancies and recommending a slate of officers (every two years).

Authorized by the RAP Board of Directors to act on behalf of the Board.  The Facilities Committee will be charged with the following:

1. Approve prospective tenants.
2. During Committee “Closed Session” will review and negotiate lease rates, which may include rates and terms.
3. Review and approve repairs and maintenance costs and contracts more than $1500 and less than $5,000. The amount may not exceed the previously approved Board amount for the established line item without Board approval.
4. Review and approve capital improvements under $5,000. Amounts over $5,000 will be recommended to the Board of Directors.
5. Will review tenant requests or disputes.

Authorized by the RAP Foundation Board of Directors. The Mental Health Committee will be charged with the following:

1. To regularly hold meetings to discuss the gaps and unmet needs in mental health and related services.
2. To invite mental health and related professionals to provide presentations at the meetings to update, educate and inform committee members of gaps and unmet needs as well as the services and programs which are available to the residents of eastern Riverside County.
3. To provide input and feedback on prepared draft Mental Health Initiative Request for Proposals funding opportunities which are to address identified gaps and unmet needs.
4. To make recommendations on the Mental Health Initiative Request for Proposals which then advance to the RAP Board for action.

Members of the RAP Foundation Board of Directors and Committees who serve as a director, officer or employee of an entity, or have family members who serve as director, officer or employee of an entity which receives funding from the RAP Foundation, who are or would be financially impacted by a decision related to the funding of a program, may not participate in discussion of or vote on program funding decisions related to that specific entity. A board member with a conflict of interest or perception of conflict of interest will leave the room during the discussion.

Authorized by the RAP Board of Directors to act on behalf of the Board. The Executive Committee will be charged with the following:

1. To meet in between board meetings or as needed to be a “sounding” board of ideas or concepts not ready to be shared with the full board.
2. To give direction to the CEO on future RAP Board agenda items.
3. Updates and clarifies the primary focus for the board, and shapes the board’s agenda based on the strategic plan.
4. To transact business, including the expenditure or money when the board is unable to meet. The action will be ratified by the full RAP membership at the following board meeting.
5. To conduct the Annual Chief Executive Officer Performance Evaluation.
6. To review any potential board member misconduct or conflict of interest and make a recommendation to the full board.