Naval War College Foundation Inc

“The completed tax return is distributed before filing to the board of trustees and audit committee members.”

“Every member of the board and staff are required to read and sign the conflict of interest policy on an annual basis. The organization has a program committee which reviews potential grants and major gifts prior to accepting them. It is their responsibility to ensure the organization is not entering into any agreements that pose conflicts or legal issues.”

“Annually, the board of trustees' compensation subcommittee (comprised entirely of independent board members) reviews and recommends for approval the base compensation and bonus levels for c-suite executives to the chairman of the board of trustees, via the chairman of the nominating & governance committee, treasurer, and vice chairman, most of whom have extensive experience in setting executive compensation. This process includes the use of documented comparability data and leverages the trustees' knowledge of economic conditions, the fiscal strength of the organization, their knowledge of similar organizations (oftentimes from personal involvement), the responsibilities of the position in question, and external research (usually on the web). Other non-executive staff compensation and bonuses are determined by the ceo in consultation with elected board officers and the compensation subcommittee.”

“Financial statements, forms 990 and 990-t and other governing documents can be viewed upon request.”

“Help the naval war college to: a. Develop strategic and operational leaders: provide professional military education programs that are current, rigorous, relevant, and accessible to the maximum number of qualified u.s. Officers and navy enlisted personnel, civilian employees of the u.s. Government and non-governmental organizations, and international officers. B. Help the chief of naval operations define the future navy and its roles and missions: conduct research, analysis, and gaming to support the requirements of the secretary of the navy, the chief of naval operations, the combatant commanders, the navy component commanders, the navy's numbered fleet commanders, other navy and marine corps commanders, the u.s. Intelligence community, and other departments and agencies of the u.s. Government. C. Support combat readiness: conduct training, education, leadership, and assessment activities to support the ability of the navy's joint force maritime and navy component commanders to function effectively as operational commanders. D. Strengthen maritime security cooperation: bring together senior and intermediate level naval officers from 129 other nations to develop leaders for high command in their navies; promote an open exchange of professional views; encourage friendship and cooperation; and study operational planning methods.”

“Change in value of split-interest agreements -18,098.”

“Part ix (functional expenses): presentation of functional expense breakout has been updated to more accurately reflect proper categorization of the organization's expenses part iii, line 4b (program service accomplishments): program services expenses have been updated in accordance with the updated functional expense breakout on part ix schedule g, part i: amount paid to fundraiser has been updated”