Policy and Procedures Manual Handbook

LOUISIANA ASSOCIATION OF THE DEAF, INC.

APPROVED BY LAD BOARD OF DIRECTORS, (DATE)

WWW.LAD1908.ORG

Overview

The Louisiana Association of the Deaf, Inc. (LAD) Bylaws is what the Association does for its members and the Deaf Community. The Policies and Procedures Manual (PPM) provides guidelines. The PPM outlines duty(ies) and functions of the Board, Committee Members, Members, and employees of the Association and shall have automatic access (electronically or in print) for them to carry out their duties. This is a living document and will be revised as necessary.

Responsibility and Accountability

Responsibility and accountability for action within the framework of established policies and procedures described herein shall be a general requirements and responsibility of the board. The board as a whole shall be responsible for revising, interpreting, keeping current, and monitoring all policies and for establishing procedures as required to carry out LAD functions. Strict compliance is expected, and there shall be no deviation without the prior approval of the board.

About LAD

Louisiana Association of the Deaf (LAD) was established in 1908 and is a non-profit 501(c)(3) organization. The Association is operated by, of and for the Deaf community. LAD advocates and promotes to improve the quality of life for *d/Deaf, Deafblind and Hard of Hearing individuals including, but not limited to, parents of d/Deaf children, Deaf Disabled, late-deafened adults, children of Deaf adults, and professionals working in our community.

The Board, consisting of the President, Vice President, Secretary, Treasurer and three Members-at-Large, shall use this handbook as a guidance in administering the association.

*In this Manual, the term “deaf” will cover the entire spectrum, i.e., d/Deaf, Deafblind, Deaf Disabled, Hard of Hearing individuals, and late-deafened adults.

MISSION

The mission of the LAD is to preserve, protect, and promote the civil, human, and linguistic rights of deaf citizens of Louisiana.

VISION

The vision of the LAD is a society in which the language, culture, and heritage of deaf Louisianians is acknowledged and respected. As a result, deaf people will have fullness of life, liberty, and equality.

VALUES

Service

The association believes that every deaf person should have equal access to any service provided to a tax-paying citizen, and their families, and advocates to raise the bar in services, public or private, as well as awareness within the society that lives among us.

Education

The association believes in Free and Appropriate Public Education with emphasis in early access for establishing a language foundation for every deaf child, and the promotion of life-long learning for all adults.

Social

The association believes in preserving our heritage, culture, and the status of our linguistic minority. We shall promote every opportunity where deaf people can engage and build relationships with their own peers and professionals working within our community.

Welfare

The association believes in nourishing every deaf person’s well-being in every aspect towards a healthy self-esteem and self-confidence with self-advocacy abilities. The objective is that every deaf person should be given the tools to lead a life as a self-sufficient citizen.

MEMBERSHIP DUES

Dues shall be paid biennially by March 31 in every odd numbered year. The member whose dues are lapsed will not be eligible to vote or become an officer (authorized by motion, date).

Classes of membership:

$25.00 - Two-year membership for Deaf individuals.

$40.00 - Two-year membership for Deaf couples.

$20.00 - Two-year membership for Deaf Senior individuals over age 55.

$30.00 - Two-year membership for Deaf Senior couples over age 55.

Hearing Person or Non-Resident of the State who is Deaf:

$30.00 - Two-year Associate membership.

BOARD OF DIRECTORS

The Board of Directors shall have general control of the affairs of the Association between biennial conferences, during which time they shall consider action on conference recommendations. Such control shall include but not be limited to the following.

undertake actions to ensure the financial health and growth of the Association.
have the power to fill Board vacancies except for the office of President as they may occur between biennial national conferences.
appropriate money from the operating fund, and to ensure that the current expenditures of the Association shall not at any time exceed the regular income for each fiscal year.
agrees to maintain Confidentiality and avoid Conflicts of Interest by signing disclosure form(s) [see attachments].
adhere to the specific powers and limitations which are defined in the Policies and Procedures Manual

PRESIDENT

The role of the President is to:

preside at all meetings of the Board.
appoint/remove a chair for each committee, other than the Governance and Finance Committees, with the Board’s approval.
be an ex-officio member of all committees, except the Nominating Committee.
perform such other duties as are assigned to her or him from time to time by the LAD Board.
serve as chief spokesperson or designee for the Association and the point of contact with the media.
be the only member of the Board authorized to sign any contracts on behalf of the Association.
be the appointing authority for the Association.

During conferences, the President shall:

preside at business meetings and refrain from voting except by ballot.
Enforce rules of debate, order (Standing Rules and/or Robert’s Rules of Order), and decorum.
decide all points of order.
expedite business in every way possible without denying members their rights.

VICE PRESIDENT

The role of the Vice President is to:

chair the Governance Committee and the Necrology Committee.
bring LAD Bylaws and Robert’s Rules of Order to every meeting.
assist the President in clarifying the Parliamentary Procedures in all Board meetings.
carry out the administrative duties as outlined in the Bylaws or directed by the President and the Board.

