Call to Order, Roll Call, Review and Approval of Agenda, and Adoption of Minutes
The American Council of the Blind (ACB) Board of Directors met on Saturday, February 23, 2019 at the Crowne Plaza Old Town Alexandria Hotel in Alexandria, Virginia. President Kim Charlson called the meeting to order at 9:11 a.m. At the call of the roll, the following board members were present: Kim Charlson, Dan Spoone, John McCann, Ray Campbell, David Trott, Jeff Bishop, Denise Colley, Sara Conrad, Dan Dillon, Katie Frederick, Jim Kracht, Doug Powell, Pat Sheehan, Michael Tally and Jeff Thom. Mitch Pomerantz join the meeting by phone shortly after roll call. Board of Publications Member Deb Cook Lewis was present representing that body. Staff present: Eric Bridges, ACB Executive Director, Kelly Gasque, ACB Executive Assistant and Media Design Specialist, Clark Rachfal, ACB Director of Advocacy and Governmental Affairs, Claire Stanley, ACB Advocacy and Outreach specialist, Tom Tobin, ACB Director of Development, Jo Lynn Bailey-Page, ACB Grant Writer and Nancy Marks-Becker, ACB Chief Financial Officer. Following roll call, several guests introduced themselves.
President Charlson reviewed the agenda. Powell moved and Bishop seconded adoption of the agenda as presented, the motion carried. McCann moved and Colley seconded ratification of the email vote approving the November 27 and December 3, 2018 meeting minutes, the motion carried.
President’s Report
ACB President Kim Charlson presented her report. Highlights included:
- Several members of the ACB Board of Directors met with AIRA Chief Executive Officer Suman Kanuganti on Friday, February 22. Those present indicated they had a wide-ranging discussion of several issues from specials for ACB members to plans for the future, to ideas on how to spread the word about AIRA and make it work for more people. It was mentioned by attendees at the meeting that Suman was taking very good notes, and how fortunate we were to get as much time to meet with him as we did.
- Kim brought forward a request from the World Blind Union for contributions to help support the 2020 WBU General Assembly to be held in Madrid, Spain. Pomerantz moved and Kracht seconded that ACB amend our 2019 budget and make a $500 contribution to this effort, the motion carried.
- ACB Auction Committee Chair Leslie Spoone asked that each member of the ACB Board of Directors contribute an item worth at least $50 to the ACB Conference and Convention auction. By consensus, the board agreed that these contributions would be made.
- Kim reviewed the proposed ACB Code of Conduct policy which had been disseminated to all board members prior to the meeting. After much discussion, Pomerantz moved and Sheehan seconded that the Code of Conduct policy as presented to the board be approved as an interim policy, and a committee composed of experts in current law and the Chair of ACB’s Constitution and Bylaws Committee be established to draft the Code of Conduct Policy in final form, and put in place recommendations to implement the policy including proposing appropriate changes to ACB’s Governing Documents to be presented to the ACB Board of Directors by June 1, 2019, the motion carried. The interim Code of Conduct policy is attached to these minutes.
Dan Spoone and Claire Stanley acknowledged the JP Morgan Fellows in attendance at the DC Leadership meetings, and thanked JP Morgan Chase for making 10 scholarships available to allow these individuals to attend. The winners were: Daisy Siobhan Russell, Massachusetts; Brooke Jostad, Colorado; Nicholas McNeill, Florida; Greg Lindberg, Florida; Minh Ha, Massachusetts; Maria Kristic, New York; Lisa Cushman, California; Cory Kadlik, Massachusetts; Amanda Selm, Kentucky; and Matt Selm, Kentucky.
Campbell moved and McCann seconded acceptance of the President’s report, the motion carried.
Staff Reports
ACB Executive Director Eric Bridges began presentation of the staff reports. Highlights included:
- ACB has $140,000 in sponsorships pledged for the 2019 Conference and Convention. We have received $23,500 in sponsorships for the DC Leadership Meetings.
