Allegheny Conference on Community Development

“In addition to its general authority, the executive committee shall have the following specific responsibilities: (a)to develop recommendations to the board of directors concerning the corporation's priorities, objectives, policy positions and budget; (b)to review and recommend to the board of directors of the corporation and of its affiliated organizations for approval the annual budget for such entities and to monitor the performance of such entities and the management of their resources, including establishing their investment policies; (c)to recommend to the board of directors of the corporation and of its affiliated organizations appropriate allocations of contributions to the corporation for the support of the three rivers: one future regional growth initiative and such adjustments thereto throughout the corporation's fiscal year as the committee deems appropriate; (d)to recommend to the board of directors of the corporation such changes to the "strategy for corporate pledges" as it deems appropriate; (e)to recommend a slate of nominees for election as directors and officers of the corporation at the annual meeting; (f)to recommend a slate of nominees for election as at-large executive committee members; (g)to nominate a candidate for any vacancy on the board of directors or in any office of the corporation for consideration by the board of directors; (h)to appoint the corporation's representatives on the audit and personnel & compensation committees; (i)to appoint the private sector directors and the chair of the board of directors of the pra as provided for in the bylaws of the pra; (j)to appoint the managerial entity directors and the chair of the pel/swpa as provided for in the operating agreement of the pel/swpa; (k)to appoint the class b directors and the chair of the chamber as provided for in the bylaws of the chamber; (l)to select and determine the compensation of the ceo; and (m)to exercise the reserved powers of the corporation over its affiliates the pra, the pel/swpa and the chamber as provided in the respective bylaws and operating agreement of those entities, including the exclusive authority to approve amendments to such bylaws and appoint the ceo of each affiliate.”

“The conference's board is composed of the chief executive officers of the region's most significant employers and universities dedicated to improving the economy and quality of life in the pittsburgh region. Given the composition of the board and its desire to create a competitive business climate and market the region for investment and job creation, it is not unusual that a significant number of individuals serving as a board member on the conference may also serve together on other related or unrelated boards. The conference places reliance on the board members' responses to the annual questionnaire in identifying such business relationships. Business relationship: mr. Wetherbee, mr. Morehouse and mr. Ball business relationship: mr. Holmberg and mr. Malone business relationship: mr. Mcquade and ms. Fleming business relationship: mr. Malone and mr. Delie business relationship: mr. Malone and mr. Morehouse business relationship: mr. Malone, mr. Howard, mr. Schott, mr. Broadhurst and mr. Ball business relationship: ms. Pashman, ms. Skelley, ms. Casey, mr. Malone, mr. Oliphant, mr. Barbour and mr. Morehouse business relationship: mr. Engel, mr. Mcgarry and mr. Burritt business relationship: mr. Gallagher, mr. Barbour and mr. Morehouse business relationship: mr. Gallagher, mr. Romoff and ms. Shipley business relationship: mr. Thomas, ms. Shipley and mr. O'brien business relationship: mr. Barbour, ms. Pashman and ms. Skelley”

“Approximately one week prior to filing, the governing body and the organization's management team is granted access to a secure link to the organization's ftp site to view the final form 990. During this time, the organization's board members can volunteer any observations & comments on the return but are not required to review or formally approve the form 990 before or after it is filed as part of its board activities. The organization's finance group functions in tandem with the management team during the preparation of the return. The audit committee chair as part of his/her responsibilities will be given copies of the draft returns for review. The chief executive officer will meet with the cfo prior to the cfo signing the final return and will have the opportunity to review and ask questions as necessary.”

“Annually, each officer, director and key employee (o,d,ke) of the organization must complete a conflict of interest disclosure statement and affirm that he/she has read, understood and has complied with the policy. All responses to the disclosure statement are summarized by the accounting department. The chief executive officer or his/her designee is responsible for reviewing the summary of disclosure statements so that he/she is familiar with and can report potential conflicts to the board. In addition, each interested person must disclose the existence of any financial interest or other interest (and all material facts regarding such interest) at the time the board is considering a transaction that may involve a conflict of interest or the appearance of a conflict. If determined a conflict of interest exists, the interested person will recuse himself or herself from voting. If the governing board has reasonable cause to believe a member has failed to disclose actual or possible conflicts of interest, it will inform the member of the basis for such belief. If the board determines the member has failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action. The minutes of the board will disclose the actions taken.”

“The allegheny conference's personnel and compensation committee is responsible for assuring the efficient implementation and administration of consistent, competitive, and well-communicated personnel and compensation policies. The committee is composed of seven members serving on the board of directors of the conference and its affiliates. Each member is required to be independent and free from any relationships that might be considered a conflict of interest. Among the many responsibilities of the personnel & compensation committee, a few are specific to the process of determining fair compensation practices of the organization: 1. Review and recommend to the conference's executive committee any compensation changes for the chief executive officer, 2. Obtain appropriate analyses and studies prepared by external sources to aid in evaluating compensation, incentive, and benefit-plan levels, practices and strategies to assure they are appropriate to attract and retain qualified personnel. The committee is empowered to retain a third-party consultant having special competence as necessary to assist the committee in fulfilling its responsibilities. The independent consultant is typically engaged on a bi-annual basis to provide assurance that pay practices are reasonable and within the range of typical market practices. Assurance can be in the form of information obtained from other form 990 filings of similar organizations, as well as detailed compensation studies which compare job descriptions of similar positions of both nonprofit and for-profit organizations. Compensation changes are taken to the conference's executive committee and discussion takes place via an executive session (including the ceo for senior management and excluding ceo for his/her own compensation). Approval is documented in the minutes of the committees' meetings.”

“The conflict of interest policy and financial statements are not made readily available to the public via the organization's website, and requests for this information are handled on a case by case basis.”

“There were no changes from prior years.”