The Vice President shall preside at all meetings of the Association and the Board in the absence of the President and shall automatically assume the office of the President should it become vacant.

SECRETARY

The Secretary shall:

maintain accurate records of all proceedings of the association and the Board.
maintain the official membership roster of the association, the Board, and each Committee. This will be a shared responsibility with the Member(s)-at-Large.
distribute all minutes, reports, and agenda to the Board.
distribute to Board members the minutes of all board meetings within 15 business days of the date of the Board meeting.
prepare approved minutes for publication.
post minutes of all meetings on the website within 15 business days
issue notice of Conference Meetings via email to all members of the association
call for meetings of the membership when ordered to do so by the President, the Board, or one-fifth (1/5) of the Full Members in good standing pursuant to Article III Membership
carry out the administrative duties as outlined in the Bylaws or directed by the President and the Board.

In the absence of the President and the Vice President at the conference, the Secretary shall conduct an election to appoint a President Pro Tempore to preside at the meeting.

TREASURER

The Treasurer shall:

oversee the association’s funds with the contracted bookkeeper of the Association.
have the basic knowledge of any accounting software and office technologies.
ensure that the Board has internal controls to appropriately manage funds and operations.
chair the Finance Committee and shall be the ex-officio of its sub-committees.
act as primary co-signer along with one other member of the Board for all checks issued by the association.
place funds in a bank on behalf of the association
have all records audited by the Auditing Committee before publication.

No check shall be issued by the Association unless it has been signed by the Treasurer and co-signed by one other member of the Board.

MEMBER(S)-AT-LARGE

The Member(s)-at-Large shall:

maintain the official membership roster of the association, the Board, and each Committee and maintain the records.
have the basic knowledge of recordkeeping software and office technologies.
serve as a Chair for any committee designated by the President with approval by the Board.
assist in overseeing the coordination of the association’s biennial conferences.

EXECUTIVE DIRECTOR

Reporting to the Board of Directors, the Executive Director (ED) will have overall strategic and operational responsibility for the organization's staff, programs, expansion, and execution of its mission. The ED will initially develop deep knowledge of field, core programs, operations, and business plans. The ED shall be ex-officio of the Board of Directors without voting privileges.

LEADERSHIP & MANAGEMENT:

Ensure ongoing local programmatic excellence, rigorous program evaluation, and consistent quality of finance and administration, fundraising, communications, and systems; recommend timelines and resources needed to achieve the strategic goals.
Actively engage and energize organization volunteers, board members, event committees, alumni, partnering organizations, and funders.
Develop, maintain, and support a strong Board of Directors; serve as ex-officio of each committee; seek and build board involvement with strategic direction for both ongoing local operations as well as for the national rollout.
Lead, coach, develop, and retain the organization's high-performance senior management team as well as maintain staff for the organization.
Ensure effective systems to track scaling progress, and regularly evaluate program components, to measure successes that can be effectively communicated to the board, funders, and other constituents.

FUNDRAISING & COMMUNICATIONS:

Expand local revenue generating and fundraising activities to support existing program operations and regional expansion while simultaneously retiring building debt.
Deepen and refine all aspects of communications—from web presence to external relations with the goal of creating a stronger brand.
Use external presence and relationships to garner new opportunities.

PLANNING & NEW BUSINESS:

Design the national expansion and complete the strategic business planning process for the program expansion into new markets.
Begin to build partnerships in new markets, establishing relationships with the funders, and political and community leaders at each expansion site.
Be an external local and national presence that publishes and communicates program results with an emphasis on the successes of the local program as a model for regional and national replication.

QUALIFICATIONS:

Unwavering commitment to quality programs and data-driven program evaluation
Excellence in organizational management with the ability to coach staff, manage, and develop high-performance teams, set, and achieve strategic objectives, and manage a budget.
Past success working with a Board of Directors with the ability to cultivate existing board member relationships.
Strong marketing, public relations, and fundraising experience with the ability to engage a wide range of stakeholders and cultures.
Strong written and verbal communication skills; a persuasive and passionate communicator with excellent interpersonal and multidisciplinary project skills
An action-oriented, entrepreneurial, adaptable, and innovative approach to business planning
Ability to work effectively in collaboration with diverse groups of people.
Passion, idealism, integrity, positive attitude, mission-driven, and self-directed

LAD BOARD

BOARD ADMINISTRATIVE AUTHORITY

The Board of Directors shall have the authority:

To determine assessments and collect fees.
To approve any and all appointments by the President and by committee

chairpersons.

To approve and authorize any and all business and/or activities conducted by committees, agents, or agencies of the LAD.
To aid and assist each Association Member in any manner deemed fair,

equitable, and constitutional

To adhere to and monitor the Policy & Procedures of the LAD.
To employ any individual(s) deemed necessary for the operation of the

Association as provided by the Bylaws.

To set the dates and locations of the Conference Meetings.