- ACB has received an anonymous donation to assist with interior design modifications and technology and other upgrades in our Alexandria office.
- Eric indicated that, unfortunately, starting in 2020 ACB will need to find a different hotel in which to hold our DC Leadership meetings. By consensus, the board agreed that a resolution of thanks and appreciation to the Crowne Plaza Alexandria Old Town hotel should be prepared and communicated to hotel management.
- In December, 2018, Eric keynoted the employee awards event for the Association of Vocational Rehabilitation and Employment (AVRE) in New York. He also met with several individuals at AIRA headquarters in California to gain a better understanding of their business and challenges and ways ACB and AIRA can work more closely together. He also met with the San Francisco Lighthouse and Uber to discuss various issues and opportunities.
- Eric again attended the Cavalino Classic in Florida from which ACB receives an annual contribution. He has eight meetings already scheduled with various companies during the CSUN conference in March, 2019. He will also be traveling to Houston to meet with representatives of AT&T discussing healthcare related items.
- Eric and Nancy Marks-Becker have been working with Cisco to bring the enterprise accessibility solution for their phones to Ring Central. There should be a joint announcement from Cisco and ACB within the next month or so regarding this.
- ACB Braille Forum Editor Sharon Lovering and ACB Executive Assistant and Media Design Specialist Kelly Gasque were recognized by the board for the time and hard work they have put into preparing for the DC Leadership meetings.
ACB Director of Advocacy and Governmental Affairs Clark Rachfal introduced himself to the board. ACB Advocacy and Outreach Specialist Claire Stanley discussed several advocacy issues that ACB has been working on. She mentioned the weekly advocacy podcast where various advocacy projects the staff is working on are highlighted. We are continuing our relationship with the Washington Lawyers Committee; they are helping us with some Centers for Medicare and Medicaid services (CMS) and diabetes issues. We will be engaging in work with them on issues surrounding absentee ballots. Claire has a working group of individuals with diabetes taking a deep dive into access to devices to manage this condition. We are exploring several routes including legislation, litigation and regulation to get this achieved.
Claire indicated we are working with America Walks on issues around safe sidewalks. We also continue working with the Coalition of Citizens with Disabilities on a variety of issues. Claire reminded us to tell members to continue calling into the national office and letting us know about issues. Finally, Clark discussed the Transformation to Competitive Employment Act which over time eliminates Section 14C certificates from the Fair Labor Standards Act and makes grants available either to states or individuals to help certificate holders transition to competitive, integrated employment as defined under the Workforce Innovation and Opportunity Act. Clark feels that the bill as written fits with ACB’s 2013 resolution on 14C, as it phases in the elimination of 14C over time.
ACB Executive Assistant and Media Design Specialist Kelly Gasque presented her report. Highlights included:
- ACB Website, www.acb.org. She, along with Larry Turnbull and Nancy Marks-Becker meet weekly with the Louisville Web Group. They are running through the website and reporting broken links so they can be changed. Kelly will be sharing with the affiliate leadership what we need to get from affiliates to beef up the affiliate pages on our site.
- Social media: we are up to 4,044 likes on Facebook, and up to 2,619 followers on Twitter.
Jeff Bishop reported on ACB Radio and ACB Link. He reported that ACB Radio is moving along with no issues, but he didn’t have listener counts available. Regarding ACB Link, Development is underway of several ACB Link skills for the Amazon Echo platform. The idea is these skills can be used to disseminate information about ACB and not just for audio content.
Campbell moved and McCann seconded that the board go into Executive Session for discussion of legal, personnel and financial issues, the motion carried, and the board went into Executive Session at 12:17 p.m. The board returned to open session at 2:34 p.m. President Charlson indicated that the board heard updates during Executive Session, and that no motions were adopted.
ACB Director of Development Tom Tobin presented the ACB Development report. Prior to making his presentation, he asked Jo Lynn to share the news that ACB has been funded at $10,000 by the Delta Gamma foundation. She said this represents great stewardship and working closely with them through the past year in a variety of ways.
