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Financial records should be put in order for the financial review process shortly before the end of the term of office. The financial review must be completed as quickly as possible. The outgoing treasurer cannot pay bills after the books are closed for financial review or after the term of office ends. Upon assuming office, the incoming treasurer may deposit funds in the PTA bank account and pay authorized requests for reimbursement bills as needed but should avoid paying new bills if possible until the review is complete.

The outgoing treasurer is responsible for preparing the Annual Financial Report, ensuring all tax forms are filed, uploading financial reports and tax returns to the document retention system, preparing a Treasurer’s Report from the last association meeting to the end of the term, and compiling a list of payments made between January 1 and June 30 that are subject to 1099 and Workers’ Compensation reporting. See Records Retention Schedule and Destruction Policy.

PTA programs promoting parent education, home and school cooperation, children’s well-being, community betterment, and funding for education must have first priority on PTA funds. However, when a PTA is asked to purchase or provide materials for the local school, it is necessary to follow certain guidelines so that the gift will be acceptable to both the PTA membership and the school district.

When making gifts, a Fiduciary Agreement should be completed by the PTA and signed by all involved showing all parties acknowledge and agree to gift restrictions. The Fiduciary Agreement should then be accepted by the school board and recorded in the school board meeting minutes. If a Fiduciary Agreement is not completed, gifts to the school that are accepted by the school district become the property of that district and can be moved or used at any school within the school district.

Certain gifts, such as funding for field trips, enrichment programs, teacher aides, special instructors, books, classroom supplies, or major equipment purchases, require prior approval from the PTA membership, school principal, and school district. Many school districts have policies and regulations on accepting gifts. Be sure to check with the school district before purchasing any materials or gifting funds to the school.

PTA members must approve all expenditures of funds, including the amount of monies to be used for gifts to the school, prior to the expenditure of those funds. This approval must come in the form of a motion and vote at a meeting of the membership and must be recorded in the association minutes of the meeting. Since PTA membership is new each year, funds cannot be committed from one year to the next unless funds were raised for a specific purpose and are therefore restricted. One example might be funds raised over three years for a major purchase. If restricted funds are not used for their designated purpose the funds must be returned to the donors or the donors must agree to a new purpose.

A gift to the school should benefit the largest number of students possible. Gifts should be in the form of a donation, presented and accepted by the school board at a school board meeting and recorded in the school board minutes. This ensures the school district will assume responsibility for the liability, maintenance and upkeep of any equipment purchased. Check with the school district to determine whether it is better to donate money for any equipment and have the district purchase the item(s) instead of the PTA purchasing the item(s) and then gifting them to the school.

At the first association meeting following the acceptance of the gift by the school board, a description of what was given to the school district must be noted again, and the date the school board accepted the gift must be recorded in the PTA association minutes.

The school district is subject to fiduciary responsibility. If the school district accepts money or equipment that is given subject to a restriction, then the restriction must be honored or the law will impose personal liability on the officers or trustees of the school district in their individual capacities. It is possible that the law would merely require the refund of the gift not used for the restricted purpose. The law does not do that automatically – there must be a complaint filed with the school district by the donor.

If the school district or any recipient is not willing to honor the restrictions on use which accompany a charitable contribution, then the recipient must decline to accept the gift. There is no duty of any recipient, including a PTA, of an offered charitable gift to actually accept the gift if there is a restriction attached.

Download the Resolutions Index (pdf)

Resolutions Process

Where We Stand: Resolutions

Each year delegates to the California State PTA Convention take action on resolutions that have been submitted by unit, council, district PTAs or the California State PTA Board of Managers. Resolutions adopted by convention delegates serve as a basis for action in unit, council, district PTA and California State PTA.

Resolutions adopted since 1961 are available from the California State PTA office or through www.capta.org. The starred (*) titles represent resolutions adopted by the California State PTA Board of Managers. (These were not voted upon by Convention delegates.)

