Needs Beyond Medicine

“Jack bowe caitlin mosley chair treasurer father - daughter”

“Th organization provides a copy of the 990 before it is filed to all officers and board members. The 990 is thoroughly reviewed by the board treasurer and the executive director for completeness, accuracy, and reasonability. All other board members are given the oppportunity to provide feedback as well.”

“1. The purpose of this board conflict of interest policy is to protect nbm's interests when it is contemplating entering into a transaction or arrangement that might benefit the private interests of an officer or director of nbm or might result in a possible excess benefit transaction. 2. This policy is intended to supplement, but not replace, any applicable state and federal laws governing conflicts of interest applicable to nonprofit and charitable organizations. 3. Duty to disclose: in connection with any actual or possible conflict of interest, an interested person must disclose the existence of the financial interest and be given the opportunity to disclose all material facts to the board or executive committee. 4. Each director, principal officer and member of a committee with board delegated powers shall annually sign a statement which affirms such person: a. Has received a copy of the conflict of interest policy b. Has read and understands the policy c. Has agreed to comply with the policy d. Understands nbm is charitable and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt purposes. 5. After disclosure of the financial interest and all material facts, and after any discussion with the interested person, he/she shall leave the board or executive committee meeting while the determination of a conflict of interest is discussed and voted upon. The remaining board or executive committee members shall decide if a conflict of interest exists. An interested person may make a presentation at the board or executive committee meeting, but after the presentation, he/she shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. B. The chairperson of the board or executive committee shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. C. After exercising due diligence, the board or executive committee shall determine whether nbm can obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a conflict of interest.”

“The executive director of needs beyond medicine, hereinafter 'the nonprofit,' is the principal representative of the nonprofit, and thus responsible for its efficient and effective operation. It is therefore the desire of the nonprofit to provide a fair and reasonable compensation for the executive director that is consistent with other similarly situated organizations. Other positions deemed 'key executive positions' within the organization (i.e. Any position that reports directly to the board or that requires compensation approval by the board) will also be determined by the process defined under this policy. Board approval: the amount which constitutes fair and reasonable compensation (including salary and benefits) for the executive director (and other key executive positions) will be determined by the board. This decision will be based on the candidate's qualifications and the availability of organizational funds for compensation, along with a thorough review of comparability data that documents compensation levels and benefits for similarly qualified individuals in comparable positions at similarly situated organizations. These data may include the following: 1 salary and benefit compensation studies by independent sources; 2 written job offers for functionally comparable positions at similar organizations; 3 information obtained from irs form 990 filings from similar organizations. Concurrent documentation: the nonprofit's board documents the decision? Making process used to approve the compensation for the executive director (and other key executive positions). This information will not be included in the general meeting minutes. It will be kept confidential and maintained by the chair of the board and the secretary/treasurer. No member of the staff will have access to this information. Documentation will include: 1 a description of the compensation and benefits, and the date it was approved; 2 the names of board members present during the discussion of compensation and benefits, and the results of the vote; 3 a description of the comparability data relied upon and how the data were obtained. Executive salaries are disclosed to the irs and any other agencies as required by law. Independence in setting compensation: the chair of the board of directors, who is a volunteer and not compensated by the nonprofit, will operate independently and without undue influence from the executive director.”

“The organization's financial statements, governing documents, and conflict of interest policy are made available to the public upon written request to the organization's address.”