El Hogar Ministries Inc C/O the Parish of Christ Church

“There is no committee that has the authority to act on behalf of the board of directors.”

“Form 990 is reviewed by the treasurer and the executive director then reviewed by the finance committee, and after their review, sent to the board for review and approval.”

“The board of directors, officers, and senior employees ("all of whom are responsible persons") are appointed to serve el hogar ministries, inc. And its constituencies. Individuals who accept this position are expected to carry out their duties in a manner that inspires and assures the confidence of the organization and the broader community. The responsible persons shall exercise the utmost good faith in all transactions related to their duties to the organization and its assets. In their dealings with and on behalf of the organization, they are held to a strict rule of honest and fair dealing between themselves and the organization. They shall not use their position as responsible persons, or knowledge gained therefrom, so that a conflict might arise between the organization's interest and that of any individual responsible person. A conflict of interest arises in any situation in which a responsible person (and/or his or her immediate family) is involved in an activity that could adversely affect his or her judgment with respect to the business of the organization or otherwise diminish the interest of the organization. (examples of conflicts of interest include, without limitation (i) a responsible person's affiliation directly or indirectly with an entity that is acquiring or disposing of organization assets, or is facilitating such a transaction; (ii) a responsible person's affiliation with a business, firm, or other entity that might enter into a relationship or contract with the organization; or (iii) when a responsible person is offered a gift or favor by an organization constituent who anticipates the gift or favor will influence the responsible person in some manner relating to his or her role as a responsible person.) when a conflict or potential conflict of interest arises with respect to a responsible person, the individual with the conflict or potential conflict must as soon as possible disclose to the president of the board of directors in writing the existence of the conflict or potential conflict, or any situation that might give rise to the appearance of a conflict of interest. The chair of the board, with advice of counsel if desired, shall determine the process by which the conflict or potential conflict will be addressed. Such process may, but need not, include (i) a requirement that the responsible person affected abstain from any decision about the relevant transaction; (ii) establishing a competitive bidding process to ensure that the relevant transaction is entered into on arm's length terms; or (iii) referring the relevant transaction or issue to the full board of directors, or an independent sub-committee thereof, for review and recommendation. A record of any action taken shall be maintained with the records of the organization. Each responsible person shall be required annually to disclose any conflict or potential conflict of interest on a statement in such form as may be prescribed by the chair of the board of directors. No responsible person shall accept or solicit any gift, favor, or service that might reasonably influence the responsible person in the discharge of his or her duties or he or she knows or should know is being offered with the intent to influence his or her official conduct. No responsible person shall disclose confidential information gained by reason of his or her position or otherwise use such information for his or her personal gain or benefit. Every board member submits a signed statement. The organization checks in with board members about conflict of interests. The organization doesn't do business with board members or family members or any business they have an interest in and requests resignation of board members with conflicts of interest. The board of directors shall review annually any related party transactions included in any filing of the organization with any governmental authority, including but not limited to the internal revenue service and the attorney general”

“Compensation for the executive director, other offices, and key employees is initially discussed among the president, treasurer, and executive director of the organization. The compensation is then discusssed by and voted on by the board of directors. The ceo/ed's salary and associated benefits are compared to similar positions of nonprofits with the same mission, geographic location, budget and responsibilities using public data sources such as guidestar. Alignment is based on data, performance review and the nonprofit's financial abilities. Review process for the ceo the executive director's performance is reviewed every 6 months. Review in july each year reviews work performed january to june. Review in january each year reviews work performed july to december. The review process is performed by a subcommittee of the board to include 3 members of the board in conversation with the executive director. Our goals are as follows: to align the work of the board with the work of the executive director to achieve the goals set collectively by the board and managed by the executive director to further the mission of the organization. To identify the challenges that hinder the executive director in achieving our collective goals to celebrate and further new opportunities, successes and alliances that the executive director initiated. To discuss the best path forward to overcome hurdles to our goals to discuss how to build on the successes of the executive director. In preparation for the review process, the board will be surveyed and answer the following questions, based on the suggestions by the nonprofit risk management center (nonprofitrisk.org. Questions for the board: did the ceo meet the goals that were agreed on between the board and the ceo at the beginning of the year? In what ways did the ceo excel this past year? In what areas can the ceo improve next year? Did the ceo move the organization forward in terms of mission, resources, public attention, and other identified objectives? Has the organization made progress overall compared to the prior year? If the organization has not progressed as expected, were any factors involved that were beyond the ceo's control? How are the relationships between the full board and the ceo and between the executive committee and the ceo? Do the board and the ceo balance their responsibilities with the board providing leadership and the ceo providing management? Does the board support the ceo? Is the ceo's compensation reasonable when compared to that of other executives in the geographic area with similar duties, staff sizes, budgets, years of experience, education, etc.?”

“A link is provided on el hogar's website (www.elhogar.org) that a visitor may click to review financial information. Financial statements and other documents are available for review upon written request to the el hogar office in woburn, ma.”

“The board as a whole reviews the financial statements before they are issued.”