Home Again Inc.

“The four (4) directors are appointed by home enterprise corporation (hec). Three (3) additional directors should be appointed by hec and must be representatives of a low-income community served by the corporation. To be deemed a representative of a low-income community, a person must meet one of the following criteria: 1. The person lives in a low-income neighborhood where 51% or more of the residents are low-income. This resident does not have to be low-income. 2. The person is a low-income resident of the community. 3. The person was elected by a low-income neighborhood organization to serve on the board. The organization must be composed primarily of residents of the low-income neighborhood and its primary purpose must be to serve the interests of the neighborhood residents. Such organization might include block groups, neighborhood associations, and neighborhood watch groups.”

“The organization has no committee with authority to act on behalf of the board of directors.”

“The form 990 is initially reviewed by the chairperson and top financial officer. After their review, the form 990 is shared with the governing body prior to filing.”

“Each director, officer, and employee shall sign annually a statement which affirms that such person has received a copy of this conflicts of interest policy, has read and understands the policy and has agreed to comply with this policy. It is reviewed by human assets, legal and compliance when conflicts of interest (perceived or potential) are disclosed by the individual. Upon the first knowledge by an interested person that the organization is considering or has considered a transaction or arrangement with a transaction entity or individual with which the interested person has an interest, the interested person must disclose the existence and nature of his or her interest to the president or chairman of the board of directors. After disclosure of the interest, the interested person may not participate in consideration of the proposed transaction or arrangement and shall not be present for the consideration of or vote on such transaction unless the president requests information or interpretation from the interested person. The president shall then determine or refer to the chairman of the board and/or the board for determination of whether the transaction or arrangement is in hec's best interests and is fair and reasonable to hec and shall make a decision whether to enter into the transaction or arrangement in accordance with such determination. When the president, chairman of the board or the board make a determination and decision on the interest of an interested person, the minutes shall contain the names of the interested person(s) who disclosed or otherwise were found to have an interest, the nature of the interest, a record of any determination as to whether a transaction or arrangement was in the best interests of and fair and reasonable to hec and the names of the persons who were present for the discussions on the transaction or arrangement and a record of any votes taken in connection therewith. If the president, chairman of the board or the board has reasonable cause to believe an interested person has failed to disclose an actual or possible interest, he, she or they shall inform the interested person of the basis for such belief and afford the interested person an opportunity to explain the alleged failure to disclose. If after hearing the response of the interested person and making such investigation as may be warranted in the circumstances, the president, the chairman of the board or the board shall take appropriate disciplinary and corrective action.”

“Strategic performance group was retained to complete a compensation review for hope enterprise corporation/hope credit union/hope policy institute (hope). The objective of the engagement was to establish a competitive, equitable compensation and benefits structure that allows hope to attract and retain the talent necessary to advance its mission. The goals of the project were as follows: - assist hope in updating its compensation philosophy based on the unique mission, business drivers, and business model of the organization. - achieve external equity, ensuring that hope staff are paid fairly and competitively in relation to the external marketplace. - achieve internal equity, ensuring that hope employees are paid fairly in relation to one another. - develop a consistent methodology for classifying job levels based on enterprise-wide criteria, job scope, complexity, and knowledge, skills and abilities required to perform the work, which promotes trust and confidence in the organization's compensation and promotions processes. - establish salary bands for each job family with an entry, mid-level and senior level into which all positions can be grouped. - provide guidelines to help hope to make compensation decisions based on the compensation philosophy that are equitable, objective, and transparent. - recommend pay management practices governing salary increases, market adjustments, promotions, variable compensation and other compensation administration issues. - advise hope on strategies to respond to compensation challenges presented by high inflation, volatility in the labor market, and compression between salary ranges due to labor market forces. - develop a communications strategy to inform and educate staff regarding the compensation program, taking into account hope's unique culture and compensation philosophy. Sources of data: data from published surveys served as the primary source of information in benchmarking hope positions. Market salaries were determined by reviewing compensation data from the external market for all job levels within each job family. Data was extracted from the following sources: - u.s. Mercer benchmark database: participants consist primarily of corporate (for profit) entities located in the u.s. - human resources association - national capital area salary survey: participants consist of organizations across all industries in the washington, dc area including nonprofits (data was adjusted to the various labor markets where hope employees work). - companalyst online database: participants consist of both nonprofit and for-profit organizations located in the u.s. - economic research institute salary assessor: participants consist of both nonprofit and for-profit organizations located in the u.s. - credit union national association (cuna) staff salary report: participants consist of credit unions in the u.s. With under $50m in assets. - louisiana credit union league & mississippi credit union association compensation survey: participants consist of credit unions located in louisiana and mississippi. - american bankers association compensation and benefits survey: participants consist of banks located in the u.s., grouped by asset size - prm management compensation report of not-for-profit organizations: participants consist of non-profits in the u.s. - irs form 990 data from a set of hope comparators (federally insurance credit unions designated as servicing low-income populations executive positions only). All compensation decisions are determined by the hiring manager and human assets.”

“The organization can be contacted directly in order to request governing documents, conflict of interest policy, and financial statements.”

“Construction services: program service expenses 222,685. Management and general expenses 0. Fundraising expenses 0. Total expenses 222,685.”

“Loan allowance provision 6,150.”