TRANSITION FOLLOWING AN ELECTION

NOTES: Checklist needed to ensure uninterrupted transfer of power and administrative authority of the organization:

Banking & Investments authority
Charitable Gaming License / Board & Members in Charge Information
Update Board information with the Secretary of State
Update Authorized person to LAD’s Utility expenses.
D & O Insurance and all other insurance coverages owned by LAD
Attorney & Parliamentarian Retainers
Website authority
Email addresses and passwords
Subscriptions and associated information
Homeowners’ Association Information
Information to any other legally binding contracts

REMOVAL FROM OFFICE

Any Board member determined by the LAD Board who has failed to perform his/her duties may be removed by a two-third (2/3) vote of the LAD Board. Any board member determined to have failed his/her duties shall have the right to an appeal to be heard and decided at a special meeting of the full membership called for that purpose.
Any Board member with unexcused absences in three (3) consecutive LAD Board meetings shall automatically be removed from the Board without appeal.

RESIGNATION(S)

Any Board member shall provide a written notice of resignation to either the President or the Secretary. The President shall appoint a new Board member to fill the vacancy upon the Board’s approval.
In case the entire board resigns all at the same time; a parliamentarian shall be retained to serve as the presiding officer to oversee a special meeting to elect new officers.

***CRITERIA FOR FILLING BOARD POSITION(S)*:***

Be a bona-fide resident of Louisiana.
Be at least 21 years of age.
Current member of the association
Experience as a Board member serving other organizations.
Past contributor or active in the community
Have a personable character.

*Positions of the Officers shall need to meet expectations of capabilities. Refer to Board of Directors above.

LAD BOARD MEETINGS

BOARD MEETINGS

REGULAR MEETINGS: The LAD Board shall meet a minimum of four (4) times annually. LAD Board shall give notice to Board members at least ten (10) business days prior to any Regular Board Meeting. A majority of the LAD Board present is required to meet quorum. Any members of the Association may attend, and they shall be spectators only.

*Use of video-conferencing platforms is recommended to keep travel expenses at a minimum.

QUARTERLY MEETINGS: The LAD Board shall host an open meeting, face to face, every quarter annually. LAD Board shall give notice to the membership at least ten (10) business days prior to the Quarterly Board Meeting. A majority of the LAD Board present is required to meet quorum. Any member of the Association or any interested guest may attend LAD Board meetings as spectators. Members shall be allowed to make comments during the Good of the Order.

SPECIAL BOARD MEETINGS

The LAD Board shall meet at the request of the President or at least three (3) Board members with no less than 24 hours of notice. The notice shall state the purpose of the meeting and no business other than what was said shall be conducted. A majority of the LAD Board presents is required to meet quorum. Special Board Meetings shall be limited to the LAD Board only.

VIRTUAL BOARD MEETINGS

Video Conferencing platforms are allowed for any Board meeting; regular, quarterly, or special, excluding biennial conferences. The President and the Secretary are required to be present with the majority of the LAD Board to meet quorum. In the event of the Secretary’s absence, the President shall appoint a Board member to act as the recording secretary for the meeting.

ACTION BY E-CONSENT

Any action required or committed to be taken by the Board may be taken without a meeting if the majority of the Board consents to such action by way of accessible communication electronically. Such action by written consent shall have the same force and effect of a vote by the Board. Any action shall be ratified at the next Regular Board Meeting.

MEMBERS MEETING OF THE ASSOCIATION

GENERAL BUSINESS MEETINGS

The membership of the Association shall hold their general business meetings in conjunction with their biennial conferences during odd-numbered years. Board members shall only be elected by the membership during these meetings.

Before the conclusion of the meeting, the President shall appoint three (3) members present at the meeting to review the minutes, and post on the website for feedback from the membership for ninety (90) days before being presented to the Board for approval.
The site for the Biennial Membership Meeting shall be determined by the Board.
A quorum for Biennial Membership Meetings shall be at least 25 voting members.

PROCLAMATION

In the event of a national, state, or local emergency declaration, the general business meeting shall be postponed if deemed necessary, and the Board shall continue their term.

SPECIAL MEETINGS

Special meetings of the Association may be requested by either; the President, at least three (3) Board members, or upon the written request of one-fifth (1/5) of the voting members in good standing. The purpose of the special meeting shall be limited to the agreed agenda. The Board shall respond to such a written request within fifteen (15) business days. Within 30 business days after responding, the Board shall schedule the special meeting. Members shall be informed at least ten (10) business days prior to the date of the special meeting.

All Special Meetings shall be conducted in person only, no exceptions.
Special meetings shall only be called for business relevant to LAD.
Petitions are an acceptable form of a written request by the membership to call a special meeting. Each page that has signatures must include the petition language. Printed names and Signatures must be the original handwriting of the petitioner. Petitions are to be submitted in written form, only.

COMMITTEES OF THE BOARD

Committee members agree to maintain confidentiality and avoid conflicts of interest while performing duties by signing disclosure form(s) [see attachments].

