LCC Policy

Longfellow Community Council (LCC) seeks approval of bylaw amendments

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Longfellow Community Council (LCC) seeks approval of bylaw amendments and a plan modification to reallocate unfrozen Neighborhood Revitalization Program (NRP) funds at the April 23, 2019 General Membership Meeting

Bylaws (additions are noted in bold)

Article VI.  Board of Directors, F. OFFICERS,

d). Only members of the new Board will have a vote in the election of officers. The election for President will be held first. Only members who have served for at least one year of a term will be eligible to serve as President.  In the event that no member interested in the position meets the eligibility requirement the full board will be responsible for resolving the issue.  This may be done by appointing an interim President, waiving the eligibility requirement or an alternative remedy. 

Reallocation of unfrozen NRP funds

In January 2019 the LCC Board of Directors approved the following:

Motion to approve the reallocation of a total of $345,971.64 ($172,985.82 in 2019 and $172,985.82 in 2020) to Phase II Administrative Support (Implementation and Administration 1.B.1.) from the following strategies:

  1. Home Improvement Program (Housing 7.A.1.) – $106,805.47 ($71,805.47 of Action Plan Funds and $35,000 of Program Income)
  2. Incentives for Sustainable Technologies (Housing 7.A.2.) – $70,000
  3. Housing Development Incentives (Housing 8.A.1.) – $79,667.35
  4. Commercial Revitalization Staff Support (Commercial Revitalization 10.A.1.) – $39,998.82
  5. Improve Bicycle and Pedestrian Conditions (Commercial Revitalization 10.C.1.) – $18,500
  6. New and Existing Business Staff Support (Commercial Revitalization 11.A.1.) – $31,000

Background:  In February 2017, the Minneapolis City Council voted to restore $9,141,951.05 of frozen Neighborhood Revitalization Program (NRP) funds to Minneapolis neighborhood organizations.  Funds were required to be allocated in two-year cycles through the end of 2020.  In 2017, the LCC Board of Directors and the General Membership approved an allocation of $345,971.64 to be used to fund NRP program/project strategies in 2017 and 2018. 

 The LCC general membership will vote the ratify the motion of the LCC Board of Directors.  The Neighborhood Revitalization Program (NRP) and Neighborhood and Community Relations Department (NCRD) require that Plan Modifications/financial actions greater than $25,000 require community notification and a community vote for approval.

 

 

Join the 2019-2020 LCC Board of Directors!

Residents and businesses of Greater Longfellow are invited to run for a seat on the LCC Board of Directors.  There are 11 open seats including one seat for a local business representative.  Joining the LCC Board is a great opportunity to volunteer in the community, join LCC committees and work with community members to develop projects, programs and activities to improve the community.  No experience is necessary to run for the board.  You must be at least 16 and willing to commit to up to 8 hours per month to participate in board and committee meetings and events.  Board meetings are held the 3rd Thursday of the month.  In order to run for a board seat all you need to do is attend the April 23rd General Membership meeting (see advertisement on this page) and have someone nominate your or nominate yourself.  We encourage people from all walks of life to run for a Board seat.  We value a diversity of opinion, background, economic status, culture, homeowners and renters.  For more information you can find the Board member job description at (https://wordpress.com/page/longfellow.org/251 or you can call or email LCC’s Executive Director Melanie Majors at 612-722-4529 ext. 14 or melanie@longfellow.org

 

Board of Directors Job Description

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Neighborhoods Stacked with HeartLongfellow Community Council
Board of Directors
Job Description

Updated: March 2018

Title:   Member, Longfellow Community Council Board of Directors
Reports to:   Membership
Objective:   To protect the assets of the Longfellow community, to represent the interests of identified constituencies, to promote the steady growth of the Longfellow Community Council, and to be catalysts for active citizen participation in the community.

