I acknowledge that I am serving in a volunteer capacity with the Ladders for Leaders Organization.  I confirm that I have received and reviewed the policy, processes, and procedures provided by the Ladders for Leaders Organization.

By signing up, I understand and agree with the following:

 

• that the policies were read and understood and that they will be followed,

• that the organization's ethics policies were understood and will be followed,

• that the organization's student safety policy was understood and will be followed,

• that the need for maintaining confidentiality of organization and student information was understood and will not be disclosed.

 

 

 

Versions

Date	Version	Description	QA Review

 

 

Table of Contents

1. Identification 4

2. Scope/Applicability 4

3. Policies 4

3.1. Behavioral Policies 4

3.2. Confidentiality 5

3.3. Student Safety 5

3.4. Finance 5

3.5. Personnel 6

3.6. Data, Document and Records Control 7

3.7. Internal Audit and Quality Assurance 8

3.8. Management Systems and Continuous Improvement 8

3.9. Client (Students and Business Partners) Communications 8

3.10. Program Development 9

4. Process Descriptions 9

4.1. New Hire, Volunteer and Board Member Onboarding Process 9

4.2. Intern Selection Process 9

4.3. Business Partner Onboarding Process 10

4.4. Intern Escalation Process 10

4.5. Employee Annual Performance Review Process 10

4.6. Process for Conducting Board Member Meetings 11

4.7. Records Control Process 11

4.8. End to End Internship Process 11

5. Procedures 13

5.1. Periodic Financial Activities Procedure 13

5.2. Intern Onboarding Procedure 15

5.3. Intern Escalation Procedure 16

5.4. Budgeting Procedure 16

5.5. Records Management Procedure 16

5.6. Document Purge Procedure 17

6. Appendices 17

6.1. Document Management Tables 17

7. Attachments 0

7.1 Attachment A – New Hire Agreement 1

7.2 Attachment B – Volunteer Agreement 2

7.3 Attachment C - Internal Deposit Detail Form 3

7.4 Attachment D – Thank You Letter 4

7.5 Attachment E - Tax Exempt Form 5

7.6 Attachment F – Documentation and Reimbursement Request Form 6

 

1.   Identification

This document contains the policies and procedures of Ladders for Leaders. Ladders for Leaders was created as a non-profit organization in October of 2018.

These policies provide best practices guidance for organizational activities and are written to meet our mission and vision statement:

Our mission is to bridge the gap between high school students and career exploration through internships and occupational experience. We aim to ensure students acquire workplace readiness skills and experience, thus becoming more competitive as they apply to colleges, scholarships, trade schools, or enter the workforce.  

Our vision is of a community of empowered students who are equipped to make successful decisions after high school.

2. Scope/Applicability

The policies and procedures contained in this document are intended to address all organization activities. They apply to all Ladders for Leaders employees, board members, the non-employees who have agreed to serve on program advisory committees, volunteers providing assistance and feedback to the organization, and subcontractors contributing to the development of Ladders for Leaders' programs.  There are policies that apply to all programs that Ladders for Leaders develops, as well as policies specific to different types of programs.   

 

3. Policies

   1. Behavioral Policies

1. Expectation of Ethical Behavior

All people doing business for or with Ladders for Leaders will conduct themselves with integrity, honesty, and truthfulness.

All people doing business for or with Ladders for Leaders will be treated equally, without regard to race, ethnicity, national origin, gender, age, religion, marital status, political affiliation, disability, pregnancy, covered veteran status and/or political affiliation, sexual orientation, or gender identity.  

Neither discrimination nor sexual harassment will be tolerated.

2. Prevention of Bias or Conflict of Interest

Ladders for Leaders will ensure that all people working for or with the organization understand these behavioral policies and will agree to uphold them.

Ladders for Leaders will guard against biases by reviewing and understanding how personnel may have conflicting loyalties and duties.  

