Greater Philadelphia Community Alliance

“The form 990 is prepared by an independent accounting firm. A draft copy will then be reviewed with the finance committee of the board of directors. Once it is approved by the finance committe, a copy of the form 990 is sent to the board prior to filing with the internal revenue service.”

“The conflict of interest policy applies to all directors, principal officers, and members of committees with board-delegated powers. A potential conflict should be reported to the board or a committee with board-delegated powers, who will determine if an actual conflict exists. If a conflict is identified, the board or committee with board-delegated powers will appoint a non-interested person or committee to investigate alternatives to the proposed transaction or arrangement that creates the conflict to determine whether the organization can obtain a more advantageous transaction or arrangement with reasonable efforts from a person or entity that would not give rise to a conflict of interest. If not, the board or committee with board-delegated powers shall determine by majority vote of the non-interested person present that the transaction or arrangement is in the organization's best interests and for its own benefit and is fair and reasonable to the corporation. Annual disclosure of actual and potential conflicts is required.”

“A select committee of the board of directors reviews the executive director's salary by looking at past performance, current salary, and salaries of executive directors in similar organizations via their form 990 and conversations with their board members. The committee then makes a recommendation to the full board, who approves the compensation. The decision is documented timely in an email to the executive director from the board president.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available upon request.”

“Operating during the covid-19 period created a number of challenges for diversified community services (dcs). We closed all operations on march 16, 2019. Our first priority was our staff. We made the decision that we would continue to pay staff including all health and welfare benefits during the period. This created a hardship because our income was reduced due to a number of factors. We could no longer collect child care fees from the parents who were no longer sending their children to the center. Our ability to maintain or increase our foundation funding was limited since foundations were closed or delayed during this period. We also struggled to earn income from a number of contracts that had a fee for service component. To offset these losses, we applied for and were awarded a ppp loan through our bank and the small business administration. We were able to slowly restore some of our programs on a remote bases using online video conferencing applications. This did help some with programing but we still had the issues with generating income. Around july 1 the start of our new fiscal year, we started opening limited in person programing. We created operations plans for each program area. The various licensing agency approved the plans. The plans included ppe supplies and additional cleaning among other precautions. Our client numbers and ability to generate income was still significantly affected by the covid-19 period even after the limited reopening.”