THE GOAL

This policy says that the Board of Directors of Temporary Emergency Services ("Board") needs to keep written records of policies, procedures, and practices ("Manual"). The manual explains who is responsible for reviewing and making changes to the guidebook.

LAW AND POLICY

This Manual contains information on how the Board will run itself and keep an eye on how Temporary Emergency Services ("TES") work. This Manual should be written down and looked over regularly to help the Board:

Make sure people know about and follow its rules.

Help new Board members get started.

Follow the rules for ethics, the law, and government regulations

Write down the Board's choices about government

Set up rules for the Board's job and make it more effective.

Updating rules and processes is important.

Talk about the Board's duties and jobs.

This Manual will be given to all Board members once a year, starting with new members. Every member of the Board will read the Manual and sign a document to show that they did so. The goal is to make sure that the whole Board knows what's in the Manual and that it's up-to-date and complete.

HOW GOVERNMENTS WORK

THE GOAL

There are rules in this policy that explain how the Board will run itself as it helps TES reach its Mission, Vision, and Purpose.

LAW AND POLICY

Focusing on its financial monitoring role, the Board is in charge of TES's strategy and long-term survival. It also gives the Chief Executive responsibility for running the organization.

The Board promises to work together, be responsible, be honest, show respect, be open, and trusting with each other and the TES team.

The Board promises to look for and welcome different ideas, views, and facts.

The Board promises to keep learning, growing, and evaluating.

Each member of the Board will

Care, respect, and loyalty are tasks that you must follow.

Follow all rules, methods, and steps set by the Board.

Promise that the work of the Board will always be kept secret.

Commit to working with the Board as a whole and believe that the Board's final decision is valid and authoritative, no matter what your personal view is on the problem. This can be shown by:

Helping the board make decisions

Being heard by one voice

Being open about how they things

Protecting the privacy of conversations in the meeting

MAKING DECISIONS

THE GOAL

TES has made a policy about how choices are made to help make sure that the Board does its research before making a choice.

LAW AND POLICY

The Board works in an open-minded way, considering different ideas and points of view, and tries to reach a lot of agreement when making decisions. The Bylaws say that choices and actions taken by the Board must be approved by an official vote at the Board table.

Against Harassment

THE GOAL

Board members and leaders of nonprofits must teach, research, and deal with abuse. It is possible for harassment to happen anywhere, even in boardrooms and charity offices. Members of the Board of a nonprofit group can be sued if they break state or federal rules that ban harassment. Retaliation against people who report abuse or other forms of illegal discrimination is also against state and federal law.

People at TES are driven to making sure that everyone is treated with respect and honor. No matter if it's in TES's office, a work-sponsored event, or a Board meeting, everyone has the right to work and serve in a professional setting that doesn't allow discriminatory behavior, whether it's verbal, physical, or in the form of a toxic environment. TES is a "zero tolerance" group, which means that harassment is not okay and will not be accepted. This guideline makes it clear what abuse is, how to report it, and what can be done about it.

LAW AND POLICY

What They Mean

Discriminatory Practices That Are Illegal: These include sexual harassment and harassment based on race, color, national origin, religion, age, gender, gender identity, sex, marital or partnership status, familial status, sexual orientation, disability, citizenship, alienage, political belief, genetic information or genetic traits that make someone more likely to be discriminated against, pregnancy, nursing motherhood, or sexual orientation.

Sexual harassmentAccording to the Equal Employment Opportunity Commission Guideline, sexual harassment is the following things that happen at work:

Unwanted sexual advances, requests for sexual favors, and other sexually-related verbal or physical behavior is considered sexual harassment if: a) the person is required to accept or reject the behavior as a condition of their job; b) the person's acceptance or rejection of the behavior is used as a factor in employment decisions that affect that person; or c) the behavior ends up getting in the way of their work in an unreasonable way.