Tom shared a video with the board shot during the Annual Giving Society reception held during the 2018 Conference and Convention. Following that, after asking for questions on his written report which had been previously shared with the board, he discussed several items.
- Direct mail, year-end appeal: 2,488 packets were sent out, from which we received $6,660 from 199 gifts, average gift of $34.26 and an 8% response rate. Expenses: $2,904, giving ACB net revenue of $3,914.
- We mailed 7,786 packets to lapsed donors. From 33 gifts, we raised $1,145. Expenses were higher, so we showed a net loss, but recovered 33 donors.
- We’ve dropped a planned giving appeal that went out to just over 3,000 people.
- Our spring appeal, featuring Donna Brown will drop on March 18, along with a small re-acquisition appeal.
- Development action team: has developed advisory board white papers and compiled them into a packet that can be disseminated to current or potential board members. They continue working with the revenue generating committees in ACB to check in and see how they can help them.
ACB Grant Writer Jo Lynn Bailey-Page presented the grants report. Highlights included:
- She’s working to grow the grant pipeline to 50 submissions per year, just over 4 per month. Along with the family foundations, we’re adding more corporate as well.
- We have $700,000 in requests in the pipeline, $200,000 from one large submission which we were requested to make.
ACB Chief Financial Officer Nancy Marks-Becker presented the Minneapolis area office report. Highlights included:
- Affiliate Member Management System (AMMS) we are working through the annual membership update and certification process. A chapter tab has been added to AMMS for use by affiliates.
- Our fixed assets have been transferred from older software to Dynamic GP, and our depreciation numbers are up to date.
- The office is preparing for the audit which will take place from March 25-28, 2019.
- ACB’s investment policy has been updated to allow our investment advisor to make adjustments as necessary to achieve better rates of return while following the asset allocation limits set forth in the policy. We’ve changed from a rate of return objective to a profile model. We can better define percentages in cash, fixed income and equity.
Trott moved and Campbell seconded that the revised investment policy be approved, the motion carried. The revised policy is attached to these minutes. Campbell moved and Frederick seconded acceptance of the staff reports, the motion carried.
Treasurer’s Report
ACB Treasurer David Trott presented the Treasurer’s report. He reviewed the year-end financial statements which had been distributed to the board. Total revenue for 2018: $1,392,711, total expenses: $1,430,533. Sheehan moved and McCann seconded acceptance of the Treasurer’s report, the motion carried.
ACB Resource Development Committee Co-chairs Dan Dillon and Dan Spoone presented the RDC report. The ACB Walk Committee has set a $100K fundraising goal for 2019. While he didn’t have an exact count, Dan Dillon indicated there could be several ACB Angels honored in 2019. Regarding Monthly Monetary Support (MMS), we have around 260 members participating in this program and are shooting for 321 members participating. The ACB Holiday Auction raised over $14,000, and the mini mall had its best year ever. Finally, we need to greatly increase our members in the legacy giving society. Campbell moved and Powell seconded acceptance of the RDC report, the motion carried.
ACB Conference and Convention Coordinator Janet Dickelman presented her report. Highlights included:
- 2019 conference and convention, July 5-12, Rochester, NY: deadline for submission of registration materials, no character limit, is March 31. The no character limit is due to changing the paper registration form to show a listing of events and programs, with those wanting to register able to do so either online or by telephone. Program information is due by April 14. Registration will open May 22 for ACB members, and May 27 for anyone else, closing on June 23. Pre-registration and registration will be handled as it has been in recent years. The fall board meeting in 2019 will take place in Schaumburg, Illinois the weekend of October 18-20.
- 2020 conference and convention, July 3-10, 2020, Schaumburg, IL.
- 2021 conference and convention, July 23-30, 2021, Phoenix, AZ.
- Still working on 2022 conference and convention.
