Describe activities that create an open and transparent system of accountability in your organization (e.g., 1. Our organization has adopted the basic principles of the Sarbanes-Oxley... 2. Following our annual risk prevention and management review, our conflict of interest policies were revised in response to...). Provide specific examples of how your organization provides access to information about programs, services, and finances to your stakeholders and the public.Describe the organization's efforts to eliminate internal and external barriers to achieving accountability.
MHCO has ethical and professional accountability standards in program, services, and financial policies and procedures. MHCO relies on activities that create an open and transparent system of accountability in caring for residents and demands strict adherence to moral and ethical standards in conducting business.A system of internal and external communication, goal and outcome measurement, and supervision has been designed to create an atmosphere of transparency and accountability. Information is shared to best determine the course of action, allocate resources, determine progress, and provide an evaluation process for activities, events, and initiatives.
MHCO is committed to sharing information, receiving feedback, and planning through internal meetings designed to bring transparency to operations and decision making.Internal barriers to accountability are minimized through systems of communication.Internal communication formats include, but are not limited to: weekly department head meetings, monthly all staff meetings and training, monthly PQI Subcommittee meetings, monthly PQI Core Group meetings, monthly Finance Committee meetings, quarterly Training Committee meetings, semi-annual Safety Committee meetings, weekly supervisor team meetings and training, monthly Staff Advisory Committee meetings, monthly Independent Living Program team meetings, monthly Direct Care team meetings and training, quarterly calendar planning meetings, recreation department meetings, weekly School of Graphic Arts team meetings, individual supervisory sessions, quarterly staff newsletters, and daily memos sent by email to all personnel.Internal communication formats with residents include, but are not limited to: monthly resident trainings, weekly cottage meetings, quarterly Campus Tracks newsletters, quarterly family newsletters, quarterly Resident Advisory Committee meetings, and individual supervisory sessions.
MHCO has an extensive external stakeholdersnetworkof Masons, Ambassadors, alumni, donors, and community partners across the state.MHCO strives to share pertinent information with these stakeholder groups and through a variety of mechanisms.Stakeholders can verify our financial receipts by viewing our IRS 990 tax forms on the NC Secretary of State website.This website also poststhe MHCO license of solicitation annually. Records of receipts, expenses, activities, and programmatic outcome information can be found in the MHCO Annual Report.The Annual Report is mailed to all donors, board members, alumni, and other community members.Annual Reportsare available on the MHCO website.MHCO continues to conduct quarterly meetings of our Community Communication Committee.This committeeincludes community stakeholders from education, social services, higher learning, public safety, constituencies, civic organizations, and community associations. These stakeholders meet withboard members and MHCOpersonnel to discuss aspects of MHCO operations and community needs.MHCO encourages open and honest discussion regarding the perceptions and realities of services provided to residents, while protecting individual confidentiality.This forum has led to establishment of open lines of communication and accountability.
Program staff participates in community roundtables on education, social service, and activities, providing opportunities for open and transparent discussion aboutprograms and resident outcomes.MHCO employees participate with many community groups including the Rotary Club of Oxford, Kiwanis Club, Granville Chamber of Commerce, Granville Education Foundation, and Benchmarks.These external opportunities for community interaction and communication have led to a better level of service for residents and a greater awareness of the childcare community, community needs, and resources.
The recently restructured PQI process involves a review of incidents, grievances, and other professional conduct issues and provides opportunities forstakeholders to participate or observe.With the recent addition of a PQI Director, MHCO is further developing the PQI process. The PQI Committee meets quarterly and includes representatives of both internal and external stakeholder groups. The PQI Committee will discuss data trends identified and various plans for improvement. MHCO is conducting a more inclusive strategic planning process to prioritize goals aligned with measurable data and outcomes.These outcomes and data will become the focus for various departments and individual performance evaluation goals and outcomes.These refined practices will promote more effective monitoring of trends, progress, and the sharing of outcomes relating to all services, programs, and significant developments or initiatives.
MHCO has positive and supportive relationships with local media resources including The Oxford Ledger, Henderson Dispatch, 98.3 FM, and 1450 AM.These media resources are open to reporting on events, sharing agency needs, or providing advertisements and Public Service Announcements.Reporters sometimes cover events such as the Masonic Homecoming Festival or Public Service Appreciation Day.The papers allowpersonnel to submit articles and pictures, such as the panel discussion held regarding policing and community relations.Radio stations have allowed on-line interviews to support the Meet and Greet event for the newly unveiled Master Plan to help solicit community feedback.These resources are crucial to help inform the community about MHCO’s successes or address any community concerns.
Cite two examples of activities or decisions that your agency has made that demonstrate implementation of its conflict of interest policy (e.g., 1. A member of the agency's community advisory board stood to make a profit on the leasing of her property to the state. She removed herself from the discussion about the leasing agreement. 2. Clinical staff must sign waiver of clearance with private practice clients.).
In Spring 2016, an individual suggested he wanted to honor his father, an MHCO alumnus, by doing something to start restoration on the Walker Building. The Administrator discussedthe need for a new roof on the Walker Building and the individual asked us to pursue bids for the project.Upon receiving several bids, the individual was concerned about the price and asked the Administrator to consider a bid from a contractor he knew.The suggested contractor’s bid was one of the highest, and was accepted. Thecontractor had difficulties providing MHCO clear proof of adequate liability insurance.In addition, MHCO discovered that the contractor was the spouse of the donor’s financial advisor.MHCO suggested to the donor that another contractor would be more suitable due to insurance and cost.The donor presented a check for the full amount of money of the contractor’s bid and insisted we would use his suggested contractor.He shared that he had borrowed against future earnings in his investments to provide the donation.The Financial Development Director, Chief Financial Officer, and Administrator met to discuss this situation and agreed there was a conflict of interest in the donation.The check was returned with a letter explaining the decision.
In Fall 2014, bids were taken to improve lighting across campus.The Financial Development Director gathered various bids.One bid received was from a Mason whom the Financial Development Director knew personally.The Financial Development Director recused himself from the bid selection process and did not share which bid was submitted by the individual.The Chief Financial Officer, Maintenance Director, and Administrator processed the bids.The individual’s bid was selected based on the merit of the bid, including a phase-in construction plan.
Provide any additional information that would increase the Peer Team’s understanding of how your organization’s ethical practice(s) sustains the public trust of the organization, and impacts its viability and sustainability.
MHCO maintains employee rights, grievance policies and procedures, and whistleblower protections. These ethical practices are explained and enumerated to personnel during new employee orientation and annually during in-service training.The Board of Directors and personnel review the conflict of interest policy and sign agreements of understanding annually.MHCO’s conflict of interest policy includes conflicts of interest regarding the service decisions forresidents and referral conflicts.The Board of Directors Policy and Personnel Committee and Program Planning Committee review policies and procedures to ensure operations comply with accepted legal and ethical standards.Pertinent policy and procedure revisions are sent to the licensing authority for review, feedback, and approval.
MHCO strives to maintain professional and ethical standards relating to donor relations and fundraising by adhering toaccountability standards outlined by the National Association of Fundraising Professionals Donor Bill of Rights, Code of Ethical Principles, and Standards of Professional Practice ( rights and standards are displayed in the Cobb Center for donor and visitor reference.