Different Types of HarassmentIt is also illegal to harass someone because of any other protected trait. Harassment according to this policy includes verbal, written, or physical actions that put someone down or show dislike because of their race, color, nationality, religion, age, gender, gender identity, sex, marital or partnership status, family status, sexual orientation, status as a veteran or military member, disability, citizenship, alienage, political beliefs, genetic information or genetic traits that make someone more likely to be harassed, or pregnancy. If someone is harassing their family, friends, or coworkers, this policy also applies if the behavior: (a) is meant to make the workplace scary, hostile, or offensive; (b) is meant to stop someone from doing their job; or (c) hurts someone's chances of getting a job or being a leader by any other means.

Complaint Process for Reporting an Incident of Harassment

It is recommended by TES that all cases of harassment, including sexual harassment, be reported, no matter who the harasser is.

Notice: If a board member thinks they have been harassed or seen abuse happen, they should talk to the chair of the board about their worries. If a Board member thinks that the chair of the Board is involved in the harassment, they should talk to another member of the Vice Chair and the Executive Director about their worries. TES tells people who think they are being bullied to tell the harasser right away that their behavior is wrong and not accepted. One does not have to talk to a criminal directly, though, if they not feel safe doing so.

How quickly you report an incident. It's important to report events right away so that something can be done. But because these issues are sensitive and because disrespectful behavior can be very hard on the person, there isn't a set amount of time for reporting abuse.

Process of Investigation. All claims of abuse that are made will be looked into right away. Interviews with the people involved and, if needed, people who may have seen the claimed behavior or know something about it are part of the investigation. Claims of wrongdoing will be handled in a careful and private way.

Keep things secret. To protect the privacy of the people involved, confidentiality will be kept during the whole investigation, as much as is possible and proper in the conditions.

Protection from being hurt. Retaliating against someone who reports harassment or helps provide information that can support a harassment claim is against the law and a major breach of this policy. Anyone who does something that could be seen as revenge should tell the chair of the Board right away.

Action on the Spot. Misconduct that amounts to abuse will be dealt with in the right way. As an example of responsive action, someone may be sent to therapy or face disciplinary measures up to and including firing.

Thoughts again. If, after the case is over, any Director who was directly involved in an investigation into harassment wants it to be looked at again, they can send a written request to the Vice Chair or, if they think the chair of the Board was involved in the harassment, to the Executive Director.

Privacy and secrecy

THE GOAL

The Board and staff members can use this policy as a general guideline for how to handle private information.

LAW AND POLICY

It is against TES policy for Board members and employees to share or make available any confidential information about the organization or their work with TES with anyone else, not even family, friends, or business and professional contacts, unless TES has given permission for that information to be shared. Limited to their work for TES, board members and workers can only use private information for the tasks assigned to them. This policy isn't meant to stop exposure when the law says it has to happen.

Members of the board and workers must always use good sense and be careful not to share private information without permission or in the wrong way. Wherever you are, you should only talk about things that aren't sensitive or private. This includes restaurants, lifts, trains, and other public places. Board members and employees should also be aware of the risk of accidentally disclosing information. They shouldn't leave confidential documents on desks, tables, or other places where they can be seen, and they shouldn't use speakerphones to talk about confidential matters if other people can hear them.

TES owns all of its files, papers, and working docs. Members of the Board or employees who intentionally or by failing to take reasonable care allow private information to be shared could be punished, up to and including being fired. People who work for the company or are on the Board of Directors are still required to keep information secret even after they get fired.

When a Board member's time is over, they have to turn in all the papers and other things they have that contain or come from private information.

DOUBT ABOUT INTEREST

THE GOAL

State law in Alabama says that directors, officers, and key workers must act in the "best interest of the nonprofit." A conflict of interest happens when someone's duty to support the organization's charitable goals is at odds with their own financial goals. If someone has a conflict of interest or thinks they might have one, this policy says they have to tell the Board about it. If there is a conflict of interest, the Board member can't vote on the issue.

LAW AND POLICY

What They Mean:

Person interested

Anyone who has a direct or indirect financial interest, as explained below, and is a director, officer, or member of a group with powers given by the Board is an interested person.

Interest in money

Any person has a financial interest if they have (a) an ownership or investment interest in any entity with which TES does business or has an arrangement; (b) a compensation arrangement with TES or any entity or person with whom TES does business or has an arrangement; or (c) a potential ownership or investment interest in, or compensation arrangement with, any entity or person with whom TES is in talks. Pay can be direct or indirect, and it can also include gifts or favors that aren't worth much. A financial interest does not always mean there is a conflict of interest. The Board must decide that there is a conflict of interest for someone with a financial interest in order for this policy to apply.

