The Napa Communities Firewise Foundation

“Procedure for Preparation and Review of Form 990:The Organizations Treasurer is responsible for the timely preparation of the Form 990. The Organizations Treasurer may confer with accountants and legal counsel of the Organization with respect to drafts of the Form 990. Copies of the completed Form 990 (including required schedules) will also be reviewed by the Finance Committee. Any questions or concerns will be noted and addressed, and the Treasurer shall ensure that any appropriate changes are incorporated into the Form 990, which then shall be signed by the Executive Director or other authorized officer of the Organization. Filing of Form 990 (with possible prior distribution to the governing body): The Form 990 shall then be filed with the IRS on a timely basis; provided, if management considers it feasible and appropriate under the circumstances, it may distribute the final version of the Form 990 (with required schedules) to every voting member of the organizations Board of Directors prior to filing with the Internal Revenue Service. The final form may be distributed either in paper or electronic form in any manner deemed appropriate by the Organizations Treasurer. Distribution of Form 990 to All Members of Governing Body:A copy of the filed Form 990, if the final version was not circulated prior to filing, shall be circulated to the Board of Directors as promptly as reasonably practical after the filing, and in no case later than its next regular meeting following such filing.”

“DISCLOSUREA Director shall disclose to the Board of Directors any actual or potential Conflict of Interest as soon as the situation develops. A Director shall disclose to the President of the Board of Directors or the Chair of the Governance Committee all material facts pertaining to any Conflict of Interest transaction and the Directors interest therein prior to any action thereon by the Board of Directors or any committee thereof. The party receiving such disclosure shall, in his or her judgment, disclose the Conflict of Interest transaction to the full Board of Directors, the Executive Committee, the Audit Committee or the Governance Committee depending on the nature of the Conflict of Interest transaction. Each Director also shall disclose any actual or potential Conflict of Interest and any Conflict of Interest transaction on a Conflict of Interest Disclosure Statement at the times and in the manner described below.PROCEDURES1. DUTY TO DISCLOSE: In connection with any actual or possible Conflict of Interest, an interested person must disclose the existence of his or her interest or affiliation and all material facts. The disclosure should be made as soon as the interested party is aware of the actual or possible Conflict of Interest and no later than when the interest becomes a matter of board, committee, or staff action.2. DETERMINING WHETHER A CONFLICT OF INTEREST EXISTS: After disclosure of the potential Conflict of Interest and all material facts, and after any discussion with the Interested Person, he or she shall leave the Board or committee meeting while the determination of a Conflict of Interest is discussed and voted upon. The remaining Board or committee members shall decide if a Conflict of Interest exists.3. PROCEDURES FOR ADDRESSING THE POTENTIAL INTEREST: An interested person may make a presentation at the Board or committee meeting, but after such presentation, he/she shall take no part in the discussion of (and may in the discretion of the presiding officer be asked to leave the meeting for the duration of the discussion and voting), and the vote on, the transaction or arrangement that results in the Conflict of Interest.”

“The Napa Communities Firewise Foundation requires the analysis of compensation of key employees, including the Executive Director, on at least an annual basis. The salaries shall be based on comparable organizations with similar mission, budget size, job description and demands, geographic area, and other factors. Based on the analysis, the Board shall conclude on whether each key employee's compensation is appropriate. Such analysis shall be documented and filed in the Corporation's records.”

“The Napa Communities Firewise Foundation requires the analysis of compensation of key employees, including the Executive Director, on at least an annual basis. The salaries shall be based on comparable organizations with similar mission, budget size, job description and demands, geographic area, and other factors. Based on the analysis, the Board shall conclude on whether each key employee's compensation is appropriate. Such analysis shall be documented and filed in the Corporation's records.”

“Governing documednts, policies, and financial statements are provided upon request.”

“In 2020 the Organization began fuel reduction and mitigation work.”

“(Continued from Part I, Line 1) We are achieving this through Fire Safe Councils (FSCs); local, state, and federal grants; and by educating our communities on topics such as defensible space, home hardening, and fire preparedness.”

“(Continued from Part III, Line 4a)A Community Wildfire Protection Plan (CWPP) is a mechanism for communities to address their wildfire risk, by promoting collaboration and local action through comprehensive planning and prioritization. The CWPP entails the collaboration of local, state, and federal agency representatives, and other interested parties, such as individual property owners, and special interest groups. Through this process, the plan: * Identifies areas of high hazard in which topography, fuel and weather create the potential for extreme fire behavior regardless of socio-political boundaries. * Identifies where there is interest, willingness to participate and resources for preparedness and mitigation activities. * Addresses structure ignitibility. * Protects at-risk communities and essential infrastructure. * Prioritizes fuel reduction and recommends types and methods of treatment. * Contributes to effective strategies for community outreach and education. A CWPP embodies a road map for the future. It includes: * Analyses of conditions, hazards and recommendations related to the natural and built environment * Descriptions of processes and people involved, as well as a synopsis of policies, codes, programs, maps, and associated plans, including environmental economic, and sociopolitical constraints * A reference architecture for areas of agency collaboration * Depictions of emergency response capabilities * An articulation of specific regional project priorities for fuel reduction Community base map, and Wildland Urban Interface (WUI) delineation * An overarching strategy for sustained community outreach and education including data collection, and communication strategies * Recommendations, actions and monitoring to guide the future The results-outcomes of the CWPP are: * Shared vision of current situation * Open statement of priorities * Common, shared, or parallel paths for improvement of wildfire safety * Greater engagement and collaboration with partners/stakeholders * Increased potential for project funding/efficiency * A sustainable framework and governing process for ongoing work to amend and enhance the strategy * Improved services and coordination for Fire Safe Councils by better centralizing specific shared services and functions.”