Jewish Federation of Greater Philadelphia

“Aaron, bennett l. / aaron, carol - family relationship barrack, jeffrey / barrack, leonard / barrack, michelle / barrack, lynne - family relationship blaskey, mark / blaskey, penni - family relationship borowsky, irvin / borowsky, gwen - family relationship conston, shirley / conston, stuart - family relationship erlbaum, gary / erlbaum daniel - family relationship feinberg, barry / feinberg, donna - family relationship fishman, annabelle / fishman, mark - family relationship gold, morrie / gold, david - family relationship laver, adam / laver, sara - family relationship levin, jonathan l. / levin, sharon p. - family relationship levine, adam / levine, joseph - family relationship lipton, irwin / lipton, adele - family relationship malmud, jo-ann / malmud, leonard - family relationship norry, dr. Elliot c. / norry, gail - family relationship perilstein, jayne / perilstein, cookie - family relationship rosenberg, joyce / rosenberg, peter - family relationship schneirov, allan / schneirov, miriam - family relationship schwartz, jeffrey i. / schwartz, susan - family relationship shapiro, raymond / shapiro, judie - family relationship steinberg, s. Ty / steinberg, michael b. - family relationship”

“Relationship between the jewish federation's board of directors and board of trustees: the jewish federation of greater philadelphia is governed by the board of directors. According to jewish federation's by-laws, article 4.01, jewish federation's board of trustees has the power to: - approve jewish federation's budget - approve jewish federation's allocations - elect officers and trustees - resolve major policy issues referred by the board of directors - explore and provide direction for dealing with major community concerns - approve long range plans for the jewish federation - amend jewish federation's by-laws if the trustees do not approve a decision made by the directors, the item goes back to the directors for further discussion and revision. The item is then brought back to the trustees for another vote. This process can continue until the matter has been resolved. The board of trustees has up to 250 members, including all directors, all past jewish federation campaign chairs, and the president of each local beneficiary agency. Non-voting honorary trustees may participate in discussion prior to a vote.”

“Each year the jewish federation has various tax filing requirements. The tax returns are completed by a tax accounting firm using information audited by an independent auditing firm. These can be the same or separate firms as selected by the audit committee of jewish federation. The 990 is presented by the tax accounting firm to the audit committee for review and approval. After their review, they are provided to the board of directors via e-mail or mail for comment and then filed.”

“Procedure for regularly and consistently monitoring the enforcement of conflict of interest policy: procedure for board of trustees and board of directors: 1. Prior to the first board of trustees meeting and the first board of directors meeting for each fiscal year, jewish federation distributes the statement of ethical guidelines to all new and renewing board members. Board members are asked to read the document, complete and sign the conflict of interest statement, and return the completed document to jewish federation. 2. One month after the conflict of interest statement is mailed to all board members, the document is sent a second time to any board members who did not complete, sign and return the conflict of interest statement. 3. All responses on the conflict of interest statement are compiled and then reviewed by the chief executive officer and the chief financial officer. A comprehensive report is provided to the ethical guidelines and practices committee for review and any required action steps. 4. The signed conflict of interest statements are kept on file for a period of 7 years. Procedure for jewish federation employees: 1. In concurrence with the board of trustees and board of directors, the director of human resources distributes the statement of ethical guidelines and requests that all employees read the document and complete and sign the conflict of interest statement and return the completed document to human resources. 2. All jewish federation employee responses are reviewed by the director of human resources and the chief financial officer. A comprehensive report is provided to the ethical guidelines and practices committee for review and any required action steps. 3. The signed conflict of interest statements are kept on file for a period of 7 years.”

