Amber · Board President
Strengthening Lab
Two · One Aspiration
3 Minimum · 20 Maximum
Engagement Phases
1
of 4
Phase One
Governance Foundation & Bylaws Modernization
Complete
March – July 2026
Deliverables
- ✓Original bylaws reviewed — drafting errors and structural gaps identified
- ✓Full bylaws redraft completed — reorganized into 13 articles with numbered sections
- ✓Two-body governance structure dismantled — single Board of Directors model established
- ✓Committee article added — Executive Committee formally defined and authorized
- ✓Conflict of Interest policy drafted — IRS 501(c)(3) compliance requirement met
- ✓Nondiscrimination article added
- ✓Executive Director provisions drafted — founder transition path established
- ✓Voting thresholds standardized — tie vote resolution clarified
- ✓Indemnification articles consolidated into single clean article
- ✓Change memo delivered documenting every revision and rationale
- →Board resolution script prepared for formal adoption meeting
- ○Bylaws formally adopted by Board vote and recorded in minutes
2
of 4
Phase Two
Program Architecture & Financial Documentation
Active
July – August 2026
Deliverables
- ✓Program Builder workbook completed for both active programs
- ✓Program narratives written — Sista to Sista Mentorship and Sista Soul Sunday
- ✓Strategic framework developed and presented in deck format
- ✓Program budgets built with full line-item detail and assumptions
- ✓Operating budget developed — revenue, G&A, and program roll-up
- ✓Board-certified financial statement prepared for funder submission
- →Financial statement signatures obtained from President and Treasurer
- ○Strategic framework confirmed and adopted by client
- ○Membership structure decision finalized — paid vs. free tiers
- ○Program narratives finalized and incorporated into grant language library
3
of 4
Phase Three
Financial Systems & Compliance Infrastructure
Upcoming
September – October 2026
Deliverables
- ○Bookkeeping system established — chart of accounts aligned to program structure
- ○All organizational transactions consolidated into the checking account
- ○Donor acknowledgment letter template created — IRS-compliant language
- ○Donation tracking and receipting process established
- ○Transition from 990-N to 990-EZ filing strategy documented
- ○Compliance calendar built — filing deadlines and board meeting schedule
- ○D&O and general liability insurance quotes obtained and reviewed
- ○Google Workspace for Nonprofits and TechSoup enrollment completed
- ○Cloud-based file structure established for organizational records
- ○Records retention practice documented per bylaws requirements
4
of 4
Phase Four
Funding Readiness & Capital Development
Upcoming
October – December 2026
Deliverables
- ○Grant readiness assessment completed — gaps identified and addressed
- ○Candid (GuideStar) nonprofit profile created and verified
- ○Impact metrics framework established for both programs
- ○Participant tracking and outcome measurement tools implemented
- ○Grant Resource Kit delivered — funder categories and application strategy
- ○Priority funder list developed with alignment rationale
- ○Case for support drafted — one-page organizational overview for funders
- ○Board development plan — recruitment strategy and role clarity
- ○Year-round donor stewardship practice established
- ○Engagement wrap-up session and Priority Action Roadmap delivered
Advisory Flags & Notes
Board Composition Language
Current §3.03 ties board membership to race and specific professional certifications. This raises legal and ethical concerns and may conflict with the new nondiscrimination article. Three alternative framings have been prepared that preserve the organization's identity without creating exclusionary criteria.
Critical — Client Decision Required
Financial Activity Outside the Account
The organizational checking account shows minimal activity while the expense records reflect thousands in program spending. Transactions occurring through personal accounts or cash create audit exposure and weaken the organization's financial credibility with funders.
Critical — Address in Phase 3
Founder Transition Not Yet Planned
The Founder currently serves as Board President with a stated intention to move into a paid Executive Director role. Bylaws provisions are now in place, but the actual transition requires board independence, a formal compensation review, and resignation from the board before it can occur.
Critical — Plan Before Executing
Membership Structure Undecided
The bylaws contain placeholders for General and Voting Member definitions. The client has raised the possibility of a paid youth membership tier. This must be reconciled with the stated commitment to free programming in the purpose section before the bylaws are adopted.
Caution — Resolve Before Adoption
990-N Limits Funding Access
The 990-N postcard contains no financial data. Funders requesting financial documentation receive nothing usable from it. Transitioning to the 990-EZ — even while under the filing threshold — creates a public financial record that can substitute for audited statements.
Caution — Implement Next Filing
Consistency Is the Strongest Asset
Ten girls show up every Wednesday. Women gather every third Sunday. That consistency — not scale — is what funders in youth development and community mental health are trained to look for. The work already exists. Phases 3 and 4 translate it into language and evidence funders can act on.
Info — Asset to Build On
Board of Directors — Current Roster
A
Amber
Board President · Authorized Contact
Primary point of contact for the engagement
+
Treasurer — To Be Confirmed
Required signatory on financial statements and expenditure approvals under revised bylaws.
+
Board Seats — Open
Minimum of 3 directors required. Independent directors become essential if the Founder transitions to a paid role.