Achievement: Eliminating the Gap (2009)
Adequate and Equitable State School Finance System (1987)
Aid to Victims and Survivors of Sexual Violence and Their Families (2023)
Air Pollution (1973)
Alcohol and Tobacco Use in Youth: Education, Prevention and Intervention (2002)
Alcohol Beverage Advertising that Targets Youth (1992)
Alcohol-Related Driver Education (1982)
Antibiotic Resistance Awareness (2001)
Arts Education (1998)
Attention Deficit Disorder in Children (1998)
Automated External Defibrillator (AED) Awareness in Schools (2011)

Background Checks of Ice Cream Truck Vendors (1986)
Ballot Propositions (initiatives) (1999)
Ban on Drug Paraphernalia (1981)
Ban on Military Assault-Type Weapons (1989)
Ban on the Manufacture and Sale of Saturday Night Specials/Junk Guns (1997)
Bicycle Safety Education and Training (1973)
Bicycle Safety Helmets (1991)
Breakfast in Every School (2003)
Breast Cancer Early Detection Awareness and Education (1988)
Bungalow Classroom Safety (1971)

California K-12 Public School Funding Crisis (1998)
Child Trafficking in California (2010)
Citizenship Education (1989)*
Class Size Reduction (1996)
Climate Change is a Children’s Issue (2015)
Closed Captioned TV (1978)
Comprehensive Waste Reduction in Schools (2007)
Computer Technology in Education (1983)
Computer Workstation Health (2010)
Control of Look-Alike Stimulants and Depressant Drugs (1982)
Creating Lifelong Readers (1998)
Credential Requirement: Parent/Family Involvement Component (1993)
Credentialed School Nurses (2005)

Desegregation and Neighborhood Schools (1979)
Developmentally-Appropriate Physical Education (1999)
Disaster Preparedness (1986)
Drug Advertising (1970)
Duplicate Emergency Forms at Athletic Events (1974)
Dyslexia: Addressing the Educational Implications in Public Schools (2016)

E-Cigarettes/Vaping, Flavored Tobacco Products and Youth Health (2020)
Early Childhood Development and Education (2000)
Early Care and Education for All of California’s Children (2019)
Education: A 21st Century Vision (2005)
Education on Hazards of Involuntary Smoking (1987)
Education on Health Hazards in the Use of Anabolic Steroids (1989)
Educational Technology Funding (1995)
Educational Testing and Test Scores (1971)
Electro-Magnetic Fields (1994)
Emergency School Bus Evacuation (1973)
Equal Access to School Improvement Program Funds (1983)
Equitable Literacy for All Students (2023)

Family Preservation: An Alternative to Out-of-Home Placement (1990)
Financial Literacy for Youth (1999)
Financing California’s Public Schools (2007)
Firearm Safety and Awareness (1995)
Firearm Safety Devices (1999)
Fireworks: Hazards to Youth (1990)
First Aid and/or Cardiopulmonary Resuscitation (C.P.R.) (1987)
Food Allergy and Anaphylaxis in Schools (2004)
Football Safety (1975)
Foster Families (1999)
Funding Sources for Adult Crossing Guards (1981)

Grade Retention (1991)

Hazardous Waste Management (1980)
Healthy Lifestyles for All Children (2004)
HIV/STD Prevention Education in Our Schools (2008)
Homeless Families with Children (1989)
Homework: Quality Over Quantity (2014)
Hot Weather Standards in the School Setting (1992)

Immunization Awareness and Educational Programs (1975)
Improving and Stabilizing Education Funding (2018)
Improving K-12 Mathematics Education (1998)
Inclusive Education for Students with Cognitive Disabilities  (2023)
Inclusive Schools Build Stronger Communities (2013)
Increase Funding for Chronic Diseases & Injury Prevention (2020)
Increased School Nurse-to-Student Ratios (1997)
Increasing Counselor-to-Student Ratio in Schools (2000)
Individuals with Disabilities Education Act (IDEA) Underfunding (2007)
Indoor Air Quality (IAQ) in Schools (2007)
Internet Access for California Classrooms (2000)

Juvenile Justice Reform – A Priority (1983)