- AS part of ACB Marketplace in 2019, Independent Visually Impaired Entrepreneurs (IVIE) will have an IVIE day at marketplace on Saturday, July 6.
Campbell moved and Powell seconded acceptance of the Conference and Convention report, the motion carried.
ACB Board of Publications member Deb Cook Lewis presented the BOP report. The BOP has had a very good reception to offering themed issues of the ACB EForum. The April issue will feature a health theme. The BOP has been working to update and modernize the BOP Editorial Policy manual and will be bringing some constitution and bylaws amendments forward. The BOP is trying to make the policy manual reflect how the BOP works now. The BOP is working to improve both the large print and online versions of the Conference and Convention program. The BOP will be doing both the Candidates’ forum on ACB Radio and the Candidates’ town hall at the conference and convention. Campbell moved and Conrad seconded acceptance of the BOP report, the motion carried.
Strategic Plan Action Team Reports
The Strategic Plan action teams presented their reports:
- Affiliates and membership: Chair Rebecca Bridges reported that the action team will be beginning to dialog with affiliate leaders during the DC Leadership meetings regarding membership growth and retention and will share the results of these discussions. They are also planning to launch a campaign around using social media as a platform to increase membership and promote affiliates.
- Marketing and Communications: Chair Katie Frederick reported that the team is working through development of a communications plan, looking at what ACB is communicating and who are we communicating with. We’ve recently acquired access to Constant Contact and the team wants to see how we can use that platform to enhance our communications.
- Conventions and Meetings: Chair Janet Dickelman reported the committee is working on setting up registrations for both our DKM winners and scholarship winners. This will get them registered for the core things we want them to attend, and they can add other things if they wish. The team has worked through the issues we had in 2018 registering people for Continuing Education credits, as they expect a higher response for those in 2019.
- Advocacy, Legislation and Policy: the team has not met recently, but with Clark in place, they should be meeting soon.
Campbell moved and Powell seconded acceptance of the Strategic Plan Action team reports, the motion carried.
Officer and Board Liaison Reports
ACB First Vice President Dan Spoone reported that the Audio Description Project (ADP) is doing describer training institute, led by ADP Director Joel Snyder, during the DC Leadership weekend. Also, the Federal Communications Commission (FCC) has re-constituted their Disability Advisory Committee. Tony Stephens is representing ACB on this committee, with Claire Stanley as ACB’s alternate. Two members from the ADP, Director Joel Snyder and Carl Richardson from the Media Subcommittee are on the advisory committee, along with Sam Joehl, representing industry who is President of ACB of Virginia. Finally, the ADP is working with ACVREP on a certification of audio describers. The Subject Matter Expert (SME) committee has been established as part of developing this certification. The International Relations Committee will be featured in the December EForum themed, “Blindness around the world.”
Advocacy Committee Chair Jeff Thom reported that the Advocacy Committee is planning to hold an open conference call both to update folks on our national advocacy efforts, and to hear what issues and concerns our members have in terms of advocacy. He also mentioned an effort to “clarify” the Ability One program, stating we need to be vigilant and make sure it’s not “clarified” in a way we do not like.
Pat Sheehan reported that ACB Government Employees is focusing on employment with the Employment Committee, helping people with resume writing and other tasks to help them find employment. ACB Membership Committee Chair Ardis Bazyn reported that the next Membership Focus Call scheduled for Monday, April 29 is going to be on social media.
There being no further business, Campbell moved and Powell seconded that the meeting be adjourned. The motion carried, and the meeting adjourned at 5:03 p.m.
Ray Campbell, Secretary
Date submitted: 4/15/2019
Date approved: 5/07/19
Attachments: Interim Code of Conduct Policy, revised investment policy
ACB Draft Code of Conduct Policy
The American Council of the Blind (ACB) is committed to creating a welcoming, safe, and productive environment that is free from harassment and discrimination for all who participate in its sponsored meetings, conferences, social activities, and other events. All persons will conduct themselves in ways that reflect favorably on ACB and on the community we represent, while contributing to a culture of respect.