Interests other than money

One thing that could affect an officer, director, or committee member's decision to take part in or vote against an action related to their job is a non-financial interest. This could be: (a) their role as an unpaid volunteer, officer, or director of an organization that could be directly or indirectly affected by the action that is taken; or (b) their personal, political, religious, friendship, or personal relationships, which could be affected by a

Steps to Take:

The Duty to Tell

If someone has a real or potential conflict of interest, they must tell the Board about any financial interests they have and be given the chance to tell the Board all the important facts.

Disclosure of Interests That Are Not Financial

In their yearly report, directors must list any non-financial interests they have, as well as any new interests that come up. Non-financial interests are normal, and they won't be looked at again unless a Board member, including the person whose interest is being looked at, asks for it to be looked at again.

Refusing to be Self

If a director thinks they might have a conflict of interest in a decision or talk, they can step away from it at any time, without having to go through the process of figuring out if there is a conflict of interest.

How to Tell If There Is a Conflict of Interest

Once the financial interest has been made public, all relevant facts will be shared and looked over, along with a conversation with the person who has a financial interest. If a Board member asks for it, the important facts of a non-financial interest will be looked at, and the person who has an interest will be consulted. Then, the Board member who might have a conflict of interest has to leave the meeting while the matter is talked over and decided on. After doing their research, the Board must decide if TES can reasonably try to get a better deal from someone or something that wouldn't a financial conflict of interest. If that doesn't work out, the Board must decide by a majority vote of the directors who don't have a financial stake in the deal or arrangement whether it is in TES's best interest for its own benefit and then decide if to go through with it.

Breaking the rules about conflicts of interest

If the Board has a good reason to think that a director hasn't told them about real or possible conflicts of interest, they must tell the director why they think that, and they must also give the member a chance to explain why they didn't tell them.

Keeping records: The names of the people who disclosed information, the nature of the conflict, the nature of the conversation, and any actions that were taken must be written down in the minutes of the Board meeting.

SECURITY FOR DATA

THE GOAL

The Board is responsible for keeping an eye on how TES data is protected and keeping up with changes in the laws and rules that govern data security. This policy explains what that means.

LAW AND POLICY

This is what the Data Protection Policy says:

Legal and regulatory requirements at the moment

To make sure the policy is up-to-date, the TES team will ask our legal advice, our financial firm, our IT firm, and national nonprofits that keep up with changes in laws and regulations every year.

What the following things cover:

Rules in General

What You Can Do

Response to a Data Breach

Plan for after a disaster

Email Rules

Compliance with the General Data Protection Regulation (GDPR)

Safety of the Network

Access from afar

Communication without wires

Server Safety

Passwords for the database

Getting Rid of Technology Equipment

Logging of Information

Server Safety

Setting up software

Security for Workstations

Insurance for Cybersecurity

DIFFERENCE AND INCLUDEMENT

THE GOAL

The TES Board of Directors believes that diversity and equality are important in both beliefs and how leaders their jobs. This policy shows that diversity and equality are important to this group and serves as a guide for Board members and staff.

LAW AND POLICY

To get rid of all kinds of hatred and make the community we lead and work in more varied, welcoming, and fair, we encourage people to understand, accept, and embrace each other's differences. Diversity shows what kind of people live in our neighborhoods, and it's understood that this will be different in each one. TES believes in respecting, tolerating, encouraging, and taking action with others, as well as trying to help each other live by these ideals of variety and inclusion.

In its own work, the Board will follow these views and practices, and it will lead TES in promoting, supporting, and integrating these values. The Board will make a plan every year that lays out what it will do, how it will measure itself, and how it will lead by example and support these views in its dealings with TES.

RETENTION OF DOCUMENTS

THE GOAL

A document keeping policy makes it clear what the rules are, makes it easier to follow them, and makes sure that the Duty of Care is met. This policy makes sure that all Board members and staff members follow the same rules when it comes to governance and destroying organizational documents. It also makes sure that TES makes deleting and destroying documents a normal part of doing business.