AUDITING COMMITTEE

The Audit Committee is a committee, established by the LAD Board, to support the Board in fulfilling its oversight responsibilities for the monitoring of LAD’s accounting; financial reporting; internal control processes and related policies and procedures; the process for identifying and managing risks; and audits of its financial statements.
The Auditing Committee of the Board shall consist of three (3) board members appointed by the President with the approval of the Board. One of three board members shall be the chair by appointment from the President. The Treasurer shall not serve on the Audit Committee.
The Audit Committee shall meet with the organization’s CPA annually at the beginning and end of the audit process to go through the results of the audit.
The Auditing Committee shall be charged with retaining a CPA for the Association. The CPA will be secured/contracted for a period of three years through a Request for Proposal process At least three bids shall be obtained. The winning bid shall need to be presented to the Board for approval.

GOVERNANCE COMMITTEE

PURPOSE OF COMMITTEE

The Governance Committee (the “Committee") is a committee of the corporation established to (i) ensure that the Board of Directors (the “Board”), as well as individual Board members, has the skills and competencies necessary to perform at the highest level, and (ii) support the Board in fulfilling its responsibility to identify persons for election as officers, directors, and appointed members.

COMMITTEE MEMBERSHIP

The Committee shall consist of three members. The committee shall be chaired by a Board member appointed by the President with the approval of the Board. The Chair shall be charged with appointing the remaining two members of the committee.

COMMITTEE AUTHORITY AND RESPONSIBILITIES

Corporate Governance

The Committee will:

Develop and implement a Strategic Board Member Recruitment Process for identifying and developing future Board members.
Develop and implement a comprehensive Board development plan, which includes methods and tools for orienting, training, educating, and evaluating diverse, skilled, and knowledgeable Board members.
Develop and conduct new Board member orientation and mentorship program.
With input from the Board, annually develop a list of selection criteria and competencies needed on the Board. Such criteria shall include the possession of knowledge, experience, skills, expertise, and diversity which enhance the Board’s ability to manage and direct the affairs and business, including the ability of committees to fulfill their duties.
Regularly review the Bylaws and recommend changes as needed to the Board.
Risk Management is the process of identifying, assessing, and controlling threats to an organization's capital and funding. These risks stem from a variety of sources including financial uncertainties, legal liabilities, technology issues, strategic management errors, accidents, and natural disasters. Also included are security breaches, data loss, cyberattacks, and system failures
Review and monitor compliance with the following Board-approved policies and recommend new policies to the Board as necessary:

Assessing Organizational Performance and Compliance with Board Policies
Documentation of Board Meetings
Board Attendance Policy

Any Board member with unexcused absences in three (3) consecutive LAD Board meetings shall automatically be removed from the Board without appeal. The President shall appoint a new Board member to fill the vacancy upon the Board’s approval.
When a board member is not able to make a meeting, they should contact the President. The President will determine if the absence is excused or unexcused.

Ensure the Board has adequate information to monitor compliance with Board policies and procedures and recommend changes to such procedures as needed to the Board.
Ensure that the Association has sufficient Property and Liability coverage for its Directors & Officers (Board), and for its Business Operations.
Regularly review the organization’s Board committee structure, including responsibilities and composition, and recommend changes as needed to the Board.
Conduct an evaluation of a Member of the Board should a lack of performance is recognized, or a situation arise that calls for a remedy; to identify areas for improvement and present the evaluation results and recommendations to the Board.
Review LAD’s Policy & Procedures Manual and Bylaws annually and propose any changes deemed necessary for approval by the Board; and
Accomplish additional tasks as charged by the Chair of the Board.

COMMITTEE MEETINGS

The Committee will meet at least four times annually or as often as its chair or a majority of its members deems necessary or appropriate, either in person, telephonically or electronically, and at such times, places and manner as its chair and chair’s staff may determine. The chair will develop an agenda in advance of each meeting and communicate meeting details to Committee members in a timely fashion.

As necessary, the Committee will meet in a joint session with other committees regarding items of concern to both committees.

COMMITTEE REPORTS

The Committee will produce a written report at the conclusion of each meeting, which will include an attendance record, a copy of the agenda and a full report of Committee discussions with documented recommendations and decisions. These reports will be completed no more than three weeks following the meeting and forwarded to the Committee membership and the Association Secretary for proper filing.

COMMITTEE EVALUATION

At least every two years the President will conduct a performance evaluation to review the performance of the Committee in relation to the requirements of this Charter and such other matters as the Committee deems appropriate.

OPEN BOOK INSPECTIONS

Every corporation shall keep at its registered office (1) records of the meetings of its members and directors, and of committees of the board, share and membership records giving the names and addresses of the members in alphabetical order by classes and series and the number of shares held by each, and records of its assets, liabilities, receipts, disbursements, gains, losses, capital and surplus; and (2) separate records of all trust funds held by it. Whenever membership is terminated, this fact shall be recorded in the share or membership record together with the date on which the membership ceased, and transfers of shares shall similarly be recorded.
The records listed in subsection A of this section may be in written form or in any other form capable of being converted into written form within a reasonable time.
Every shareholder and voting member may examine in person, or by agent or attorney, at any reasonable time, the records of the corporation listed in subsection A of this section.
If the articles or the trust instrument so provide, every corporation shall, within ninety days after the close of each fiscal year, mail an annual report, signed by the treasurer, to its members concerning any trust funds held by it, and the use made of such funds and the income thereof during such fiscal year.