This Code of Conduct Policy applies to anyone who attends or participates in any manner with ACB events, including, but not limited to, members, attendees, staff members, guests, volunteers, presenters, vendors, exhibitors, contractors, and sponsors. By attending any ACB event, you agree voluntarily to abide by this Code of Conduct Policy.
Prohibited Conduct
For purposes of this Code of Conduct Policy, prohibited conduct includes any form of harassment, discrimination, intimidation, or retaliation, regardless of whether it is verbal, physical, and/or online.
Prohibited conduct includes, but is not limited to, sexual harassment, offensive or physically threatening bodily contact, written or verbal abuse, threatening or stalking, and intimidation or discrimination based on race, ethnicity, national origin, religion, age, sex, sexual orientation, physical or mental disability, physical characteristics, political beliefs, and/or other characteristic protected under applicable federal, state, or local law.
Reports and Confidentiality
Any person who believes that he or she is a victim of conduct that violates the Code of Conduct Policy or who in good faith believes that he or she has witnessed such behavior, is strongly encouraged to report such behavior to the ACB Executive Director either onsite at the event or as soon as possible afterwards.
All reports will be investigated promptly and ACB will take every reasonable effort to safeguard requests for confidentiality from witnesses and others with information.
Investigation
Investigations may be conducted by ACB, an independent party, or by a combination of both. If appropriate, ACB will involve event venue security or local law enforcement. False statements made during an investigation may result in a separate ACB investigation and/or disciplinary action.
A person who interferes in any manner with an investigation, directly or indirectly through others, including by retaliating or threatening to retaliate against a victim or witness, may face separate disciplinary action under this Code of Conduct Policy.
Disciplinary Action
In accordance with ACB standards, all violations of this Code of Conduct Policy will result in appropriate disciplinary action. At ACB’s discretion, violations may result in removal from or denial of access to any ACB-sponsored future meetings, events, and activities. Any ACB member who is found in violation of this Code of Conduct Policy may also be subject to additional actions from ACB, including suspension or expulsion from the organization.
Revised 9/11/2018
American Council of the Blind Inc
National Office
1703 N. Beauregard St, Ste 420
Alexandria Va 22311
202-467-5081
Finance Office
6300 Shingle Creek Parkway, Ste 195
Brooklyn Center, Mn 55430
612-332-3242
Investment Policy Statement
January 2019
Executive Summary
Investor:
Legal Name: American Council of the Blind Inc
IRS Tax Identification: 58-0914436
Contact Information: Nancy Marks- Becker
Background:
This IPS has been prepared by the American Council of the Blind Inc (Investor), a non-taxable entity. The assets covered by this IPS currently total approximately $3,094,036 in market value. The Portfolio is used to fund the charitable objectives of the Investor. The Investor is the legal owner of all assets included in the portfolio. All decisions made are to be based on the best interests of the Investor.
There are four separate fund categories covered by this IPS, each with its own unique risk and return profile. The first categories are as follows:
Restricted and Endowed Funds: These assets consist primarily of permanently and temporarily restricted endowed funds. These funds are primarily for scholarships, advocacy litigation and as an endowment fund. These funds may be used to advocate for the blind and visually impaired and award scholarships to blind and visually impaired students.
Board Designated Reserves: Assets in this category consist of reserves designated by the ACB Board of Directors. These funds may be used for special projects or to sustain ACB in periods of funding shortfalls.
Legacy Funds: Assets in this category consist of funds designated to ACB through legacies and bequests and may be unrestricted or restricted for a specific purpose. These funds will be used by ACB to help meet operating expenses.
Investment Income and Short-Term Cash Reserves: Assets in this category consist of income that will be used as short-term excess cash reserves.