LAW AND POLICY

The following section lists the types of paper and computer records that will be kept for how long. These will be kept by staff, especially the Finance Department, and Governance help as needed:

After three years, all other paper records (not named) will be thrown away;

After one year, all electronic papers (not defined) will be erased from all computers, databases, networks, and backup files;

No paper or digital records will be removed or destroyed if they are relevant to a current or planned government investigation, case, or private lawsuit;

As needed by the Single Audit Act for government accounting, no paper or computer records will be removed or burned.

Digital copies of documents will be backed up.

RIGHT AND WRONG

THE GOAL

An ethics policy was made by TES to make it clear that all Board and Staff Members are supposed to be honest and loving.

LAW AND POLICY

The mission of TES can only be reached if our leaders, Board of Directors, and staff all follow the same code of ethics.

Being honest, trustworthy, and having integrity in our job; having guts when making choices; and being committed to TES's Values.

responsible actions on behalf of the TES and are open and honest with each other and their voters. We share information when it makes sense to so without giving up privacy.

To get respect and give respect to others. We understand that everyone has their own thoughts and ideas.

To show fairness in all acts, both inside and outside the company. We make decisions that are fair and think about how they will affect other people and groups.

Things you to show you care about other people and the community as a whole. We help each other out in a kind way. We care about each other, the community, and TES.

THE MEDIA

THE GOAL

This policy for the Board and staff was made to make sure that TES's media messages are always the same in terms of what they say and how well they say it.

LAW AND POLICY

How people see TES is very important to its success, and it should always be in line with its theory, purpose, and ideals. To keep this image, TES needs to communicate clearly and professionally with the media, the public, and stakeholders (such as workers, funders, and member Leagues) about its overall strategies, plans, and activities.

As TES representatives, Board members and staff are encouraged to share news or events on social media. There are rules about how to this (see items 3, 4, and 5 below). Board members and staff should always keep in mind that they are speaking for TES, and they should use common sense before posting anything.

The chair of the Board and the Executive Director (ED) are the only people who can officially talk for or on behalf of TES.

All requests from the media must be approved by the ED before they can happen.

Be careful about what you share on social media about Board meetings and Committee work; some things should stay private. Also, don't talk about work that is still being done.

When sharing pictures of the Board and staff in social settings, members of the Board and staff will follow the Social Media Guidelines and make sure they have permission to post or use the photos of those in the photograph.

When people write on social media, blogs, or other social media sites, Board and staff members will make sure that personal ideas are clearly marked as such and not as TES's official stance. If you're not sure what to do, ask the Board Chair or the Executive Director.

BLOWING A WHISTLE

THE GOAL

It is expected and required by TES that its Board members, managers, and staff members follow high standards of business and personal ethics when they their jobs. As the governing body of TES, the Board is expected to follow all laws and rules that apply to them and to be honest and trustworthy when doing their jobs.

LAW AND POLICY

According to this policy, things that should be reported include possible fraud, theft, embezzlement, accounting or auditing problems; bribery, kickbacks, or misusing assets; breaking a policy; or possible regulatory, compliance, or ethics issues, or breaking any other laws of the state, city, or federal governments.

Any director, officer, or member of TES who reports possible violations of high business and ethical standards, policies, or legal requirements will not be punished in any way. This is true no matter who the accused wrongdoer is. While a review may reveal that the person who made the claim knew it wasn't true at the time it was made, that person could be removed as a director, officer, or member.

HOW TO DO IT

As stated in the first line of this policy, it is the duty of all directors, officers, and members to report any violations or suspected violations of high business and personal ethical standards and/or relevant legal requirements. This is the case no matter who the accused wrongdoer is. If a person thinks that this has happened, they should follow the steps below.

Being notified. If any of the people listed in the first line of the Whistleblower policy think that legal or moral standards have been broken, or if they think they have seen a violation happen, they should talk to the chair of the Board about their worries.

How quickly you report an incident. It's important to report violations right away so that they can be looked into and dealt with quickly. This means that parties should report potential violations as soon as they become aware of them. Parties should also know that the longer they wait to report a violation, the harder it will be to full and open review, and the more damage that could be done to TES if the accusations are proven to be true.