2.    Confidentiality

It is the policy of Ladders for Leaders that board members, employees, and volunteers will not disclose confidential information belonging to, or obtained through their affiliation with, Ladders for Leaders to any person, including their relatives, friends, and business and professional associates, unless Ladders for Leaders has authorized disclosure. This policy is not intended to prevent disclosure where disclosure is required by law. 

 

Confidentiality is the preservation of privileged information. Board members, employees, and volunteers are cautioned to demonstrate professionalism, good judgment, and care at all times in handling any information related to Ladders for Leaders to avoid unauthorized or improper disclosures of confidential information. 

 

At the end of the board member’s, employees, or volunteers term or upon his/her retirement, resignation, or removal from the organization, he/she shall return, at Ladders for Leaders request, all documents, papers, and other materials, regardless of medium, which may contain or be derived from confidential information, in his/her possession. 

 

It is expected that board members, employees, and volunteers will not use trade secrets, business partner lists, student/parent information, fundraiser lists, or other confidential information acquired by virtue of being on the board or committee, even after they complete their service with Ladders for Leaders.

3.   Student Safety

All interactions with students participating in Ladders for Leaders programs should be professional and focused on the organization's events and programming.  This policy is provided for the protection of everyone involved and must be followed by board members, employees, and volunteers.

 

• Avoid being alone with students.  If alone with a student, be visible and in an open location.

• Treat all students in the same manner.

• Maintain appropriate boundaries with students.

4.     Finance

1. Secure Handling of Financial Accounts

Ladders for Leaders will protect access to its financial accounts, using industry standard levels of physical and electronic security and limiting account access to the executive committee and finance personnel.  

2. Accounting Practices 

The finance staff will follow standard accounting practices to ensure accurate bookkeeping and financial management. This includes creating an annual budget and financial statements and tracking cash flow at a program level.  

3. Intern Compensation

The Ladders for Leaders Board Members will agree on the number of interns who will be compensated by the organization in April of any given year. The company will hire a payroll management company to facilitate payment of wages and taxes.

5. Personnel

1. Organization Organizational Structure Management

Ladders for Leaders will maintain an organizational structure with clear responsibilities and reporting lines. The organization will define job titles that support the organizational structure and maintain job descriptions that define the scope of activities and educational and experience requirements for holding the positions.   

Ladders for Leaders will use the communications lines of the organizational chart to disseminate information that affects employees' jobs in a timely manner so that employees can communicate accurately with all involved parties. 

2. Employee and Volunteer Hiring

When posting job vacancies, Ladders for Leaders will describe the duties and requirements as documented in the organization job descriptions. The organization will solicit applications from different communities to find applicants with diverse backgrounds.  

3. New Hire and Board Member Onboarding

Ladders for Leaders management will provide every new employee, board member, and volunteer a copy of relevant policies and procedures documents and the job description for which they have been brought on board.  

Within a week of hiring, Ladders for Leaders will collect the following signed statements from every new employee:

• that the policies were read and understood and that they will be followed,

• that the organization's ethics policies were understood and will be followed,

• that the need for maintaining confidentiality of organization and client information was understood and will not be disclosed.

In addition, the new board members will be required to sign a Board Member Agreement.

4. Employee Annual Performance Review 

Ladders for Leaders will conduct annual employee performance appraisals for all employees. The appraisals will assess employee conduct against the job description for the position. The appraisals will provide constructive feedback for improvement. The performance review will be conducted by the employee's manager. For members of the executive team, another executive will conduct the review.

The performance assessment results will be documented.  Employee will be given the opportunity to respond to the assessment, comment or explain their behavior. The review must be signed by the manager and the employee and be stored in the employee's records. The CEO can request, at any time and at the CEO's discretion, a formal performance evaluation of any employee.

All staff resumes will be kept on file in the Organization office and will be updated annually as part of the employee review.

5. Employee Annual Training Assessment

Ladders for Leaders will use the employee's annual performance review to assess the needs for further training for better job performance. The needs of the organization's growth strategies will be used to determine what additional skills and knowledge would be beneficial for employee growth and training will be sought that will develop that growth. The organization will maintain developmental training plans for all personnel and maintain records of training received.  