Learning Disabilities and Learning Disabilities in Gifted Children (2000)
LGBTQ+ Inclusiveness in Health Education California (2015)
Licensing and Registration of Handguns (2000)
Limiting Concurrent Sales of Gasoline and Alcohol and the Proliferation of Outlets (1985)
Literacy Education (1989)
Local School Parcel Tax Measure Threshold Reduction (2008)
Longitudinal Integrated Statewide Data System (2008)
Lowering the 2/3 Vote Requirement on School and Library Bonds (1999)
Lowering the Vote Requirement in the California State Budget Process (2009)

Measles (Rubeola) Vaccinations (1990)
Mental Health Services for Our Children and Youth (2020)
Mental Illness: Treatment and Support (1999)
Minimum Instruction Time (1983)
Mitigating Earthquake Hazards in Public Schools (1989)

Net Zero Emission Schools (2020)
Nonsuspension of Proposition 98 (1991)
Nutrition Education (1991)

Online Safeguards for Internet Use by Children and Youth (1997)
Opposition to Televised Commercials in California Classrooms (1990)*
Organ and Tissue Donor Awareness (1999)

Paintball Gun Control (1993)
Parent/Community Action for Effective Schools (1993)
Pedestrian Safety Education (1990)
Pesticides (1972)
Plant Based Food Options at School Meals (2022)
Playground Equipment Safety Standards (1996)
Playground Surface Safety (2002)
Post Proposition 13 Funding of Public Education (1979)
Primary Prevention of Substance Abuse (1979)
Prohibiting the Promotion of Tobacco Products (1987)
Property Tax Limitation (1978)
Protection of Children from the Harmful Effects of Aircraft Emissions (1998)
Public School Governance Authority (2007)

Qualifications for Candidacy in California Elections (2013)
Quality of Life Portrayed on Television (1979)

Regulation of Liquor Licenses Near Schools (1997)
Regulation of the Display and Sale to Minors of Drug-Use Information and Paraphernalia Including Cigarette Papers (1979)

Safe Routes to School for All Children (2008)
Safety Helmets for Scooter, Skateboard and Skate Users Under the Age of 18 (2001)
Safety Problems Related to Freeway Construction Near Schools (1970)
Sale of Tobacco Products to Minors (1988)
Save Our Kids (1983)
School Absenteeism/Dropouts (1986)
School Buildings and Railroad Safety Requirements (1990)
School Bus Safety (1993)
School Construction Funding (1986)
School Desegregation Through Housing Integration Incentives (1982)
School Facilities and Public Planning (1991)
School Facilities Crisis (1990)
School Funding (1981)
School Library Media Center Funding Crisis (1988)
School Nutrition Programs: Improvement and Expansion (1991)
School Support Program (1976)
School Traffic and Pedestrian Safety Improvement (2001)
School Transportation (1981)
School Transportation: Equitable Funding (2004)
School-to-Career for All Students (2001)
Science, Technology, Engineering and Mathematics (STEM) Education (2011)
Scoliosis Screening (1980)
Seat Belt and Child Restraint Usage (1983)
Self-Esteem and Personal and Social Responsibility Awareness (1991)
Smoking and Health (1964)
Social Host Accountability and Underage Drinking (2009)
State Government Responsibility for a Rational Budget Process (1992)*
State Tax Reform (1991)
Strategies to Reduce School, Family and Community Violence (1995)
Student Assessment, Achievement and Accountability (2000)
Student Substance Abuse: Alternatives to Zero Tolerance (2003)
Substance Use and Abuse During Pregnancy (1987)
Suicide Prevention Education and Awareness (1983)
Summer Learning Loss (2013)
Summer School (1980)
Sun Safety: Skin Cancer Prevention Measures at School (2005)
Support and Funding for Voluntary Integration Programs (1980)
Support for the Civic Mission of Schools (2006)
Support for Quality Child Care (1986)
Support of Public Education, PTA Priority (1980)
Synthetic and Tobacco-Free Nicotine Products (2023)
Synthetic Marijuana – Education and Awareness (2015)