FINANCE COMMITTEE

PURPOSE OF COMMITTEE

The Finance Committee is a committee established to support the organization’s Board of Directors in fulfilling its responsibility to oversee and manage the financial health of the Association.

COMMITTEE MEMBERSHIP

The Committee consists of four members with the Treasurer serving as Chair and three other members, appointed by the Treasurer, and approved by the majority of the Board of Directors.

COMMITTEE AUTHORITY AND RESPONSIBILITIES

The Committee will be responsible for the following: Develop and propose the annual budget plan to the Board of Directors by the Chair of the committee. The committee is to develop the annual budget by May 1st of every year. The budget shall be in line with the organization’s Mission, Vision, and Values statements. The development of the budget shall be based on:

Motions from General Business and/or Special Meetings
Motions from Board of Directors Meetings
Recommendations from staff for programmatic needs
Reasonable Operations for the Association to provide resources & services
Revenue streams (i.e., grants, fundraising, special events, community needs, etc.)
Review of the previous year’s final budget to include strengths and

improvements

The Executive Director’s proposed recommendations and input

Review and monitor financial policies and procedures, the application & compliance of such policies and procedures, and reporting findings and recommendations to the Governance Committee.

The Committee, in consultation and communications with the Association’s bookkeeper, and CPA in reviewing and monitoring, provides findings and recommendations to the Board of Directors through the Audit Committee. The Association may require the committee to participate in orientation and training to:

Have working knowledge/application of Generally Accepted Accounting

Principles (GAAP).

Develop rapport with the CPA, bookkeeper, and other disciplines to

become effective in performing the functions expected of this committee.

Outlined below, are components that make up the financial health of the Association that needs ongoing review, monitoring, and reporting:

Quarterly financial statements (statement of financial position, statement

of activity, cash flow statement, statement of functional expenses, and

budget vs actuals financial report)

Operations revenue & expenditures are in line with the Values of the

Association

Internal Revenue Service Form 990 income tax return (done by the CPA

after the audit).

CPA financial audit results and findings.
Quarterly performance of investments
Accomplish additional tasks as charged by the President or the Board

Oversee organizational risk management related to assigned risk areas and submit a report to the Governance Committee.

In carrying out its responsibilities, the Committee's policies and procedures should remain reasonable to accommodate the shifting of resources and services, and changing conditions, and to ensure that Generally Accepted Accounting Principles are being followed and financial reporting practices are in accordance with all applicable requirements.

COMMITTEE MEETINGS

The Committee will meet at least four times per year and as often as its chair or a majority of its members deems necessary or appropriate, either in person, telephonically or electronically, and at such times, places and manner as its chair may determine. Deliverables, budget, and alternative meeting methods should be included in the decision-making process. The chair will develop an agenda in advance of each meeting and communicate meeting details to Committee members in a timely fashion.

COMMITTEE REPORTS

The Committee will produce a written report at the conclusion of each meeting, which will include an attendance record, a copy of the agenda and a full report of Committee discussions with documented recommendations and decisions. These reports will be completed no more than three weeks following the meeting and forwarded to the Secretary for proper filing.

COMMITTEE EVALUATION

The Committee will conduct periodic performance evaluations to review the performance of the Committee in relation to the requirements of this Charter and such other matters as the Committee deems appropriate.

GAMING COMMITTEE

The Gaming Committee is a committee, established by LAD Board, to support the Board’s responsibility in overseeing LAD’s gaming operations.
The Gaming Committee of the Board shall consist of four (4) members including Chair of the Audit Committee, Treasurer, and 2 members. The President shall appoint one of the four Gaming Committee members to be the chairperson. The Gaming Committee chairperson shall report to the Board.
The President or a member of the committee shall serve as the LAD Gaming representative to the Office of Charitable Gaming (OCG) and any other gaming enforcement divisions.
The President, with the approval of a majority of the Board, shall be empowered to hire a Session Manager to oversee the operation of the LAD Gaming Operations and ensure that compliance with the Office of Charitable Gaming (OCG) and any other gaming enforcement divisions’ regulations are carried out properly. The Session Manager shall report to the President.

SECTION VIII: INVESTMENTS SUBCOMMITTEE

The Chair of this subcommittee shall be appointed by the President, subject to approval of the Board. In addition to the chair, the subcommittee is composed of members appointed by the Chair. The committee shall consist of no less than 5 members and no more than 9 members. The President and the Treasurer of the Board are ex-officio members of the Committee.

