USA Softball Inc

“Family and business relationships the following officers or directors of usa softball have a business relationship by virtue of their positions as officers or directors of asa properties, inc., a wholly owned subsidiary: - craig cress - cheryl bond - dave devine - dan pfeffer - joe patterson”

“Members or stockholders in addition to the board of directors, usas has a council of over 272 members.”

“Members who elect or appoint members of the governing body the council is not involved in the day to day operations of the organization; however it does appoint a majority of the board. The council does not oversee the officers or management of the organization. All decisions regarding the business operations of usas are made by the board of directors. Council members are responsible for voting on changes to usas's code including the rules of softball. Usas's code and a listing of all council members are available on usas's website. Council members receive no compensation from usas. Form 990, part vi, line 10a & 10b: local chapters, branches, or affiliates the united states olympic committee and the world baseball softball confederation recognizes usas as the governing body of amateur softball in the united states. Upon qualification, membership in usas shall be available to state or metro associations on a voluntary basis who agree to be governed by the operating regulations (code) of usas. There are state and metro associations each of which are represented by a commissioner who acts as a liaision between such area and usas. Usas currently has 65 local associations. Each local association is a tax-exempt organization which maintains their own books and records and tax filings. Each association must register at least 500 adult and junior olympic softball teams. Each local association shall pay an annual affiliation fee of $1,000 and be responsible for membership dues. The local associations are then organized into 10 regions.”

“Process to review form 990 usas retains a public accounting firm that coordinates with individuals within the organization to prepare the form 990. The ceo and cfo of the organization will review a draft. After management has reviewed the draft form 990, they will forward it to the organization's governing body before it is filed. The organization will then discuss any issues or questions that the board may have. Once questions/issues have been discussed and addressed, the form 990 is filed.”

“Conflict of interest policy monitoring & enforcement the board is required to annually sign a conflicts of interest statement. If conflicts are noted or come to the attention of management, they are addressed/discussed with management and/or the governing body, and appropriate action taken. Top management performs a review of officers and staff for potential conflicts of interest. Officers and employees are also required to sign a conflict of interest statement on an annual basis.”

“Determining compensation part vi: question 15a - top official: on an annual basis, a 3-member compensation committee of the governing body has been delegated authority for reviewing the executive director's compensation. The compensation committee is free from conflicts of interest. The committee reviews comparability data, such as forms 990, compensation surveys, and other information gathered in-house by the organization's management in order to set reasonable compensation for the executive director. The comparability data is gathered for persons similarly qualified in comparable positions at other similar tax-exempt organizations. The committee documents its discussion and recommendations. Any increases or raises of the executive director's compensation are approved by the full board of directors and are documented in the meeting minutes. Part vi: question 15b - other top management: on an annual basis, a 3-member compensation committee of the governing body reviews the compensation of all employees, including top management to determine compensation adjustments. The compensation committee is free from conflicts of interest. Any increases or raises are approved by the board of directors during the budget approval process. Every two years, management purchases a detailed state compensation survey that provides compensation and benefit information by job function and position. This survey provides a benchmark for compensation and benefits for all employees of usas. The survey is provided to the 3-member compensation committee of the governing body during its annual review process.”

“How documents are made available to the public the organization posts its annual audited financial statements on its website, along with copies of its tax returns and the governing documents. The conflict of interest policy is available upon request.”

“Vision: usas will be the standard of excellence in softball. Values: - teamwork - fair play - common good - promotion and education - sportmanship and civility goals: - ensure our future success as the leader in softball by improving the leadership and governance of our organization. - continue and enhance our long-standing focus on the player, the quality of the game, quality of service and overall service. - be accountable to each other and our sport in our mutual efforts to be the international leader in the sport of softball. - focus on financial and organization effectiveness that enhances our service, products and image. - craft effective external and internal connections with our players, officials, parents, affiliates and the public. - create an internationally recognized, world class venue that meets our needs, and supports our mission and vision.”

“Change in value of beneficial interest in assets held by others 19,282. Finance discounts 6,143.”