Teacher Preparation for Elementary Education (1973)
Teacher Quality: Recruitment, Retention and Resources (2001)
Teaching Hard History: American Slavery in K-12 Education (2021)
Teen Driving Safety (2009)
Television Literacy and Program Accountability (1993)
Television/Screen Time Awareness (2006)
Temperature Control Standards in the School Setting (2019)
Threatening Phone Calls to Schools (1990)
Tobacco Advertising That Targets Minors (1993)
Torture Toys (1972)
Toxins (Persistent and Bioaccumulative) and Their Effects on Children (2002)
Treatment Centers for the Sexually Abused (1978)
Trees for Life (1989)
Tuition Tax Credits (1982)*

Use of Children as Subjects in Pornographic Materials (1977)

Violence and Vandalism (1980)
Violence in the Home (1977)
Violence Prevention in Schools (1999)
Voluntary Fingerprinting (1983)

Weapons on Campus (1973)

Youth Involvement (2004)

PTA is an organization whose membership is resourceful, creative, and innovative. Based on its careful studies of issues and concerns relating to children and youth, PTA has been successful in working with coalitions and influencing legislators and decision-makers at the local, state, and national levels.

In recent times, PTA’s involvement with coalitions—groups which share similar goals and objectives—has yielded policy action. Since there is no need to “reinvent the wheel” or to “go it alone,” PTAs are encouraged to join coalitions when, by doing so, there is a greater potential to produce a successful outcome.

A coalition is made up of individuals representing groups that:

• Have a stated or similar position;
• Share a mutual concern; and
• Are interested in working together toward an action-oriented goal.

The coalition may be a permanent, ongoing organization or a temporary alliance that can be disbanded once the goals have been reached or abandoned.

Coalitions bring together groups with similar concerns and objectives to combine their efforts, their resources, and the individual skills of their members in working toward a common goal and rallying broader support for an issue, whether that is legislative action, project planning and implementation, or publication and distribution of needed information.

If the coalition wants to make a statement that is not compatible with PTA policies or positions, the PTA should vote to withdraw from the coalition. Following this vote, a formal letter should be sent to the chairman of the coalition stating why the PTA no longer can be a member.

Joining a Coalition

Is there an existing coalition that addresses the concern or issue identified? If so, discuss the matter with the PTA board. If the board members agree to consider joining the coalition, meet with the spokesperson(s) to make certain the coalition’s goals and philosophy are consistent with those of the PTA.

Contact key people whose organizations already belong to the coalition. Learn more about its specific activities and procedures. Discover what type of involvement is required. Share the information with PTA leaders. If their reactions are positive, bring the question of joining the coalition to the PTA membership. If the PTA membership approves participation, contact the coalition leadership, request that PTA be included, and indicate what the PTA has to offer.

While PTAs do not join coalitions in the sense of becoming dues-paying participants, they should be prepared to offer in-kind services, encouraging their members to share their time and talents, and to contribute volunteer hours to the project at hand.

PTAs do not contribute to the coalition’s general fund but may spend specific amounts to help cover costs of materials and postage. Members of other participating groups may be empowered to contribute financially through their organizations. Coalitions welcome PTA’s involvement, because they recognize it has a built-in network for communication and organizing.

Building Coalitions

The PTA board should meet and discuss the benefits of building a coalition to determine which organization to approach to serve on a steering committee:

• What is the organization’s stake in the issue?
• Is the organization well-respected and recognized in the community?
• Has PTA worked successfully with the organization in the past?
• Is the management/leadership style compatible with that of PTA?

Consider which groups might be approached to join and participate in a coalition: community service clubs; religious or ethnic organizations; business associations (chamber of commerce); labor and civil rights groups; education associations; organizations dealing with health, safety, disaster preparedness, environmental issues, etc.

Bring diverse groups together to address issues. This lends credibility and strength to the PTA’s efforts. While differences of opinion are bound to exist, a sense of cooperation and congeniality among the participants is essential to the success of any coalition.

Secure the PTA association’s approval to be involved in the coalition.