Purpose

The purpose of this statement of Investment Policy is twofold: to serve as a guide to the Board of Directors in their pursuit of the goals of the Louisiana Association of the Deaf (LAD) and to serve as a document that expresses the LAD’s investment policy with regard to general endowment and related restricted funds, and strategies for communication to those who work with the LAD in management and/or monitoring of investments.

This statement represents the current policies and practices as determined by the LAD Board of Directors. It is a dynamic document subject to review and may be redrawn periodically in response to changes in policy, operating objectives, or investment environment.

The creation, review, and amendment of this document are undertaken in pursuit of the goal of effective trusteeship of assets of the LAD.

Investment Objectives

The LAD shall have two categories of investment funds, each with its own investment objective.

See also Performance Measurement Standards below.

Endowment/Restricted Funds

The objective for investment of LAD endowment and restricted funds shall be to support the policies and programs of the LAD, and to foster real growth in assets to that end. This shall be achieved through maintenance of an asset allocation that allows for long term growth and reinvestment of capital in the portfolio, in a manner that outperforms inflation and takes applicable donor stipulations, if any, into consideration.

Unrestricted Funds

The objective for investment of funds shall be to support headquarters office rental and furnishing needs, and to foster real growth in assets to that end. This shall be achieved through maintenance of a conservative asset allocation that focuses on preservation of capital through investment in fixed income, and equity securities in the portfolio, in a manner that outperforms inflation and takes annual spending needs into consideration.

The LAD seeks to meet its overall investment objectives through investment in a broadly diversified portfolio of cash equivalents, fixed income securities (government and corporate), common stocks, preferred stocks, convertible securities, mutual funds, and publicly traded securities.

The primary objective for both investment categories shall be to provide for consistent long-term growth of principal and income without undue exposure to risk. The objective for both fund categories listed above is to achieve a total return including appreciation which will satisfy current financial needs, protect and increase long term inflation adjusted value, and minimize short-run volatility. The LAD seeks to supplement these objectives by attaining prudent returns on overall assets with tolerable risk based upon research.

The optimal risk level shall be sought through considering such factors as the time horizon of investments, liquidity needs, and the need for sufficient real returns for long term growth and protection of assets. Risk factors shall also include general market and economic conditions, trends, yields, interest rates and changes in fiscal and monetary policies.

Investments and overall investment strategy shall be in harmony with anticipated patterns in income growth and distributed cash flow, support trends in the growth of the LAD, and its program development and related funding needs.

Decision Making Strategies

Investment decisions shall be made by the Board of Directors in accordance with this Investment Policy, and monitored by the Finance Committee and its investment subcommittee. Monitoring shall involve processes that combine market liquidity, portfolio management, and research on particular securities. Fundamental considerations are based on all available market analysis, with emphasis on potentials for high total return, which includes current income and capital appreciation in value, acceptable risk factors, diversification, timeliness, available company news, industry-related events, and investor perceptions.

Any and all investment decisions, which would materially change the overall portfolio of the LAD, must be in accordance with allocation specifications and limits as well as performance measurement standards.

Operating Objectives

In pursuing the goals of the LAD, the Finance Committee, and its investment subcommittee seeks to operate at the highest level of prudence and effectiveness. In performance of its duty, the Committee shall act solely in the interests of the LAD and its mission. The Committee shall operate in accordance with written policy and shall scrupulously avoid conflicts of interest.

The Finance Committee shall act with skill, care, prudence, and ensure diversification of assets and optimal return to counterbalance the risk of large losses. The Board of Directors shall perform as the authorized agent for the portfolio of the LAD and shall make investment decisions, working in concert with goals established by the Finance Committee.

The LAD may use the services of professional investment managers, on recommendation of the Finance Committee’s investment subcommittee. In the utilization of such managers, their selection, retention, and monitoring shall be done in a prudent manner. Quarterly performance review shall monitor manager due diligence, reporting quality, market research and analysis capabilities, investment consistency and return relative to investment objectives as outlined in this Policy, and investment risk as measured by asset concentration, exposure to extreme economic conditions, and market volatility. Change in managers may occur at any time, with or without cause, in the event of questionable progress toward attainment of LAD investment objectives. Oversight shall include meetings with or formal review presentations by said managers at least once yearly. Management fees shall be charged only for assets under management and shall not charge commissions on trades. Fees shall not exceed one percent (1%) of any single transaction without the approval by the Finance Committee.

The Board of Directors, the Finance Committee and its investment subcommittee shall strive to keep abreast of information relevant to the pursuit of their duties, with the assistance of investment advisors/managers. The Finance Committee shall review the performance of all investments on a quarterly basis. Further, the chair of the Finance Committee shall meet with all advisors/managers at least once yearly to review and stay on top of all LAD investment holdings, including review of performance goals (past, current, and future) for all investments.

Sufficient information shall be sought to ensure that investment and allocation decisions shall be made with an understanding of the broad investment context, including capital market cycles, the business cycle, and likely the performance of various asset classes over time.