6. Data, Document and Records Control

1. Client (Student) Data Privacy

Ladders for Leaders will safeguard client privacy by providing them with the ability to securely access their information. Ladders for Leaders will not store sensitive client data beyond what is necessary for the program(s) that the client is involved with.

2. Client (Student) Data Confidentiality

Ladders for Leaders will maintain the confidentiality of client information and will only use it for program purposes, which includes post-program follow-up. Client information confidentiality will be maintained by always verifying the identity of the requestor before releasing data.   

3. Organization Confidential Data Security Policies

Industry standard security technology will be used to allow clients to access Ladders for Leaders web site. This includes the use of secure socket technology whenever clients are entering or viewing client confidential data.

4. Organization Confidential Data Identification

Ladders for Leaders will hold the following types of information as confidential:

1. Client Information and Records: student names, dates of birth, addresses, email addresses, phone numbers, username/passwords, client security questions and answers, and client communications.

2. Financial Information, Documents and Records: bank and credit card statements, payroll, bills/fees/payments due, invoices, loan information, financial and tax statements, blank checks and received undeposited checks.

3. Legal Documents and Records: organization incorporation and ownership records, contracts, submitted Requests for Proposal and responses.

4. Employee/Contractor/Advisor Documents and Records:  offer letters, contracts to hire, resumes, signed ethics and confidentiality agreements, conflicts of interest disclosures, leave tracking, compensation history, employee reviews, disciplinary notifications, layoff and dismissal letters, W-2, W-4 and W-9 statements.

5. Documents Containing Intellectual Property: Training program development and course materials, policies and procedure documents, quality reviews and internal audit results, meeting minutes, passwords and account info, organization email.

6. Sales & Marketing Records and Documents: sales leads, negotiations communications, advertising copy, images, ads.

7. Security-Related Information:  Passwords, account numbers, answers to security questions.

7. Internal Audit and Quality Assurance

1. Internal Audit & Quality Assurance Scope and Frequency

Ladders for Leaders will conduct internal audits to verify that organization procedures align with organization policies. These audits will be done at least once in a two-year period but may be done more often at management direction.  

Ladders for Leaders will periodically review the quality of internal and external work products.  Documents, including web pages, will be reviewed for readability, completeness, consistency, and appropriateness for purpose. These reviews will be done on management directives for key work products.

8. Management Systems and Continuous Improvement

1. Policy, Process, and Procedure Maintenance

Ladders for Leaders will document its organization and program-specific policies and procedures to guide employees as they perform their jobs. Policies are written to establish what behavior is expected or not permitted. Procedures are written to describe specific steps that must be done to perform important tasks.

Policies and procedures will be reviewed at least once in a two-year period and updated based on the outcome of the review. The updated document will be submitted for Executive Committee review and sign-off, then archived in the document management system.  

At least annually, employees will review the policies and procedures to ensure they are familiar with the latest requirements.

9. Client (Students and Business Partners) Communications

1. Ladders for Leaders' Communication with Clients

Ladders for Leaders' main means of providing information to clients is by means of the organization's website. Email, text, or mailed communications are not required to contain all consumer information but will refer clients to the complete information on the website.

2. Organization Complaint and Appeal Policy

To ensure fair treatment of clients, Ladders for Leaders will assign an organization representative to respond to a complaint who has not been involved with the issue for the complaint. The organization representative assigned to respond to an appeal will be someone other than those involved with making the decision being appealed.

10. Program Development

1. Aligned and Unbiased Work Products

Ladders for Leaders develop its programs to align outcomes with the organization’s mission and vision.  When considering the development of a new program, the following should be documented:

• Program purpose/goals

• Define program participants

• Set standards for participation

• Determine screening/training

• Establish measurements of success/reporting standards

 

Program execution will be reviewed annually after deployment to verify that program content, administration and quality are as expected.