Responsibilities:
(These responsibilities are outlined in detail below)

  • Hire and supervise Executive Director (Executive Committee)
  • Set the strategic direction and policies of the Longfellow Community Council
  • Monitor and understand the organization’s financial condition
  • Secure a fundraising plan
  • Represent the organization appropriately at both neighborhood and city-wide events
  • Create a manageable structure
  • Operate within legal and ethical guidelines
  • Set a positive example for current and potential board members
  • Make annual personal [and/or professional] financial commitment to LCC

Time Commitment:

  • Attend regularly scheduled board meeting – 10-11 per year, held on the third Thursday of every month
  • Participate actively in one or more committees
  • Attend General Membership Meetings (2 times per year), held in April and October.
  • Attend scheduled board retreats, planning meetings, workshops or other board development activities
  • Attend, support and participate in special events

Detailed Responsibilities:
I.  Hire and supervise the Executive Director

  • Determine the qualifications necessary for the position and prepare or review a written job description
  • Develop a compensation system
  • Provide yearly performance review

II.  Set strategic direction and policies

  • Develop values, vision, and mission statements
  • Set realistic goals and objectives to accomplish the mission
  • Review the mission and goals at least annually
  • Work with the staff to prepare a long-range plan for the organization
  • Spend at least one day per year developing annual and long-range plans for the organization
  • Adopt policies to guide the staff, and record them in board meeting minutes and board policy book
  • Maintain and review personnel policies

III.  Monitor and understand the organization’s financial condition

  • Approve the budget for the organization
  • Regularly review the organization’s overall financial condition; take corrective action if financial condition is less than desired:
  • Financial statements (monthly)
  • Financial projections
  • Audits
  • Compare monthly and annual performance to established budgets and forecasts; find ways to reward achievement of established operating goals; determine reasons for, and take measures to improve poor performance
  • Safeguard and manage the organization’s assets
  • Internal control (segregation of duties and financial policies and procedures)
  • Compliance with federal and state regulations [501(c)3]
  • Oversight of financial record keeping

IV.  Fundraising

  • Create a fundraising plan
  • Help with the organization’s fundraising
  • Help to diversify fundraising sources
  • Look for creative ways to raise money
  • Oversee fundraising records

V.  Represent the Organization

  • Work to maintain and extend public image – all board members are ambassadors
  • Represent the community’s interests by collecting information on their needs and sharing information on the organization’s goals and plans
  • Provide the community with reports on annual performance by working with the staff to plan and conduct annual meetings
  • Work with LCC staff to distribute Welcome Packets, flyers and other communications in the community

VI.  Create a Manageable Structure

  • Have job descriptions for directors and officers
  • Delegate responsibilities to committees
  • Follow articles and bylaws
  • Orient new board members
  • Evaluate performance of the board
  • Maintain board records, including minutes
  • Follow Roberts Rules of Order

VII.  Operate within Legal and Ethical Guidelines

  • Read, understand, and conduct business according to the organization articles and bylaws
  • Understand all contracts in which the organization enters with board authority
  • Do not compete with the organization to its detriment or stand in the way of an organization opportunity
  • Do not act independently on matters which should be decided by the entire board
  • Hold all matters involving the organization in confidence until they have been publicly disclosed, or unless you are sure the information is a matter of public record or common knowledge

VIII.  Set a Positive Example for Current and Future Board Members

  • Attend all board meetings if possible and be prompt and attentive; absences from board meetings does not constitute freedom from responsibility for board decisions; actively participate in board decision-making process
  • Attend regular training to keep abreast of current trends and practices
  • Give as careful attention to the affairs of the organization as you would to your own business
  • Work as a team with other board members
  • Support the decisions made by the majority of the board, unless the actions are unethical, irresponsible, or illegal; if you disagree with a board action, have your dissenting vote recorded in the meeting minutes
  • Read and understand the policies, articles, and bylaws of the organization
  • Read and review the monthly financial statements and related information prior to board meeting
  • Participate in Longfellow Community Council activities
  • Participate in at least one LCC Committee