Connecticut Brain Tumor Alliance Inc

“Part VI (1), (2), and (3). Susan Lemkuil, Director on the CTBTA Board, is an owner of Shimkus, Murphy, & Lemkuil, Inc./SML Real Estate, Inc., the insurance agency which sells insurance to the Connecticut Brain Tumor Alliance ("CTBTA") and finds insurance products that meet our nonprofit needs. David Lemkuil, Director on the CTBTA Board, is Susan Lemkuil's spouse and Vice President of Shimkus, Murphy & Lemkuil./SML Real Estate, Inc. Mary Beth Murphy, Susan Lemkuil's sister, is our insurance agent and an owner of Shimkus, Murphy & Lemkuil./SML Real Estate, Inc. We obtain quotes from other insurance agencies, and the Lemkuils are not part of the decision to procure insurance through Shimkus, Murphy & Lemkuil, Inc./SML Real Estate, Inc. In following our conflict of interest policy, and after exercising due diligence, the CTBTA Board determined that it could not with reasonable efforts obtain a more advantageous transaction from another entity, and it was determined that our present insurance arrangement is in the best interest of the CTBTA.”

“The CTBTA Board Treasurer and Executive Director thoroughly review the Form 990, and the Treasurer signs the Form 990 after proper examination of the return. Either the Treasurer or the President of the Board provides all Board Members with a copy of the Form 990, with an opportunity for review, discussion, prior to filing.”

“Purpose. The purpose of the conflict of interest policy, which is incorporated into this organization's Bylaws, is to protect the Connecticut Brain Tumor Alliance's interest when it is contemplating entering a transaction or arrangement that might benefit the private interest of an officer or director of the organization or might result in an excess benefit. Duty to Disclose. In connection with any actual or potential conflict of interest, an interested person (including any director, principal officer, staff member, or committee member with governing board delegated powers) must disclose the existence of a financial interest and be given the opportunity to disclose all material facts to the directors and members of committees with governing board delegated powers considering the proposed transaction or arrangement. Determining Whether a Conflict of Interest Exists. After disclosure of the financial interest and all material facts, and after any discussion with the interested person, the remaining governing board or committee members decide if a conflict of interest exists, in the absence of that interested person. Procedures for Addressing the Conflict of Interest. a) An interested person may make a presentation at the governing board or committee meeting, but after the presentation, he/she may be asked to leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. b) The board or committee investigates alternatives to the proposed transaction or arrangement. c) After exercising due diligence, the board or committee determines whether the organization can obtain with reasonable efforts a more advantageous transaction or arrangement with a person or entity that would not give rise to a conflict of interest. d) If a more advantageous transaction or arrangement is not reasonably possible under circumstances not producing a conflict of interest, the governing committee determines by a majority vote of the disinterested directors whether the transaction or arrangement is in the organization's best interest, for its own benefit, and whether it is fair and reasonable, and then it decides whether to enter into the transaction or arrangement.”

“The CTBTA in evaluating the compensation of our Executive Director, and any employee, uses market intelligence and comparative data found in the public domain, including but not limited to Guidestar's Compensation Report, tailored to geographic region, nonprofit area, and job title(s). The CTBTA uses measurements of gross revenue to expense and program performance in evaluating the role and responsibilities of our Executive Director, and of any other employees, and the corresponding salary/compensation package. For the Executive Director, compensation due diligence and process is conducted at the Board level within a subcommittee, and then by contemporaneous deliberation and decision by a full Board vote. For any other employee, compensation due diligence and process is conducted by the Executive Director, and then presented to the Executive Board for approval, followed by a full Board vote as part of the annual budget/financial review.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available to the public at its office and upon request.”