 

4. Process Descriptions

   1. New Hire, Volunteer and Board Member Onboarding Process

Upon hiring, new Ladders for Leaders employees and new board members will be given a copy of relevant policies and procedures documents and applicable job description and will be expected to become familiar with them during the first week of employment. The board of directors will be responsible for answering questions and providing explanations as needed.    

Before starting duties, the employee will sign statements asserting that the policies were read and understood and that they will be followed. Specifically, the new employee must sign a New Hire Agreement (See Attachment A) certifying  to follow the organization's ethics policies, maintain confidentiality, and not disclose confidential information. New board members will also be required to sign the board member agreement, and volunteers will be required to sign a Volunteer Agreement (See Attachment B).

2. Intern Selection Process

All prospective interns will complete an application and if all eligibility requirements are met, the student will participate in an interview with Board Members and/or Community Volunteers.  If a satisfactory score is reached and the student has been matched with a company which aligns with their career goals, the student will be scheduled for a second interview directly with the company.  Once the company decides which student to proceed with, the intern will complete the onboarding documentation.  The onboarding documentation includes: an Intern agreement, Intern information form, Waiver and Hold Harmless Agreement, and Photograph Authorization Form.  If the intern will be compensated by Ladders for Leaders, the Intern will also need to complete a W-4, Payment information form, and an I-9 Form.  

3. Business Partner Onboarding Process

Companies interested in hosting a summer intern will submit a Business Partner Form.  Upon being matched with a student, the business partner will complete a Business Partner Agreement and onboard the intern per their internal onboarding processes as necessary.  The Business Partner will also have the option to attend a Q&A session which will provide additional details about the program, and they will be assigned a Board Member to work with throughout the internship.  Upon completion of the internship, the Business Partner will complete a performance review for each intern.

4. Intern Escalation Process  

Should a situation arise where a Business Partner becomes unhappy with an intern’s performance, the Business Partner will be instructed to follow the steps outlined in the escalation procedure in section 5.3.

5. Employee Annual Performance Review Process

On the anniversary of every employee's hire date or at the board President’s discretion, the employee's manager or the board of directors will review the employee's performance in the previous year.  

In advance of the evaluation, the employee will be given the job description and job assessment documents to prepare for the discussion of job performance.  The employee will review and update his or her resume, including any training or skills and significate accomplishments that occurred in the previous year.  The employee will consider if there have been any life changes which could represent a conflict of interest and be prepared to discuss them during the performance evaluation.

The manager performing the review will meet with the employee and discuss how successfully the tasks on the job description were performed.  The performance assessment results will be captured on the assessment review form.  The employee may add comments or explanations.  The review is signed by the manager and the employee and is stored in the employee's records. 

The manager will assess the needs for further training for better job performance and discuss needed or desired training with the employee.  Suitable training courses will be identified and added to the organization training plans. 

The manager will discuss potential conflicts of interest between the employee's responsibilities to Ladders for Leaders and those to other organizations.  If there are conflicts, the manager must either alter the job duties or request that the employee sever ties to the other organization and follow-up that the conflict has been addressed.  If no resolution is possible, the employee's employment must be terminated. 

 

6. Process for Conducting Board Member Meetings

Board of Director meetings are conducted monthly.  The President will schedule all meetings and ensure that any documents to be discussed will be sent in advance.  The meetings will be held in accordance with the organization’s bylaws.  The President ensures that an agenda is followed and that meeting minutes are kept.  Agenda topics that must be covered include (at minimum):

• Financial status, including current and future receivables, bills due, and financial activities.

• Organization operation

• Committee Reports

• Upcoming Events

• Any reported customer complaints or appeals and the status towards their resolution.

• Action item status- progress on assignment, status against target due date.

• Marketing activities, including results of marketing

• Personnel updates

• Contractor status, including progress against assignments, any problems encountered, closure verification of projects.  

7. Records Control Process

Student records are stored in the Smarter Select Application, all other records are stored in the Ladders for Leaders Google Drive.  See appendix 6.1 document management tables for a list of documents. The Smarter Select Application maintains the records automatically, is access controlled and contains time-stamped data.   Employees who are authorized to access the data are given usernames/passwords into the system.  