Process of Investigation. All claims that are made will be looked into right away. As part of the investigation, the people involved may be questioned, as well as, if appropriate, people who may have seen the claimed violations or know something about them. TES will handle reported claims in a careful and private way, as required by law and in the best interests of the company.

Keep things secret. To protect the privacy of the people involved, confidentiality will be kept during the whole investigation process as much as is possible and reasonable under the circumstances.

Protection from being hurt. As long as the claim was made in good faith, retaliating against someone who reports a violation or helps with an investigation is a major violation of this policy and is against the law. People should tell the chair of the Board about any actions that could be seen as revenge.

Action on the Spot. If it turns out that there was a violation, it will be dealt with properly. Taking responsive action could mean getting rid of leaders, officers, or members, for example.

Claim Made on Purpose. No matter how the investigation into a claim of this policy violation turns out, if it turns out that the claim was not made in good faith, the director, officer, or member could be fired; an employee could be punished by warnings, reprimands, not getting a promotion, temporary suspension without pay, a pay cut, or termination; and a volunteer could be banned from any future association. It is against this principle to bring forward a false accusation on purpose.

Board and Chief Executive Officer Partnership

DELEGATION OF POWER

THE GOAL

TES has a policy in place to make sure that everyone knows their job and who is responsible for what between the Board of Directors and the Chief Executive.

LAW AND POLICY

The Board's main job is to make broad rules that help it its financial, strategic, and resource-generating duties. The Chief Executive will continue to be in charge of all policies related to running TES.

When the Board gives someone else control over running TES, it does so through the Executive Director. The Executive Director is the only TES employee who is overseen by the Board and has full control over how the organization is run. Each Board member does not have direct control over the Executive Director or any other TES staff person. The Executive Director is responsible to the Board as a whole.

Each Board member can ask for material that goes beyond what the policy requires. But in the end, the Executive Directors are in charge of how the TES staff's time is spent. For this reason, any request from the Board can be turned down if it takes too much time or money or gets in the way of doing normal tasks.

The Executive Director of TES has full power to hire people, set their pay, assess, train, discipline, and fire them. If a staff person who works for the Executive Director wants to settle a dispute over a claim against the Executive Director, they must follow the claim policy. The Board will not get involved in internal complaints unless they are issues that fall under the Board's Whistleblower Policy.

THE NEXT CHIEF EXECUTIVE

THE GOAL

This strategy makes it clear who is in charge at TES so that services don't stop when the Executive Director isn't there.

LAW AND POLICY

Succession in an emergency

What would happen if the Executive Director suddenly died? The temporary plan is for (1) the Assistant Director to take over, and then (2) the Office Manager. The Board will decide whether to raise someone from within or hire an Interim Executive Director and start looking for someone from outside the company.

Planned absence for good

The Executive Director will everything they can to give TES at least two months' notice that they are leaving. As soon as the Board gets notice, if needed, they will name an Interim Executive Director and start an official search for a new Executive Director.

CONTRACT AND LIMITS ON MONEY

THE GOAL

This policy makes it clear what the Chief Executive can and cannot when making big decisions about spending.

LAW AND POLICY

TES will not buy things or services from sellers or vendors with whom it has a problem with their ethics.

If you want to buy something for more than $25,000, you have to get three bids, unless doing so would hurt or interrupt your current activities. Some suppliers that might be too busy to bid more than once are those that provide insurance, legal advice, auditing, public relations, technology outsourcing, and experts whose work has been expanded. In these situations, staff are told to ask for bids on a regular basis to make sure that the prices in these contracts are fair in the market.

Trainers or major speakers at conferences are examples of possible sellers who have special skills.

The Treasurer of the Board is in charge of the method by which the Board chooses the auditor. In the other situations, contracts are looked at at least once every three years, though they aren't always put out to bid.

It is against the rules to spend more than $100,000 on one-time or capital costs that were not planned for and not have a suitable return period. Purchases made more than once for the same project are both considered capital and nonrecurring costs. When TES talks about nonrecurring expenses, they mean costs that the company doesn't expect to have every year.