“Process for determining compensation: as is the case with all employees, the jewish federation is committed to providing members of the executive management team (chief executive officer, chief development officer, chief financial and administrative officer, chief program and strategy officer, and chief marketing officer) with a fair and reasonable base pay opportunity; reflective of each job's value to the organization and consistent with prevailing labor market/industry compensation practices. Pay decisions are made on the basis of employees' qualifications and actual performance. The process for determining executive compensation includes three elements: (1) use of data to determine comparable compensation, (2) review and approval by the jewish federation's compensation committee, and (3) documentation and recordkeeping. 1. Use of data to determine comparable compensation: jewish federation will review ceo compensation data on an annual basis and provide a summary of the data to the compensation committee. Ceo data will be provided through jewish federations of north america's annual executive compensation survey and other similarly situated organizations. Data for other executive positions will be collated by an independent consultant at least every two years. 2. Review and approval of executive compensation: a) ceo: the compensation committee will discuss, no later than august, unless employee contract states otherwise, the president's recommendation regarding the ceo's salary and bonus. The committee will be provided with comparable data prior to approving any recommendations. At the time of the discussion and decision concerning the ceo's compensation, the ceo should not be present. At all times committee members must disclose any conflicts of interest. B) other executives: the compensation committee will also discuss, no later than august, the ceo's recommendations for executive salaries and bonuses which become effective september 1. This committee will also review all multi-year contracts for any new member of the executive team. No member of the executive team, other than the ceo, may be present during this discussion. At all times committee members must disclose any conflicts of interest. 3. Documentation and recordkeeping: minutes of compensation committee meetings will be completed no later than 60 days following discussions and decision-making.executive performance appraisals, bonuses and salary adjustments remain on file in the human resources department.”

“Public disclosure: jewish federation believes in full disclosure and transparency. Therefore, at any time, anyone can request a copy of form 990, form 990t, audited financial statements, form 1023, governing documents or conflict of interest policy and it will be provided to them. It is our policy to receive the request in writing, signed by the requestor, to the office of the chief executive officer or the office of the chief financial officer. We will release a copy within reasonable time but not to exceed ten business days. Our annual audited financial statements and our form 990 may also be found on our website http://www.jewishphilly.org.”

“As such, the jewish federation acts as a convener, fundraiser and funder for numerous local, national and overseas jewish programs and seeks to partner with community institutions to address critical community needs. Convener: the jewish federation is uniquely positioned to bring together hundreds and even thousands of greater philadelphia community members to both strengthen and celebrate jewish life. Examples include organizing large-scale, hands-on volunteer opportunities; hosting community-wide celebratory and fundraising events; and galvanizing special emergency efforts, such as rallies during times of war in israel. Additionally, jewish federation convenes smaller affinity groups of like-minded community members, such as women, young adults and real estate professionals. Fundraiser: each year the jewish federation brings in tens of millions of dollars through its annual and endowment campaigns. For the annual campaign, jewish federation staff and volunteers raise dollars through one-on-one meetings, phon-a-thons, events and mailings. These annual campaign dollars are essentially put to immediate use to address jewish federation's priorities. Through the endowment campaign, the federation endowments corporation generates and distributes endowments and planned gifts that ideally secure the community's future. The jewish federation strives to match donors' philanthropic passions and interests with the needs of the community. Funder: jewish federation's policy, strategy and funding committee partners with jewish federation's three centers for excellence -- center for jewish life and learning, center for social responsibility and center for israel and overseas -- and jewish federation's research and evaluation department to 1) establish the jewish community's most pressing needs in greater philadelphia, in israel and around the world and 2) direct jewish federation funds to these needs. Upon the approval of jewish federation's boards of directors and trustees, the committee directs funds to the programs that have demonstrated they can best-address the priorities. Currently these priorities are providing a safety-net for seniors, low-income families and disadvantaged youth locally, in israel and worldwide; and enhancing jewish life and learning locally and in israel.”

“Equity on loss of exponent -360,611. Change in value - non-participating assets -1,678,749. Change in value - charitable remainder trust 719,349. Change in value - charitable gift annuities 283,598. Provision for uncollectibles -413,796. Loss on interest rate swap -92,650. Pension-related changes other than net periodic costs -2,161,105. Investment income from partnership -146,637. Forfeited grants 30,000. In-kind expenses -951,539.”

“This process has not changed from the prior period and is detailed in schedule o, section b, line 11.”