8. End to End Internship Process

The Internship process is executed on an annual basis.  This process is intended to provide an understanding of how the process works from beginning to end.

• Begin accepting applications using selected online software in January.

• Identify those students who qualify for special considerations, i.e., AVID, Foster care, Title 1, etc.  and host an application Q&A/app assistance session for them.

• Close applications after six weeks.

• Send an email to all students who did not complete their application and let them know that they will not be considered for an internship because their application is incomplete.

• Note - when sending emails and text via Smarter Select, you must enter verbiage for both ie a blank text will be sent if you don’t enter text into that field.

• Filter software to identify all students who selected “do not live in Williamson County” and verify their addresses.

• Send an email to those who do not live in Williamson County and let them know they will not be considered for an internship as they do not meet the requirements.

• The remaining applicants who submitted on time and meet all of the requirements will need to be interviewed.

• Send board members a Doodle to confirm their availability during scheduled interview dates.

• Identify if additional volunteers are needed to complete all interviews.  If so, solicit volunteers.

• Send applicants an email that includes a Sign-Up Genius link to sign up for an interview slot.  Include a deadline in this email.

• Once the deadline has passed send all interviewers, including board members their list of scheduled interviews and a meeting invitation to the interview training which typically takes place on a Sunday before interviews start.

• Complete Interview training.

• Complete Interviews.

• All Interviewers must complete the Evaluators form in the online software tool.

• Applicant scores will be automatically calculated in the tool once the evaluation is complete.

• The application management team will determine the “passing” score based on applications received.

• Send those students who weren’t selected to participate in the program an email notifying them that they won’t be moving forward.

• Send those students with a passing score an email and let them know that they will be moving on to the next round and that we will be working over the next month to match them with a company.

• Begin the process of matching students to companies based on their career interests and the partners available.

• Once a match is made, notify the business partner that we have a student who is a good fit, attach the student’s resume (from the software tool) and ask for a good interview time.

• Notify the student of his interview time via the software tool.

• All updates to interviews and status should be tracked in the software tool.

• Once a business partner confirms he would like to move forward with an intern, begin the intern onboarding procedure and Business Partner Onboarding process.

• Board Members determine Liaisons and send an email to interns and business partners.

• All parties will attend Signing Day.

• Liaisons send an email to interns prior to the start date.

• Internships begin.

• A fun night, fundraiser, panel discussion, or career topic sessions are held during the internship.

• Send surveys to interns, parents, and business partners the night before the celebration.

• Internship celebration is held six weeks after internship commencement.

4.9 Alumni Network Process

Former participants in the internship program and Ladders for Leaders University events should be reached out to on an annual basis, in August, to invite them to join the alumni group.

• Create a running spreadsheet with names, email addresses, and graduation year for participants of the intership program and Ladders for Leaders University participants

  • This can be done by creating a Google Form where participants include their name, email address, and high school graduation year

• Every August reach out to those past participants who graduated earlier year and include the Ladders for Leaders Initial Alumni Survey and the Letter of Invitation

• Once the participants chose to join the Alumni network, collect their annual dues through either Venmo or Cashapp- $10 for student membership, free for professional membership 

• Throughout the year, send out emails to the alumni network for relevant trainings, career and internship opportunities, alumni networking events, career services, etc.

• Ask student members to reach out once they graduate from college so they can be transferred to the professional membership

 

5. Procedures

   1. Periodic Financial Activities Procedure

Treasurer/Assistant Treasurer will track and manage all financial activity for Ladders for Leaders.