FOUNDING A BOARD MEMBER

THE GOAL

Boards should be smart about how they hire new members, as this is seen as good governance. The TES Nominating Committee's job is to choose the Board leadership team that will best carry out TES's Mission, Vision, and strategic plan.

LAW AND POLICY

All of the time, the Nominating Committee will tell the Board about its work. The Nominating Committee counts on the Board to help with smart hiring during the nomination process. One way the Board helps is by sending in leads. Members of the board are asked to find suitable candidates.

ORIENTATION OF BOARD MEMBER

THE GOAL

A official orientation for all new Board members should happen before their first meeting. This is thought to be good governance. TES works hard to get new Board members ready for their jobs so that they can start being active, involved, and useful right away.

LAW AND POLICY

Every new member of the TES Board of Directors will have to go to an official orientation. As part of the orientation, important information about TES and the Board will be shown and talked about, along with computer tools. At the very least, orientation will cover the following:

TES:

Goals, Mission, and Values

The Past

Structure, Categories, Fees, and the Connection

Money and important sources of funding

Group meetings and trainings

Chart of organizations

The Board of Directors:

The Constitution and the Laws

Board Policy Guide

Members of the board and officers

Structure of committees and task forces

What board members have to do

Dates of board meetings

Key problems for TES in terms of strategy

Culture of the Board:

Culture and rules in the boardroom

Things that matter

How decisions are made

Talking to each

DESCRIPTIONS OF OFFICER JOBS

THE GOAL

This policy makes it clear what the Officers of the Organization are supposed to do.

LAW AND POLICY

The Executive Committee is made up of four (4) TES Officers. President, Vice President, Secretary, and Treasurer are the leaders in this group ("Officers"). The Officers are responsible for the following:

The Executive Committee

The Executive Committee's job is to give advice to the President and plan how the Board's work will be done. Along with the duties of every Board member, the Officer is also responsible for the following:

First Lady

If you pick someone to be President of TES, that person will run all of the meetings of the Board of Directors. The President is in charge of making sure that the Board's methods are honest. There are no exceptions to this rule in the bylaws. The President must suggest people to the Board for approval to serve on any Board committee and/or Special Board groups. Every direction and decision made by the Board must be carried out by the President. The President will speak for the Board in areas where legislation gives her that power. The President will also any other tasks that the Board asks of them.

In charge of

The Vice President's job is to get ready to be President and any other tasks that the Board of Directors gives them.

Thank you,

The Secretary must either give notice of all Board meetings or make sure that notice is given. The Secretary is also in charge of keeping minutes of all meetings.

Money Keeper

The Treasurer is TES's chosen financial officer and is in charge of making sure that the Board's process for checking fiscal performance against criteria set out in Board policy works and that the Board is involved in making financial policy.

INSURANCE POLICY FOR DIRECTORS AND OFFICERS

THE GOAL

Directors' and Officers' (D&O) insurance shields TES, its Board, Officers, workers, and supporters from being sued for "wrongful acts" while running the organization. "Wrongful acts" include claims of breach of duty, mistakes and failures, and other actions that hurt TES and/or its users. The D&O policy does not cover loss for harm to people or damage to property; the general insurance policy does.

LAW AND POLICY

Directors' and Officers' insurance is something that TES keeps up. It protects both TES and the Board that makes decisions on its behalf. You are covered for up to $2 million per event and $4 million per year in risk. What's covered is:

Costs of defense

If there is a claim, TES's insurance company needs to be consulted about the choice of legal lawyers.

Insults and lies

It covers claims that might come up because of things that are written or spoken on behalf of TES.

Suits involving employees

The insurance added employment-related claims, like claims of unfair firing or discrimination, to its coverage.

Ability to Cut

It is assumed that all entry claims are true. As long as someone knows about a fact or claim, service wouldn't be canceled for everyone. Coverage would only be canceled for the person who knew about a claim.

SUPERVISION OF FUNDS

THE GOAL

A governing Board's legal duty includes keeping an eye on finances in the right way. This policy spells out the most important parts of the Board's job to keep the money and assets safe.

LAW AND POLICY

The Board is in charge of keeping an eye on TES's finances.