General Statement of Objectives
The respective investment objectives for each asset category are described below. Factors considered in determining the objectives include the following:
Time Horizon
With the exception of Short-Term Cash Reserves, the investment guidelines are based upon long-term investment horizons; therefore, interim fluctuations should be viewed with appropriate perspective.
Risk Tolerances
The Committee recognizes and acknowledges some risk must be assumed in order to achieve long-term investment objectives, and there are uncertainties and complexities associated with contemporary investment markets.
In establishing the risk tolerances for each asset category within this IPS, the Committee will take into account the objectives of each portfolio and the requisite investment returns. A reasonable amount of market risk will invariably need to be assumed in order to obtain said objectives and returns.
Asset Class Preferences
The Committee understands long-term investment performance, in large part, is primarily a function of asset class mix. The Advisor has reviewed the long-term performance characteristics of the broad asset classes, focusing on balancing the risks and rewards.
History shows while interest-generating investments, such as bond portfolios, have the advantage of relative stability of principal value, they provide little opportunity for real long-term capital growth due to their susceptibility to inflation. On the other hand, equity investments, such as common stocks, clearly have a significantly higher expected return but have the disadvantage of much greater year-by-year volatility of return. From an investment decision-making point of view, a moderate amount of this year-by-year volatility may be worth accepting, provided the time horizon for the equity portion of the portfolio is sufficiently long.
The following asset classes were selected and ranked in ascending order of "risk" (least to most) according to typical asset class volatility.
- Cash equivalents, Money markets, CD’s, Agencies and Treasuries
- Fixed Income
- Alternative Investments
- US Large Cap Value
- US Large Cap Growth
- US Small-Mid cap
- Specialty‑Real Estate (REITs)
- International Equity
Rebalancing of Strategic Allocation
The percentage allocation to each asset class may vary depending upon market conditions. When necessary and/or available, cash inflows/outflows will be deployed in a manner consistent with the strategic asset allocation of the Portfolio.
The Investment Advisor shall have discretion with the management of the portfolio subject to the IPS guidelines set within this document. As such, the Advisor may change or replace one or more investment managers or mutual funds as deemed appropriate. Further, the investment managers or mutual funds have discretion to manage the assets under their purview in order to best achieve their objectives.
If the Advisor judges cash flows to be insufficient to bring the Portfolio within the strategic allocation ranges, the Advisor shall decide whether to effect transactions to bring the strategic allocation within an acceptable range.
Investment Objectives
Investment Objectives for the Endowed Account
Current Valuation: $1,187,990 at 12/31/18
Description:
Assets in this category consist primarily of permanently and temporarily restricted endowed scholarship funds. These funds are primarily for scholarships, advocacy litigation and as a endowment fund.
Endowed Account Investment Objectives:
- Provide an income stream from these investments that will be used to fund annual scholarship awards, advocacy litigation and grow the endowment Fund.
- Grow asset base to increase income for the future. It is important that the size of awarded scholarships increase over time to keep pace with the continuously increasing cost of higher education. ACB will also add to the principal balance of the investment funds through various fund-raising efforts. This can only be accomplished if sufficient total return is reinvested and new funds added to keep pace with cost increases and program expansions.
- Maximize return within reasonable and prudent levels of risk.
- Maintain an appropriate asset allocation based on a total return policy that is compatible with a flexible spending policy, while still having the potential to produce positive real returns.
Liquidity needs: Low (immediate access to principal balances not required)
Time Horizon: Greater than 10 years.
- Risk Tolerance: Maximize return within reasonable and prudent levels of risk.
- Maintain an appropriate asset allocation based on a total return policy that is compatible with a flexible spending policy, while still having the potential to produce positive real returns.
Performance Objective: The return is commensurate with a balanced profile as shown below.