1. Mail

1. Mail will be opened and reviewed by the President.

2. Bank statements should be downloaded directly from the Wells Fargo website by the Treasurer in a timely manner.

3. Checks should be endorsed, as indicated in checks received and given to Treasurer or President for deposit.

4. Bills should be given to the Treasurer or President for payment.

2. Checks – Received

Checks received will be immediately endorsed as follows:

1. For Deposit Only, Ladders for Leaders, Bank Acct#.

2. Checks will be deposited (in person or mobile deposit) within a week of receipt .

3. No Cashback can be requested from the deposit transaction.

4. If the check received is a donation, then a receipt should be sent to the donor by mail or email.  See attached template for “Thank you Letter”.

5. If a check is received during an event an Internal deposit detail form (See Attachment C) must be completed with details of the name, event/purpose, payment method, check number (if applicable) and amount.  See attached form 

3. CASH – Received

1. Cash should be counted by two (2) Board Members and should be deposited by the next business day. A receipt will be sent to the donor by mail or email.  See attached template for “Thank you Letter” (See Attachment D)

2. Cash cannot be taken out of the deposit for other uses.

4. Online Donations

1. Donations are made via several avenues including: LL website, Facebook Campaigns, PayPal Round up requests, Cashapp, Venmo, Zelle, Stripe, etc. 

2. There is no fee taken out of the donation.  The offset will be an expense to Ladders for Leaders as a merchant fee.

3. Donations may take up to 45 days to appear as a deposit for Ladders for Leaders.

4. The President will forward an email to the Treasurer once funds are available in PayPal or other merchant accounts.

5. The Treasurer/President must transfer funds to the Ladders for Leaders’ bank account when it appears in PayPal account or other merchant accounts.

6. A receipt will be sent to the donor by mail or email.  See attached template for “Thank you Letter”. 

5. Purchases & Reimbursements

1. Purchases must be pre-approved by the Board and should be previously budgeted.

2. To be reimbursed for expenses incurred, receipts must be provided which detail the purchase and documentation which identifies purpose of expense.  

3. Sales tax will not be reimbursed. See tax exempt form. (See Attachment E)

4. Documentation and reimbursement request form (See form attached) (See Attachment F) must be submitted to Treasurer/President for reimbursement within 30 days.

5. Form should include the committee the expense falls under and have it signed by the committee leader for approval.

6. Authorized Bank Account Signatures

1. Only one signature required (May change to two)

• President

• Treasurer

7. Bank Statements

1. Bank Statements will be reconciled monthly.

2. All expenses back up and deposit receipts will be included as part of the documentation for the statement if available.

3. Any discrepancies will be immediately brought to the Board’s attention for review.

8. Reporting

1. Treasurer/Assistant Treasurer will provide a financial report at each monthly Board meeting.  The report will include spending and deposits since the previous meeting along with updated actuals versus the budget. Treasurer report includes the following as of month-end:

• Treasurer Report summary cover sheet

• Statement of Financial Position

• Statement of Activity

• Reporting month Detail transactions 

• Budget vs Actual Report

2. If the Board meets more frequently, then the Treasurer/Assistant Treasurer will only report on significant changes.

9. Audit (Only if organization makes >$100,000 Revenue)

1. Annual audit of the books should be conducted within 60 days after the end of the business year, which is December.

2. The audit should be prepared by a CPA who does not have ties to the board.  Information should be provided to CPA by Treasurer and/or President.

3. Results of the audit will be given to the Treasurer to discuss with the board.

10. Tax Return

1. Treasurer is responsible for the submission of the 990/990-N.

2. Treasurer will either prepare the 990 or hire a CPA to prepare it.

3. Tax return is due on May 15th each year, which is five (5) months and 15 days after the end of the business year.

11. Payroll & Payroll Taxes for Interns

1. Payroll will be managed by a payroll services company.

2. The President or a delegate will supply the payroll service company with Intern payroll details ie. I-9, W-4, and direct deposit forms.

3. The President or a delegate will submit intern hours to the payroll services company in a timely manner for payroll processing.

4. The President or a delegate will manage any payroll questions or issues which arise during the internship cycle.

12. Important Dates

1. Annual Financial Cycle – January 1st to December 31st.

2. 990 Federal Tax Return due on May15th – which is 5 months and 15 days after the end of the business year.