Approval of the annual budget

Approval of the budget is one of the Board's main jobs, and therefore one of the most important ones. This is how they can tell if the group is being run well. While the staff makes a budget that shows TES's goals and makes smart use of its money, the Finance Committee will be there to help. Before the full Board talks about and approves the budget, the Treasurer looks it over and talks about it.

The Board's acceptance of the budget shows that they trust the ED to run TES in a way that follows the general sharing of resources. Before the beginning of the new fiscal year, the budget will be set.

Look over the financial records

Every so often, the Treasurer looks over the financial records, and at least every three months, the whole Board will the same. Statements will be given to the Board for review before the meeting. Each member of the Board should know how to read a financial statement and be able to ask appropriate questions about how cash flow, earnings, and costs relate to budget, liquidity, and the variety of funding sources.

Audit Every Year

The yearly Audit will be run by the Executive Director and Treasurer. The Board will choose the auditor every year.

Form 990

Every year, all tax-exempt groups have to give the IRS information about their finances and other actions, such as their government. The audit company will write the Form 990, and TES staff will review it, sign it, and send it in by the due dates each year. The Board will look over the paper before sending it in. Members of the board should think about whether the information is correct and whether law requirements are being met. If they aren't, then methods should be looked at again. TES's Form 990 has a number of questions about how the organization is run. The Board will what it can to make sure that these questions are answered honestly and in TES's best interests.

RAISING MONEY AND GIVING

THE GOAL

The organization's Board of Directors is in charge of making sure it has the money it needs to stick to the budget and carry out the strategic plan. People, businesses, and foundations usually expect Board members to give money to the group and help raise money for it. The goal of this Fundraising and Giving Policy is to make sure that each Board Member knows what she needs to to help TES raise money.

LAW AND POLICY

The Board has decided to give all of its money away. Members of the board are supposed to give TES an unlimited amount of money every year.

The amount of a contribution is up to the Board member, but it should be in line with these guidelines:

Every gift you give every year should be personally important to you.

Board members will fill out a yearly pledge form so that promises can be kept track of.

People on the board can pay with a credit card or over time.

Every member of the Board is also expected to help TES raise money for events, programs, and projects that the group supports. This could mean making connections and getting to know potential donors, as well as soliciting donations and doing care tasks with people who have already given money. The staff and board members will work together to raise money.

HOW TO MANAGE RISK

THE GOAL

It is the job of the ruling Board to find and reduce the organization's risks. There are many types of risks, such as those related to brand integrity, data security, privacy, insurance coverage, financial investments, executive privacy, and League members' actions and behavior. This policy spells out how the Board will handle risk management.

LAW AND POLICY

TES looks at risk management through two lenses: what are the biggest threats to our business, and how can we lower them? What risks does the Board need to think about in order to move the Mission forward?

Every person is responsible for finding and reducing risk all the time. The Board as a whole will talk about risks when dealing with changes in the environment, choices, projects, and investments. It will also talk about its biggest weaknesses and how to make them less dangerous from time to time.

PLANING AND SUPERVISION FOR STRATEGIES

THE GOAL

Boards must work together with staff on strategic planning to make sure that opportunities, organizational needs, challenges, and goals are seen and that everyone has the same idea of a well-thought-out plan or framework for the future. This policy lays out the main parts of strategic planning while still allowing for adaptability and speed in the process.

LAW AND POLICY

Every three to five years, TES will a process of strategy planning. The goal is to think about new trends in a world that is changing, to figure out what the most important things are for moving the Mission forward, and to choose the most important projects and/or plans to carry out in the coming years. The Mission, Vision, and priority tactics that will lead TES into the future will be shown in the Strategic Plan/Framework. It will help with making budgets and allocating resources in the future.

The process will include feedback from the Leagues that has been gathered (for this or another reason) and changes in the outside world that affect the group. The end Strategic Plan/Framework will teach and tell the company and other important people about TES's objectives. The Board will be responsible for the Strategic Plan/Framework and will keep an eye on things to make sure the goals are being met. If necessary, the Board will also be able to change the plan.