Asset Allocation (Endowed Account):
Broad Asset Class / Peer Group |
Lower Limit |
Strategic Target |
Upper Limit |
Fixed Income |
15.0% |
25.0% |
40.0% |
Alternative Investments |
0.0% |
10.0% |
20.0% |
US Large Cap Value |
10.0% |
15.0% |
25.0% |
US Large Growth |
10.0% |
15.0% |
25.0% |
US Small-Mid Cap Equity |
5.0% |
10.0% |
20.0% |
International Equity |
10.0% |
20.0% |
30.0% |
Real Estate (REITs) |
0.0% |
5.0% |
10.0% |
Investment Objectives for the Long-term Reserves Account
Current Valuation: $1,226,529 at 12/31/18
Description:
Assets in this category consist of reserves designated by the ACB Board of Directors. These funds may be used for special projects or to sustain ACB in periods of funding shortfalls.
Long-term Reserve Investment Objectives:
- Income stream from these investments will be used to grow the asset base or may be assigned to grow the asset base of the Restricted and Endowed Fund category.
- Maintain asset level and principal protection.
- Grow asset base to increase income for the future.
Liquidity Needs: Moderate (Needed access to principal balances can be anticipated in advance)
Time Horizon: Greater than 5 years.
Performance Objective: The return is commensurate between a conservative and balanced portfolio as shown below.
Asset Allocation (Long-term Reserves)
Broad Asset Class/Peer Group |
Lower Limit |
Strategic Target |
Upper Limit |
Fixed income-Intermediate Fixed income |
25.0% |
40.0% |
60.0% |
Alternative Invest. (Conservative Fund of Fund) |
0.0% |
10.0% |
25.0% |
Domestic Large Cap Value |
10.0% |
15.0% |
20.0% |
Domestic Large Growth |
8.0% |
12.0% |
20.0% |
Small-Mid Cap Equity |
4.0% |
8.0% |
15.0% |
International Equity |
5.0% |
10.0% |
25.0% |
Real Estate (REITs) |
0.0 |
5.0% |
10.0% |
Investment Objectives for the Legacy Fund Account
Current Valuation: $679,517 as of 12/31/18
Description:
Assets in this category consists of unrestricted or restricted funds designated to ACB through Legacies and bequest. These funds will be used by ACB to help meet operating expenses.
Legacy Fund Investment Objectives:
- Provide an income stream from these investments that will be used to fund operating expenses.
- Grow asset base to increase income for the future. ACB will also add to the principal balance of the investment funds primarily through legacies and bequests.
- Maximize return within reasonable and prudent levels of risk.
- Maintain an appropriate asset allocation based on a total return policy that is compatible with a flexible spending policy, while still having the potential to produce positive real returns.
Liquidity needs: Low (immediate access to principal balances not required)
Time Horizon: Greater than 5 years.
Performance Objective: The return is commensurate with a balance portfolio as shown below.
Asset Allocation (Legacy Fund):
Broad Asset Class / Peer Group |
Lower Limit |
Strategic Target |
Upper Limit |
Fixed Income |
25.0% |
35.0% |
50.0% |
US Large Cap Value |
12.0% |
17.0% |
27.0% |
US Large Growth |
10.0% |
13.0% |
25.0% |
US Mid Cap Growth |
5.0% |
10.0% |
20.0% |
International Equity |
10.0% |
20.0% |
30.0% |
Real Estate (REITs) |
0.0% |
5.0% |
10.0% |
Duties and Responsibilities
Investment Committee
As a fiduciary, the primary responsibilities of the Committee are:
Custodian
Custodians are responsible for the safekeeping of the Organization’s assets. The specific duties and responsibilities of the custodian are:
Investment Advisor
The Investment Advisor serves as an objective, third‑party professional retained to assist the Committee in managing the overall investment process. The Advisor is responsible for guiding the Committee through a disciplined and rigorous investment process to enable the Committee to meet the fiduciary responsibilities outlined above.
Implementation
The Committee will apply the following due diligence criteria in selecting each money manager or mutual fund.
Certified Public Accounting Firm
The CPA firm retained by the American Council of the Blind will conduct an annual audit of the books and records of the American Council of the Blind, to include a review of all investments transactions and activities, and to ensure compliance with this Investment Policy.