3. 941 IRS for (Payroll service prepares and sends) due the month following the quarter ending (ex. 1st quarter ends 3/31 and return due 4/15).  Payroll taxes are paid during that time also.

2. Intern Onboarding Procedure

Once the students’ internships have been confirmed they will need to go through the following onboarding procedure.

1. Sign and return the intern offer letter by the due date.

2. Prior to signing day, sign and return the following documents within two (2) weeks of receipt.

   1. Employee Information Sheet

   2. Internship Agreement

   3. Internship Waiver of Liability Form

   4. Photograph Authorization Form

   5. Pre – Internship Survey

 

3. If the intern is being compensated by LL, he will need to complete the following which will be provided the Payroll Services Company:

   1. W-4

   2. I-9

   3. Direct Deposit Authorization

3. Intern Escalation Procedure

This procedure is also included in the internship agreement document that is provided prior to internship commencement.  If a Business Partner (BP) becomes unsatisfied with an Intern’s performance, the following actions should be taken and progress as needed until the issue is resolved.

1. The Business Partner should discuss the performance concern and expected resolution with the Intern.

2. If the issue continues, the BP will contact his Ladders for Leaders Liaison.

3. The Liaison will meet with the Intern to discuss concerns and document specific actions/ timelines required to resolve and communicate a plan of action to the BP.  These actions should be tracked in the Intern Performance Resolution document.

4. The LL Liaison will follow up with the BP to ensure issue(s) have been resolved.

5. If there is no resolution, the intern will be terminated without reassignment.

4. Budgeting Procedure

This procedure describes the methodology utilized by the Treasurer to create and update the organization’s budget.

1. Create the draft budget for the new year by February 7th, utilizing financial data from the previous year. 

2. Update the current budget estimates based on the previous year actuals and lessons learned.

3. Determine the impact on the budget in terms of changes to cash flow; estimate the dollar cost and the time frame affected. Calendar the date of new expenditures, to have sufficient funds available 

4. Notify the President of the updated budget forecast. 

5. Records Management Procedure

This procedure describes how to create and maintain the list of documents to be maintained in the document storage systems.   

1. On a yearly basis, assess which documents should be kept under records control by reviewing the currently managed documents listed in the Document Management Table and evaluating each to determine if it is still necessary. If it is not, drop it from the table.

2. Consider the documents that the organization is currently using and determine if they should be archived but are missing from the tables. If so, they should be added to the document management tables.

3. Once the tables contain the correct list of documents, review and update, if necessary, each entry's information about:

• How the documents will be formatted, 

• Where they will be stored, 

• Who will maintain them, 

• Who will be able to access them, 

• How long the documents are kept, and 

• How the documents will be deleted or destroyed.

4. Archive any instances of documents that have been added to the Document Management tables, as required.

5. Destroy any documents that have been dropped from document management tables, as necessary.

6. Create a report about the activities; who performed the review, the date of the review, what records were dropped from the tables, if any, what records were added to the tables, if any, what changes were made to the document archives.  

6. Document Purge Procedure

This procedure describes how to delete information from the organization storage, based on the age of the information.

1. On a yearly basis, search the organization's electronic records for documents that are greater than their retention date, according to the Document Management Tables. Remove the outdated documents:

• For digital data in electronic folders, delete the file from the folder.

• Folder(s) or systems in which it is stored.

• For hardcopy documents, shred the document.  

• For data in software systems such as student records in the learning management system or financial data in QuickBooks, search for the records based on the date of creation and delete the records.  

5.7 Alumni Association Procedure

Once the former participant’s invitation to join the alumi network, we must go through the following procedure based on the alumnus’ type of membership.

1. On a yearly basis, check the spreadsheet of LL program participants

   1. Send the alumni invitation letter to all participants who have graduated

   2. Once the participant accepts their invitation to the association, record the individual’s name, their membership type, and their expected graduation year (if possible)

   3. Collect their membership fees via Venmo or Cashapp and record the date that the fees were paid