THE NETWORK

THE GOAL

LAW AND POLICY

Some general rules

These rules are meant to show how our ideals should be shown in the online and social media space, and they should help you connect, whether you are doing it for yourself or for the company.

Fan Page and Group on Facebook

Show what we believe in.

TES's principles are respect, community, leadership, service, freedom, variety, and working together. Please keep these in mind. You can disagree, but you shouldn't turn your difference into personal attacks, swearing, or other hurtful and insulting words. Posts that don't fit with TES's ideals may be taken down.

Limit promoting yourself.

Only people who are interested in TES can talk in the Facebook group. It's possible to delete a comment or talk that only has a link to your blog, a product, or a story on another site. Posts about job openings, outside events, or people who need personal help or advice may be taken down.

Don't use bad language or broad statements.

Comments with bad language are automatically held until they are reviewed by a manager. The statement might be taken down depending on what it's about. Words that are used to insult, annoy, or stir up trouble will always be taken down.

Also, comments or posts that make broad statements about whole groups of people, are racist, bigoted, homophobic, or misogynistic will be taken down.

Stay on subject.

Make sure that your topic fits with the Group's main idea.

Treat other people with care.

Comments that are cruel, threatening, or annoying may be taken down. If you don't have something good to say about someone, don't say it. We will not stand for personal threats or abuse. Be kind to other people because you want to be kind to others.

Please let us know about your issues.

Please email us at k..n@tes-al.org if you have any questions about editing choices like bans, closed posts, or comments that were removed.

Each staff member, service member, and board member

The privacy of other people. Before you share any personal or identifying information, like photos, make sure you have permission from the people you help, like other volunteers, leadership, staff, community partners, and donors. This is when you might need to use a normal picture release form to get permission. As a general rule, don't share information or pictures of children online until you have their permission and/or permission to so. The privacy rights of the people who are talked about or shown should be the most important thing.

Information that is private. The point of social media is to make it easier to share information, but some information should stay private because it is important. If someone has asked you to keep something secret, so. If you're not sure, ask.

Communication Types: Official and Unofficial. Make sure to say that your thoughts and views are your own if you are not allowed to talk for TES in an official role. If you are not officially speaking for TES, give your information some background by saying who you are and how you are connected to TES. Members of the board should think about putting a statement on their personal website, blog, or network that says something like, "The views expressed here are the personal opinions of (TES member's name)." Temporary Emergency Services hasn't read or cleared the material, and it doesn't always reflect the views of those groups.

The things listed above don't mean that TES users can't or shouldn't make social networking accounts and use them and post on them often. If people this, they can say that they are members of TES, but they can't use the TES badge. TES will keep an eye on sites and get in touch with Leagues that don't follow the rules.

Do the right thing. It can be hard to take back content that you post on a blog, Facebook, Instagram, LinkedIn, Twitter, or any other social network. Respect the viewers with what you write. When you disagree with someone, you can say so, but you should not get personal or use swear words or other hurtful or offensive language.

Work with others. If you use information from another source in a blog post, a tweet, or any other way, make sure you give credit to the original source. Adding a link to the original source of the information and/or giving thanks to the author is an easy way to this. Most of the time, people who make content like it when other people link to and share it. If you this in a way that respects the creator's intellectual property, you might gain an online friend.

It's not private to be personal. Social media is personal by its very nature. Personal does not mean secret, though, so keep that in mind. Google may be able to find the things you put on social media sites if they are set to public. Even if you make your personal social media sites private, people you know may still be able to copy and send other people your posts. So, when you post something on social media, even if it's something personal, you should know that it will be seen by everyone.

So, if you use your personal social media accounts to talk about or bout controversial topics, think about how that material will look to TES members, coworkers, and other people you deal with. If you have ties to TES members, coworkers, or friends, you might want to put a statement on your content that says it has nothing to with Temporary Emergency Services.

To learn more about warnings, please read "Official vs. Unofficial Communications."

Regularly check. Check in on your social media activities often to see how useful they are, how well you're improving the quality and amount of your community contacts, and whether or not you're helping to spread the word about TES.

Regularly and often take part by adding value to online conservations

Do something on social media every day.

Help people get in touch with each other so they can learn from each other.