Mary Giles
Gerald Joubert, CFO
Organizational Reset (RTOR)
abundantoverflowcommunity.com
Engagement Phases
1
of 3
Phase One
Governance & Organizational Health
Assessment Complete
April – May 2026
Deliverables
- ✓Client intake form received & signed (April 3, 2026)
- ✓Engagement kickoff memo delivered
- ✓Review and assessment of current bylaws (last updated 2018)
- ✓Governance gaps, outdated provisions, and risk areas identified
- ✓Recommendations for essential organizational policies and governance standards
- ✓Board roles, responsibilities, and structure alignment reviewed
- ✓High-level compliance review completed, including IRS filing considerations
- ✓Board Inventory & Gap Analysis report and explanatory memo delivered
2
of 3
Phase Two
Strategic Positioning & Alignment
In Progress
June – July 2026
Deliverables
- ✓Program Builder workbook delivered and completed by the organization
- ✓Program narratives written for funder and partner-facing use
- ✓Strategic framework developed: Family Stability at Three Critical Moments
- ✓Current programs aligned under a cohesive and sustainable framework
- ✓Guidance on strengthening positioning for partnerships and funding opportunities
- ✓Insight into potential barriers impacting partnership engagement and visibility
- →Client review and adoption of program and framework document
- ○Grant Resource Kit delivered upon adoption
3
of 3
Phase Three
Operational Infrastructure & Findings
Upcoming
August – September 2026
Deliverables
- ○Evaluation of current systems, including email, document storage, and access
- ○Guidance on transition to organizational tools such as Google for Nonprofits
- ○Google Workspace for Nonprofits, Candid, and TechSoup enrollment via Goodstack
- ○Review of donor and volunteer tracking practices
- ○Assessment of communication workflows, including donation acknowledgment processes
- ○Guidance on establishing structured and scalable operational systems
- ○Governance and Operations Findings Summary delivered
- ○Priority Action Roadmap outlining immediate and next-phase actions
Advisory Flags & Notes
Legal Name Consistency
The IRS determination letter reads "Abundant Overflow Community Outreach" with no "Inc.," while the bylaws and some correspondence add "Inc." RightTouch Solutions works from the IRS name. Alignment across all documents and platforms is needed to avoid funder and filing confusion.
Caution — Confirm with SOS
Board of Record vs. Active Board
The intake form lists nine individuals while the Texas Comptroller record reflects three. A current, accurate board roster is needed, and the official record may need updating with the Comptroller or IRS to match reality.
Caution — Governance Clarity
Bylaws Adoption on Record
The 2018 bylaws show blank certification lines for the Governor and Secretary. Confirmation is needed that they were formally adopted in a board meeting with minutes on record. If not, adoption should be documented properly.
Caution — Address with Board
Strong Collaboration Track Record
AOCO consistently partners with civic and community organizations, including the Tarrant County Food Bank, State Rep. Collier, and Toys for Tots. This demonstrated collaboration is a genuine competitive strength for grant applications and partnership conversations.
Info — Asset to Leverage
Board Network — No Connectors Listed
In the gap analysis, no responding board member identified a community or professional connection. A board's network is one of its most valuable assets. Connector potential should be a core criterion in future board recruitment.
Info — Recruitment Focus
Funding Infrastructure Gap
Grant Readiness and Major Gifts scored lowest across the board in the gap analysis. These are the exact skills tied to AOCO's funding goals. Recruiting grant and development expertise is the highest-impact board addition available.
Info — Growth Priority