Conservation Farms and Ranches

“The tax return is reviewed by members of management. Any questions are discussed with paid preparer and resolved prior to filing the tax return.”

“See Federal Supplemental Information”

“The performance of the COO of Conservation Farms and Ranches is reviewed by the Board of Directors.All compensation amounts are based on information provided by an independent compensation consultant who utilizes comparable data from Form 990's from other organizations and compensation survey's and studies to ensure reasonableness.”

“Disclosure of governing documents, policies and financial statements are made available upon request.”

“Client Note 1 - Form 990, Part VI, Line 12c - EXPLANATION OF MONITORING AND ENFORCEMENT OF COMPLIANCE:Conservation Farms and Ranches abides by The Nature Conservancy policy as provided:The Nature Conservancy's monitoring and enforcement of its compliance policy is governed by its Conflict of Interest Standard Operating Procedure ("SOP") which is excerpted as follows: a conflict of interest exists when an individual who is responsible for acting in the best interests of The Nature Conservancy has another interest or loyalty that could influence or impair, or may appear to influence or impair, the individual's ability to act in the best interests of The Nature Conservancy. The term "conflict of interest" includes actual conflicts of interest potential conflicts of interest(situations that could become an actual conflict in the future based upon foreseeable events or the passage of time); and perceived conflicts of interest (situations that others could reasonably perceive to be, or have the appearance of a conflict of interest) Guiding principles: All Conservancy staff, Board Members and Trustees are responsible for identifying conflicts of interest, and disclosing them to the appropriate Conservancy manager or attorney. Conservancy employees must determine whether the conflict can or should be avoided to protect the best interests of the Conservancy. If it is not reasonably possible to avoid a particular conflict of interest or it is not in the Conservancy's best interest to avoid it, all staff, Board members and Trustees are responsible for fashioning appropriate strategies to mitigate and manage the potential adverse consequences of the conflict of interest, and obtaining approval as described in this Standard Operating Procedure before proceeding with the affected activity. Identifying Conflicts of Interest Before engaging in any activity on behalf of the Conservancy, Conservancy staff, Board Members and Trustees must identify and disclose any situations that could give rise to a conflict of interest or the appearance of a conflict. The Disclosure Form should be completed as early as possible by parties with whom the Conservancy plans to enter into a transaction. The Disclosure Form is not the only way that the Conservancy may become aware of a conflict. Thus, even if the Disclosure Form does not reveal a conflict, but you are aware of one, you must proceed in accordance with this SOP. Conflicts of interest are not always clear-cut and easy to define. They require case by case analysis. The Conservancy is concerned with the disclosure and management of conflicts of interests involving "covered persons." However, not all activities or transactions with a covered person generate conflicts of interest. Conversely, a particular factual situation may generate a conflict of interest even when no covered person is involved. Early consultation with a senior manager or Conservancy attorney can assist in analyzing the conflict of interest and strategies for avoidance or mitigation. This SOP sets forth specific guidance for some areas of potential conflicts (see Types of Conflicts below). These are only examples, and it is the responsibility of each individual to be sensitive to any situation that creates or appears to create a conflict of interest. Reporting, Review and Approval Process: If a conflict is identified, the Conservancy staff member who is responsible for initiating and/or overseeing the proposed activity must report the conflict to his or her supervisor and the appropriate Conservancy attorney. Before proceeding with the proposed activity, review and approval to proceed must be obtained as described in this section. While a request for approval of a proposed course of action is pending or being considered, the individual involved in the conflict must refrain from participating in the activity and/or withdraw from any discussion of or decision on the matter. 1. Conflicts Committee Review: The Conflicts Committee reviews an”

“CONSULTING & ORGANIZATIONL : Column (A) - Total = $16048; Column (B) - Program Services = $16048; Column (C) - Management & General = $0; Column (D) - Fundraising = $0”

“CONTRIBUTIONS: Column (A) - Total = $7535; Column (B) - Program Services = $0; Column (C) - Management & General = $7535; Column (D) - Fundraising = $0”

“CUSTOM HIRE: Column (A) - Total = $255; Column (B) - Program Services = $255; Column (C) - Management & General = $0; Column (D) - Fundraising = $0”

“EQUIP. RENTAL & MAINTENANCE: Column (A) - Total = $9644; Column (B) - Program Services = $9644; Column (C) - Management & General = $0; Column (D) - Fundraising = $0”

“PROFESSIONAL FEES: Column (A) - Total = $0; Column (B) - Program Services = $0; Column (C) - Management & General = $0; Column (D) - Fundraising = $0”

“PROGRAM SERVICES: Column (A) - Total = $159940; Column (B) - Program Services = $159940; Column (C) - Management & General = $0; Column (D) - Fundraising = $0”

“SUPPLIES: Column (A) - Total = $177195; Column (B) - Program Services = $177195; Column (C) - Management & General = $0; Column (D) - Fundraising = $0”

“UTILITIES: Column (A) - Total = $108968; Column (B) - Program Services = $108968; Column (C) - Management & General = $0; Column (D) - Fundraising = $0”