Making the Coalition Successful

The key components of successful coalitions are cooperation, collaboration, and consideration. When working with other organizations and agencies:

• Establish a process to identify mutual goals.
• Ensure that each group maintains its own identity and autonomy and protects its own self-interest, as the coalition collectively seeks to attain goals that individual groups might not be able to achieve alone
• Understand that total consensus in every area prior to action is not a requirement
• Strike a balance in types of participating groups in order to promote an atmosphere of openness, provide a sense of inclusiveness, and encourage equal participation
• Accept and deal with differences in values, attitudes, and styles of communication

Tips for Success

When people with good intentions work well together, mutual goals become infinitely easier to attain. As a PTA representative, work closely with your coalition partners to:

• Plan for meetings and discussions
• Ensure everyone understands what PTA represents as an advocate for children and teens
• Encourage each organization to share its capabilities, networks and resources to attain mutual goals
• Jointly prepare an “action plan” with time lines and completion dates for each phase of the plan (See: Action Plans, Programs Chapter and Forms Chapter)

Community betterment is one of the chief aims of PTA endeavors. This can be brought about through cooperation with other agencies that are doing child welfare work in the community.

Unit, council, and district PTAs should not enter into permanent cooperation with any agency. PTAs may cooperate with an agency by publicizing and distributing information about an event at meetings and through newsletters.

PTAs may cooperate on special projects with any agency whose purposes and methods are consistent with PTA policies. If, for any reason, the project cannot be completed during the administration in which it was authorized, the new administration should review it before approval.

PTAs may cooperate with any agency through committees. They shall not set up a cooperating committee as a permanent or continuing committee. A cooperating committee continues only through the life of the special project upon which cooperation is advisable.

Co-sponsorship involves the development and planning of an event with other groups, agencies, or organizations. PTAs should participate actively in each cooperative undertaking to ensure that goals and procedures are consistent with the Purposes, basic policies and principles of the PTA. When an event requires the signing of contractual agreements, the responsibilities, financial obligations, and liabilities must be clearly defined, discussed, and authorized by the co-sponsoring PTA prior to the signing of such contracts. For protection in the event of an accident or lawsuit, each co-sponsoring group must have its own adequate liability insurance. Prior to the event, all printed information, handouts, and selection of speakers should be reviewed and approved by the co-sponsoring PTA’s executive board.

The right of members of California State PTA to be official representatives of California State PTA in public relationships (including the publishing of names on the stationery of other organizations) shall be conferred only by the Board of Managers or the California State PTA president. A person who renders service to another organization as a representative of California State PTA may accept an honorarium to be donated to California State PTA.

PTA funds shall not be used for expenses of those who have accepted appointments to term committees in outside agencies without approval of the California State PTA Board of Managers.

Coordinating with Community Groups

The policy of the National PTA encourages participation of PTAs in community groups. It is of paramount importance that PTAs be a part of community councils having goals similar to those of PTA.

The PTA unit, council or district shall make sure that the proposed rules of procedure or bylaws of the group do not conflict with the bylaws of the association.

Community groups with which the PTA may cooperate are those that are not set up as action groups nor to operate programs, but rather to pool information and develop resources for service to children, youth, and families in the community. The abilities and strengths of each organization can be used efficiently to solve problems that require combined influences and joint planning.

Each organization represented in the community group retains its own identity and is not committed to a course of action outside its own field of operation. The PTA unit does not “join” another organization. Participation in these groups should be through an official representative of the PTA. It is the responsibility of this representative to inform the PTA of activities of the community group, to vote on routine organizational business of the group, and to act on policy matters under the direction of the PTA being represented.

Many community groups have operating budgets to cover staff and other expenses. PTA policies concerning legitimate use of PTA funds should be strictly observed (Fiduciary Agreements and Gifts to Schools, Budget, Financing Programs at the School, Budget (Sample)). It is the responsibility of the district PTA to determine an equitable amount that may be budgeted toward the expenses of community groups. All contributions to these groups require the approval of the association.

Limits of Cooperation (Conditions Governing Sponsorship of Youth Groups)

California State PTA considers the work done by youth-serving organizations to be of tremendous value.

Conditions for Sponsorship

Reinforcement of the work of youth groups should be given through moral support and encouragement, helping to secure qualified and able adult leadership, helping to arrange for a meeting place, and providing opportunities for youth service. No obligation is assumed for, nor shall the PTA be responsible or liable for, the actions of any individual acting as a leader, a participant in, or in some other capacity for a sponsored group.