Decision-making shall be objective, systematic, and documented. Care shall be taken to maintain an adequate record keeping and monitoring system to facilitate monitoring, not only of investment performance, but also of any relevant factors in the operations of the LAD. Care also shall be taken to monitor the restricted funds of the LAD and to invest them in a manner appropriate to their restrictions.

Asset Allocation

Investment decisions as to which asset classes are used shall play an important role in determining optimal portfolio performance over time. Allocation decisions shall be made in accordance with the above general objectives, using financial modeling as well as historical consideration in terms of liquidity, return, growth, time horizon, and predictability.

Permitted Securities – Permitted LAD investments shall focus on four asset classes: equity securities, debt (fixed income) securities, Real Estate Investment Trusts and cash and equivalents.

Equity Securities

Common stocks

Corporate stocks

Exchange Traded Funds (ETF)

Preferred stocks

Convertible securities

Mutual funds

Debt (Fixed Income) Securities

Investment-grade corporate bonds

U.S. treasury securities

U.S. government agency securities

Fixed income mutual funds

Cash and Equivalents

Money market funds

Treasury bills

Certificates of deposit (CDs)

Short term debt securities

Deposit (savings) accounts

Investments not listed herein shall not be allowed – these include penny, restricted or private stocks; covered call writing options; hedge funds; exchange traded funds; publicly traded limited partnerships; unit investment trusts; initial public offerings (IPOs); junk bonds; options; futures; currency forwards; commodities futures; and cryptocurrency (i.e., Bitcoin).

Funds invested in a commingled product (such as mutual funds) will be managed in accordance with the guidelines outlined in the fund’s prospectus.

Allocations – No individual holding shall exceed 8% of each manager’s separately managed products at market value at the time of initial purchase, except for U.S. treasury or U.S. government agency securities, federally insured deposit accounts, and related cash and equivalents.

Investments for endowment and restricted funds (first of two LAD asset categories) shall not exceed 60% in overall equity funds except for debt securities, and cash funds and equivalents, as outlined above. Of this percentage, diversification shall be as follows: 35% domestic growth equities, 35% domestic value equities, 25% inter-Louisiana equities, and 5% emerging market equities.

Investments for unrestricted funds (second of two LAD asset categories) shall not exceed 60% in overall equity funds except for debt securities, and cash funds and equivalents, as outlined above. Of this percentage, diversification shall be as follows: 35% domestic growth equities, 35% domestic value equities, 25% inter-Louisiana equities, and 5% emerging market equities.

Investments for the first (endowment and restricted funds) and second (unrestricted funds) LAD asset categories combined) shall not exceed 20% in real estate investments.

Over time, an asset class allocation in any given account will move away from its long-term strategic target. It is understood that it is inefficient to rebalance to the strategic target until the estimated added value more than pays for the transaction costs incurred in rebalancing. Generally, it is appropriate to rebalance once divergence from the target allocation is approximately 5% or greater, either via cash flows or by selling an asset class to bring the actual allocation halfway back toward its strategic target.

Performance Measurement Standards

The benchmarks which shall be used in evaluating the performance of the two LAD investment categories shall include the following:

S&P 500 Index (equities) – Exceed the average annual return of the index over a full market cycle of three to five years. Lehman Brothers Government/Corporate Index (fixed income) – Exceed the average annual return of the index over a full market cycle of three to five years.

Additional benchmarks, such as the Russell 2000 Index, Dow Jones Industrial Index, NASDAQ, 100 Index, and others may be used as appropriate.

Amendments and Modifications

This Investment Policy shall be interpreted and applied judiciously to achieve the purpose and overall investment objectives of the LAD.

The Investments Subcommittee may amend, modify, or clarify this Investment Policy at any time and from time to time, subject to approval of the LAD Board of Directors, to be consistent with the purposes of the LAD and in the interest of pursuit of the objectives of the LAD.

ARTICLE XI: DISCIPLINE PROCEDURES FOR LAD MEMBERS

The following discipline procedures may be used by the LAD Board to discipline Members for inappropriate behavior in violation of the Bylaws, and in violation of Association or Board orders, instructions, or directives. Possible courses of disciplinary action by the LAD Board include but are not limited to:

Letter of reprimand (majority of quorum required)
Censure (majority of quorum required)
Suspension (three-fourth (3/4) vote of quorum required)
Expulsion (three-fourth (3/4) vote of quorum required)

The LAD Board of Directors must have solid documentation to expel any Member and must produce the documentation if a special meeting is held to address the matter. The expelled Member shall submit any request for an appeal to the President, in writing, within thirty (30) days of expulsion. A special meeting of the LAD Board must be held within thirty (30) days of any such request to consider the appeal.

Any other disciplined Member may appeal his/her case to a special meeting of the LAD Board by submitting a request for such appeal in writing to the President within thirty (30) days of written notice of such discipline from the LAD Board. A majority vote of the Board members present at a special meeting of the LAD Board is needed to sustain any discipline or expulsion.

