Mountain Association for Community Economic Development Inc

“The first level of review of the form 990 is by mountain association's chief financial officer, who provides the preparer with the information for the return and works closely with the preparer to ensure its accuracy and completeness. The president or chief operating officer reviews the form before signing it. The board's finance committee also reviews the form 990. Following the finance committee review, the form 990 is distributed to the board electronically before it is submitted to the irs.”

“The mountain association bylaws include a conflict of interest policy that specifies conflicts of interest to be avoided. The board of directors may make exceptions to the policy in specific cases when the situation is fully disclosed to them. A provision of the conflict of interest policy is that each director, officer and employee must receive, sign and return a copy of a summary of the conflict of interest policy. Annually, mountain association board members and key employees sign the summary anew, affirming that they have read and understand the policy. As part of the annual audit process, board members and other related parties fill out a related party questionnaire on which they report any interests and transactions that could give risk to conflicts of interest. Any conflicts of interest are disclosed as part of the audited financial statements.”

“Annually, the mountain association president is evaluated through a process guided by the board executive committee, composed of the board officers (chair, vice-chair, board treasurer and board secretary). The executive committee reports its findings to the board in closed session. After considering the committee's report, the board sets the president's compensation for the following year. The board takes into account compensation levels reported on forms 990 for the ceos of three to five comparable organizations as well as its knowledge of compensation of positions in the private and nonprofit sectors with comparable levels of responsibility, qualifications and achievement. The president does not participate in or vote on the decision on the president's compensation. The board's decision on compensation is recorded in minutes which are presented and approved at the following board meeting. This process last took place in may 2025.”

“The president determines the compensation of other staff, including those who serve as corporate officers, following an annual performance review of each staff member. Along with considerations of equity among staff, the president takes into account compensation levels reported on forms 990 for officer positions in three to five comparable organizations and their knowledge of compensation of positions in the private and nonprofit sectors with comparable levels of responsibility, qualifications and achievement. Every change in a staff salary is documented in a letter to the staff member.”

“Mountain association, its subsidiary ridgecrest enterprises, and its sister nonprofit appalachian investment corporation, are audited each year. The corresponding audit report is on the consolidated financial statements of mountain association and its affiliates. This report is available at www.mtassociation.org. A separate audit on mountain association's stand- alone financial statements is not issued. Mountain association's articles of incorporation and audited financial statements are available on the mountain association web site, www.mtassociation.org. The conflict of interest policy is available upon request.”

“Mountain association, aic and ridgecrest board of directors appointed robin gabbard as the new president of mountain association for community economic development, inc., effective june 1, 2024. Peter hille, who had served as president and had been an employee of mountain association since april, 1, 2012, remained on staff as ceo until his planned retirement on april 30, 2025, to ensure a smooth leadership transition.”

“We serve our mission to build a new economy by offering flexible loans and technical support to existing and startup businesses and organizations; helping businesses, nonprofits, public agencies and homeowners find much- needed energy savings; and by engaging in research, communications and advocacy for policy and narrative change. We also work with partners on a variety of projects to demonstrate what's possible in eastern kentucky.”

“4a. Lending & business support expenses/grants to other organizations/revenues 2,503,929/ 257,864/ 1,438,529 the lending team offers loans to existing and startup businesses and organizations. As a community development financial institution and a nonprofit, the organization can offer greater flexibility and lend to individuals who may not otherwise qualify. The business support program connects business owners and nonprofit leaders to consultants who can help them succeed - from website development to professional photography, and more. At fiscal year end, the combined portfolio of mountain association and its affiliated nonprofit appalachian investment corporation included 209 loans totaling approximately 22,153,378. There were approximately 50 loans closed during fiscal year 2025, disbursing a total of10,218,291.”

“4c. Appalachian transition communications & policy expenses/grants to other organizations/revenues 716,460/400,000/2,930 appalachian transition is both the overarching framework of our vision for appalachia's brighter future and a body of work aimed at moving us toward that future. This team is focused on conducting communications campaigns, telling important stories through a broad range of avenues, and connecting with leaders and organizations across the country as part of shifting the conversations about the region, our economic transition and our bright future.”

“4d. Other program services central appalachian network the central appalachian network (can)'s mission is to develop and deploy economic strategies that build wealth in local communities, conserve natural and cultural resources, and empower marginalized communities. Can works in collaboration across sectors, partnering with other non-profits, community groups, funders, educational institutions, local government, and private business. Can actively pursues economic transition in central appalachian communities through a variety of economic sectors and market- based strategies. Mountain association serves as fiscal sponsor for can. Strategic initiatives the strategic initiatives program works to build relationships with communities in eastern kentucky by helping them design and build unique and place-based interventions in economic sectors that fill gaps and demonstrates what's possible in the region's new economy. General community development historically, mountain association has provided administrative support services to and has maintained a joint employer relationship with two small nonprofits whose missions closely align with the organization-- kentucky natural lands trust (knlt) and kentucky center for economic policy (ky policy). Knlt is a nonprofit conservation organization working to secure funds to protect natural lands and provide for their long-term stewardship. Ky policy produces credible research to kentuckians around complex issues such as public investments, taxes, education, criminal justice, health care, jobs, and the economy. As part of its mission, mountain association also serves as a fiscal sponsor for unincorporated nonprofit projects doing work that supports our goals. Fiscally sponsored projects are direct activities of mountain association. Expenses/grants to other organizations/revenues 1,039,550/77,695/368,785”

“Consultants 951,640 29,785 150 it/data services 56,847 33,623 258 professional services 11,319 45,267 0 total 1,019,806 108,675 408”