One member of the executive board of the sponsoring PTA shall serve as coordinator and representative of any PTA -sponsored youth groups. The local unit has certain responsibilities toward any group with purposes so closely related to its own program. It should seek to arouse interest in the need for youth groups and encourage formation of such groups and stimulate leadership.

The PTA assumes no obligation, expressly or otherwise, responsibility, or liability for the competence, the actions, or the omissions of any person or persons who may have been or may become active as a leader, participant, or otherwise, in any organization or group sponsored by the PTA.

The PTA assumes no obligation to give financial support to groups that it sponsors, including payment of individual dues or the purchase of uniforms or equipment. The PTA may help provide suitable fundraising opportunities for youth groups, giving publicity to their projects and recognition to their achievements.

In case of need, the unit may vote to hold a special fundraising project to provide such items as group equipment, handicraft supplies, or camperships.

To avoid misunderstandings and to facilitate harmonious relationships between the PTA sponsor and the youth group, a copy of the conditions governing sponsorship should be permanently attached to or be a part of every sponsorship agreement (Application for Youth Group Sponsorship or Renewal).

Boy Scout Groups

California State PTA continues to support scouting and the opportunities scouting provides for young people. However, the Boy Scouts of America seeks local organizations as sponsors (signing charters) and the Scouting Annual Charter Agreement includes the following responsibilities for that organization:

• Conduct the scouting program according to its own policies as well as those of the Boy Scouts of America,
• Include scouting as part of its overall program for youth and families,
• Appoint a member of the organization to coordinate all scouting operations at the site. He or she will represent the organization to the scouting district and serve as a voting member of the local Boy Scout council,
• Select a scouting committee (minimum of three) of parents and members of the organization who will screen and select local scouting leaders.

While an individual may choose to volunteer with Boy Scouts of America or other youth groups, California State PTA directs local PTA units, councils and districts: DO NOT SIGN ANY CHARTER OR YOUTH GROUP SPONSORSHIP OR RENEWAL FORM WITH THE BOY SCOUTS OF AMERICA as:

• A PTA representative may not commit the PTA to the bylaws and other regulations of Boy Scouts of America.
• Local PTA leaders are generally not qualified to screen and select the local scouting leaders.
• The California State PTA insurance program provides no coverage for a PTA leader sitting as a representative to the scouting council nor for sponsoring another organization.
• The California State PTA insurance program provides no liability coverage for the actions of any individual acting as a leader, a participant in, or in some other capacity for another organization.

In both schools and communities, PTA volunteers are recognized as leaders and advocates. They bring unique energy, perspectives and skills to the table based on their life experiences. A shared commitment to the PTA mission “to positively impact the lives of children and their families” is the driving force behind their efforts.

As board members, PTA leaders have a special set of responsibilities to oversee the management of their PTA as a nonprofit 501(c)(3) organization and govern responsibly on behalf of their members.

That’s why California State PTA has adopted Professional Governance Standards. These Standards outline the key principles and responsibilities for board members to follow in running a PTA.

All unit, council, and district PTA executive boards are encouraged to review and adopt the Professional Governance Standards as part of their board orientation and team building at the start of the term. However, adoption of the Standards can take place at any time.

To learn more, download the Professional Governance Standards online in the Toolkit.

In managing a PTA, executive board members take on certain responsibilities as soon as they are elected or appointed. They are expected to:

• Work collaboratively and fulfill the duties of office
• Uphold the policies and procedures of the California State PTA and National PTA
• Study and follow Unit Bylaws and Standing Rules
• Participate in meetings, complete assignments and meet due dates
• Maintain confidentiality on board business
• Protect members’ privacy by allowing no distribution of membership lists to outside interests or businesses
• Supply accurate and detailed account of funds entrusted to them
• Grow leadership by mentoring new leaders
• Attend conferences, workshops and conventions
• Act as a steward to protect the assets of a PTA

California State PTA does not recognize co-officers. “Co-officer” implies two people of equal rank sharing one position. In PTA, only one name may be listed for each office, and only one individual may vote. To share the workload, Bylaws may be amended to include additional officers.

More details on board duties, the structure of your unit and how it functions are outlined in the Bylaws. You can also find specifics on the month for the annual election, the date when the term begins and when the nominating committee is elected.