Monitoring
Performance Objectives
The Committee acknowledges fluctuating rates of return characterize the securities markets, particularly during short-term time periods. Recognizing that short-term fluctuations may cause variations in performance; the Advisor intends to evaluate manager performance from a long-term perspective.
The Committee is aware the ongoing review and analysis of the investment managers is just as important as the due diligence implemented during the manager selection process. The performance of the investment managers will be monitored on an ongoing basis and it is at the Advisor’s discretion to take corrective action by replacing a manager if they deem it appropriate at any time.
The Committee will meet periodically to review whether each investment option continues to conform to the search criteria outlined in the Implementation section; specifically:
The Committee has that performance objectives be established for each investment manager. Manager performance will be evaluated in terms of an appropriate market index (e.g. the S&P 500 stock index for large-cap domestic equity manager) and the relevant peer group (e.g. the large-cap growth mutual fund universe for a large-cap growth mutual fund).
Watch List Criteria
An investment option may be placed on a Watch List and a thorough review and analysis of the investment option may be conducted, when:
The decision to retain or terminate a manager cannot be made by a formula. It is the Advisor’s confidence in the manager’s ability to perform in the future that ultimately determines the retention of a manager.
Investment Policy Review
The Committee will review this IPS at least annually to determine whether stated investment objectives are still relevant and the continued feasibility of achieving the same. It is not expected that the IPS will change frequently. In particular, short‑term changes in the financial markets should not require adjustments to the IPS.
Approved by:
Investment Committee:
Kim Charlson
President, American Council of the Blind
David Trott
Treasurer, American Council of the Blind
Michael Garrett
Chairman, American Council of the Blind Enterprises and Services
Patrick Sheehan
Director, American Council of the Blind
Eric Bridges
Executive Director, American Council of the Blind
Nancy Becker
Chief Accountant American Council of the Blind
- Prepare and maintain this investment policy statement.
- Control and account for all investment, record keeping, and administrative expenses associated with the Portfolio.
- Monitor and supervise all service vendors.
- Avoid prohibited transactions and conflicts of interest.
- Value the holdings.
- Collect all income and dividends owed to the Organization.
- Settle all transactions (buy‑sell orders).
- Provide monthly reports that detail transactions, cash flows, securities held and their current value, and change in value of each security and the overall Portfolio since the previous report
- Regulatory oversight: Each investment option should be managed by: (i) a bank; (ii) an insurance company; (iii) a registered investment company (mutual fund); or, (iiii) a registered investment adviser.
- Performance relative to a peer group: The investment option’s performance should be evaluated against the peer group’s median manager return, over a complete market cycle
- Performance relative to assumed risk: The investment option’s risk‑adjusted performance (Alpha and/or Sharpe Ratio) should be evaluated against the peer group’s median manager’s risk‑adjusted performance, over a complete market cycle
- Assets in the product: The investment option should have sufficient assets so that the portfolio manager can properly trade the account.
- Holdings consistent with style: The underlying securities of the investment option should be consistent with the associated broad asset class
- Expense ratios/fees: The investment option's fees should be fair and reasonable.
- Stability of the organization: There should be no perceived organizational problems.
- The investment option's adherence to the due diligence criteria;
- Material changes in the investment option's organization, investment philosophy and/or personnel; and,
- Any legal, SEC and/or other regulatory agency proceedings affecting the investment option's organization.
- An investment option has poor relative performance over a complete market cycle.
- An investment option's has poor risk adjusted returns (Alpha and/or Sharpe) over a complete market cycle
- There is a change in the professionals managing the investment option.
- There is a significant decrease or increase in the investment option's assets.
- There is an indication the investment option is deviating from the stated style and/or strategy.
- There is an increase in the investment option's fees and expenses.
- Any extraordinary event occurs that may interfere with the investment option's ability to prudently manage investment assets.