Members shall conduct themselves in a civil and professional manner at all LAD meetings, events and functions. Any LAD member whose conduct does not meet this standard shall be subject to discipline by the LAD Board. Failing to meet this standard includes, but is not limited to, the following:

Failure of a Member to satisfy commitments at bingo sessions or at the LAD office.
Fighting or inappropriate or unruly behavior during any LAD events, including, but not limited to, meetings, conference, bingo sessions or social events.
Theft of monies, property, documents, or photocopying

CONFERENCE

Conferences are held biennially an odd-numbered years and preferable held on the first or second week in the month of June. Biennial Conferences are usually held in different locations throughout the state. Conferences should not be held in the same place consecutively.

The Committee shall:

Consist of people who are knowledgeable in conferences and its logistics.
Locate an easily accessible venue for the conference.
Independently collaborate with others.
Develop a theme for the conference.
Develop registration and verification process.
Develop marketing and promotional materials.
Develop and print a program book.
Develop standing rules for the conference.
Coordinate volunteers to support conference logistics.
Coordinate meals, drinks, and refreshments.
Coordinate accommodations if necessary, such as: Interpreting, Captioning, and/or recording minutes.
Recruit potential sponsors and exhibitors.
Recruit potential speakers for workshops, presentations, or entertainment.

The Chair of the committee shall be appointed by the Board. The Chair may delegate specific tasks to the members of the committee. The Chair shall present all concepts and costs surrounding the conference to the Board for final approval.

NOMINATING COMMITTEE: ELECTION OF OFFICERS

The committee shall:

consist of three (3) members. The President shall appoint the chair of this committee with approval of the Board, and the chair shall appoint two members of the committee.
not be eligible to run for as an Officer.
send out notification to members to nominate members to be officers.
review Board of Directors candidates’ qualifications based on the selection criteria and competencies developed by the Committee.
prepare a slate of individuals to be considered for election by the Board as officers, directors, and appointed members.
ensure Board composition embraces and exemplifies the principles and core value of diversity and inclusion.

***CRITERIA FOR NOMINATING BOARD POSITION(S)*:***

Be a bona-fide resident of Louisiana.
Be at least 21 years of age.
Current member in good standing of the association for at least 2 years
Past contributor or active in the community

ORDER OF BUSINESS

CONFERENCE MEETINGS

Call to Order
Moment of Silence
Pledge of Allegiance
Roll Call
Good of the Order
Approval of Agenda
Reading of the and Approval of the Minutes
Reports of Officers and Committees
Unfinished Business
New Business
Election of New Officers
Adjournment

TRAVEL EXPENSES TO ATTEND NATIONAL/REGIONAL CONFERENCES OR MEETINGS

The Association shall pay the travel expenses for Board members conducting any LAD official business, such as special meetings, conferences, or events at a local, regional, or national level, which shall have prior approval of the LAD Board. The Association and Board shall follow the current State of Louisiana’s Travel Regulations in authorizing expenses.

Permitted Reimbursements:

Mileage reimbursement, per round trip, no more than round-trip flight coach fare, in accordance with the current state travel rules and regulations.
When two or more LAD official representatives travel in the same private vehicle, only one reimbursement for mileage will be allowed for the owner of the private vehicle.
The expense of Rental vehicles will be paid by the Association if it is used for LAD business.
Lodging the night before the business meeting to attend the following morning session.
Advance travel expenses and per diem shall be provided to each participant when justified.
Board Members may share a hotel room and the expense shall be reimbursed accordingly.
Ground transportation while away at Conferences or on LAD business (Taxi, Bus, Shuttle, Uber, Lyft, etc.)
Registration fees and combination tickets.
The President shall have the privilege of attending on behalf of LAD, or his/her designee.
The number of delegates shall be limited to four (4); with the President being the priority delegate, in accordance with the NAD rules and regulations. Whenever LAD Board member(s) are unable to attend, the President is authorized to appoint alternate delegates who are members in good standing with the LAD.

CONTRIBUTION TO DECEASED PAST/PRESENT LAD OFFICERS & HONORABLE MENTIONS

A contribution may be sent to the family of the deceased past or present officers of LAD and community leaders that have made contributions to improving the lives of deaf people in our society. Monetary contribution will not exceed two hundred and fifty dollars ($250.00).

USE OF DEBIT, CREDIT, AND/OR PREPAID CARDS

The President and the Treasurer of the LAD shall be issued and authorized to use debit and/or credit cards for purchases and expenses on behalf of LAD up to $250.00 in purchases in a single month, and any purchases totaling more than $250.00 will need to be approved by the Board. Prepaid cards may be given out with a previously approved budget by the Board.

APPENDIX

LOUISIANA STATE NONPROFIT ORGANIZATION LAWS: https://lbvhoa.webs.com/LA%20Non-ProfitCorpLaw-LINKS.pdf

Code of Ethics
Confidentiality and Conflict of Interest Policy and Disclosure Form
Educational Scholarship Application
Transition Guideline
Community Spotlight Guideline
Deaf Senior Citizens Guideline
Evaluation Form

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