All Officers and Chairpersons are responsible for reviewing Bylaws as well as maintaining a Procedure Book specific to their position while in office.

In addition, to better understand individual and board roles, set aside time to review the Professional Governance Standards together as an executive board.

(See: ‘Professional Governance Standards’ in California State PTA Toolkit, Forms Chapter)

Definitions
Conflict of Interest (also Conflict) means a conflict, or the appearance of a conflict, between the private interests and official responsibilities of a person in a position of trust. Persons in a position of trust include staff members, officers, and members of the board of a unit, council or district of the California State PTA. Board means the executive board or executive committee. Officer means an officer of the board of directors, executive board or executive committee. Staff member means a person who receives all or part of her or his income from the payroll of any unit, council or district as well as the California State PTA. Members of the board include any officer or chairman of the executive board or executive committee. Supporter means corporations, foundations, individuals, 501(c)(3) nonprofits, and other organizations that contribute to the California State PTA.

Policy and Practices
In accordance with the California State PTA Bylaws, Article IV, Section 6: A PTA member shall not serve as a voting board member of a constituent organization at the local, council, district PTA, region, state or national level while serving as a paid employee of, or under contract to, that constituent organization.

Related Party Provision. For purposes of this provision, the term “interest” shall include personal interest, Interest as director, officer, member, stockholder, shareholder, partner, manager, trustee or beneficiary of any concern and having an immediate family member related by blood or marriage or member of the same household who holds such an interest in any concern. The term “concern” shall mean any corporation, association, trust, partnership, limited liability entity, firm, person or other entity other than the organization. No officer or board member of the association shall be disqualified from holding any office in the association by reason of being related to any person that has any interest in any concern. An officer or member of the board of the association shall not be disqualified because they are a related party from dealing, either as a vendor, purchaser or otherwise, or contracting or entering into any other transaction with the association or with any entity of which the association is an affiliate. No transaction of the association shall be voidable by reason of the fact that any officer or member of the board of the association is related to a person that has an interest in the supporter with which such transaction is entered into, provided:

a. The interest of such officer or member of the board is fully disclosed to the executive board.

b. Such transaction is duly approved by the board of directors not so interested or connected as being in the best interests of the association.

c. Payments to the related party of the interested officer or the member of the board are reasonable and do not exceed fair market value that shall be determined by a three bid process.

d. No officer or member of the board may vote or lobby on the matter or be counted in determining the existence of a quorum at the meeting at which such transaction may be authorized.

e. Every officer and member of the board shall complete the annual questionnaire at the beginning of each fiscal year. This document shall be maintained as provided in the document retention policy.

Following full disclosure of a possible conflict of interest, the executive board shall determine whether a conflict of interest exists and if there is a conflict, the Board shall vote to authorize or reject the transaction or take any other action deemed necessary to address the conflict and protect the PTA’s best interests. Both votes shall be by a majority vote without counting the vote of any interested board member.

An interested member of the board, officer, or staff member shall not participate in any discussion or debate of the board, or of any committee or subcommittee, in which the subject of discussion is a contract, transaction, or situation in which there may be a perceived or actual conflict of interest. However, they may be present to provide clarifying information in such a discussion or debate unless objected to by any present member of the board.

Anyone in a position to make decisions about spending the PTA’s resources (i.e., transactions such as purchases and contracts) – who also stands to benefit from that decision – has a duty to disclose that conflict as soon as it arises or when it becomes apparent; he or she should not participate in any final decisions.

A copy of this policy shall be given to all members of the board, officers, and staff members upon commencement of such person’s relationship with the PTA or at the official adoption of this policy. Each board member, officer, and staff member shall sign and date the policy at the beginning of his or her term of service or employment and each year thereafter. Failure to sign does not nullify the policy.

Each member of the board, officer, and staff member shall annually sign a statement which affirms such person (see Conflict/Whistleblower Form):

a. Has received a copy of this conflict of interest policy,

b. Has read and understands the policy,

c. Has agreed to comply with the policy, and

d. Understands that the PTA is a constituent organization of the California State PTA as a nonprofit corporation and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax exempt purposes.