Arc of Wabash County Inc

“Membership to the organization may be obtained on application to the chair of the membership committee. There are two classes of members: voting members and associate non-voting members. Voting members are the members of the board of directors and every voting member shall be entitled to vote on each matter to come before any meeting of the members. Associate non-voting members are those who desire to participate in the activities of the organization. Associate non-voting members shall have no vote. Membership may be on either an individual or family basis. Members pay annual dues, the amount of which is determined by the board of directors. A member in good standing is one whose dues are not delinquent or have been waived. Members in good standing shall be invited to all general membership meetings and to other meetings and activities from time to time. Oversight of the organization rests with the board of directors. Any action of the members shall be subject to review by the board of directors on request of any member or director. An action of the board of directors shall require a majority vote, provided no rights of third parties are affected.”

“The general membership meets on an annual basis during which directors and officers are elected by the voting members for the upcoming year.”

“A board meeting is held with our tax advisors to present and review a final draft of the full form 990, including all applicable schedules before it is filed with the irs. Each board member is provided a copy of the return at the board meeting and is allowed to ask any questions they may have. Upon review and approval by the board, the tax return will be filed with the irs.”

“Annual disclosure is provided to each officer and board member(the organization does not have any key employees or highly compensated employees). Each individual completes an annual conflict of interest statement; once the statements are completed, the president/ceo reviews them to determine if there are any potential conflicts of interest. If a potential conflict of interest arises, the president/ceo reports the issue to the board chair. The board chair then reports the issue to the entire board of directors, which then determines whether or not an actual conflict of interest exists. If an actual conflict of interest is determined to exist, the board determines whether the member should either 1)remove himself or herself from voting on the issue or 2)needs to be removed from the board.”

“Arc has an executive compensation policy which was originally developed in 2007. The procedures outlined in this policy have been used annually since then. Arc's board of directors determines the president/ceo's compensation package on an annual basis in order to make appropriate and ongoing compensation decisions. Board members are apprised of the full details of the president/ceo's compensation package, and they also have the opportunity to meet and discuss the details prior to approving a compensation package. The president/ceo does not suggest or recommend his own salary levels and is not present during the board's discussion about her compensation level. Prior to the board meeting, individual board members are provided a completed executive compensation form which details the president/ceo's present (1)annual base salary. (2)amount of health, life and disability insurance premiums paid by arc. (3)amount of pension/retirement contributed by arc. (4)the cost of the cell phone package provided by arc. (5)the number of vacation and sick days paid by arc. (6)any other benefits that might be provided by arc. Each board member is also provided a copy of the results of the indiana association of rehabilitation facilities (inarf) salary and compensation survey for chief executive officers, which is conducted by inarf every other year. Cost of living allowance (cola) figures are also researched and provided to the board. Forms 990 filed by peer organizations are available for review on guidestar. Lastly, published information regarding the percentage of wage increases for local public employees and employees of the local public school system is made available as appropriate.”

“Compensation decisions for all employees, including the chief financial officer, are based on merit and are determined by the board of directors annually. Written annual job performance evaluations are conducted in the spring of each fiscal year. The employee and his/her supervisor sit down together to do the evaluation. Once completed, both the employee and the supervisor sign the evaluation form. A copy is given to the employee and the originalis submitted to the president/ceo. An overall score is derived from each of the evaluations, using a specific formula. Then, based on their scores, staff members are placed on a spreadsheet under one of five performance categories: substandard, satisfactory, good, excellent, and outstanding. Substandard performance results in no wage increase. The remaining four categories result in increasingly higher increases. Next, at least four different pay options are developed for the board's consideration. Option 1 might include a range from 1.5% to 3.0% increase. 1.5% for satisfactory rating, 2.0% for good, 2.5% for excellent, and 3.0% for outstanding rating. Option 2 might include a range from 2.0% increase to 3.5%. Option 3 might include a range from 2.5% to 4.0%, and option 4 might be a range from 3.0% to 4.5%. For each of the different options, a spreadsheet is developed listing each staff person, their projected annual wage based on the current year, the amount of increase based on their performance evaluation score, category for that option, and the projected total compensation for the next year. Then all increases are totaled so the board can see what the financial impact of each option will have on arc's budget. Annually, at a regularly scheduled board meeting, board members are given the spreadsheets showing the financial impact of each of the four options for increased wages. Board members can also see where each employee falls according to their performance evaluation. Board members are also provided the results of the indiana association of rehabilitation facilities (inarf) salary and compensation survey for staff positions within our industry. Cost of living (cola) figures are also researched and provided to the board. Published information regarding the percentage of wage increases for local public employees and employees of the local public school systems is made available as appropriate. The board of directors makes a decision as to which option to go with for wage increases for the coming year. Wage increases become effective on july 1, the beginning of the new fiscal year. Instead of the options presented, the board may also choose to develop an entirely different option. For instance one year the board decided to give a one-time bonus to all staff based on one of the options provided. Instead of giving a raise another time, board members opted to give additional paid-time-off hours to all staff instead of wage increases. The board of directors always make the final decision.”

“Financial statements, governing documents and conflict of interest policies are not required disclosures pursuant to internal revenue code(irc) section 6104. These documents are made available to the public upon request.”

“The mission of arc of wabash county, inc. Is to challenge, empower, and support individuals with disabilities to reach their highest level of independence. Arc of wabash is dedicated to: 1) preserve, protect, and promote the dignity of individuals with disabilities and assist them in understanding and exercising their rights. 2) encourage and support opportunities for individuals to choose and realize their personal apsirations and goals. 3) develop and utilize natural community supports for individuals whenever practicable. 4) provide training and resources to enable individuals with disabilities to live and work as effectively and as independently as possible. 5) provide services and supports that address the needs of people with disabilities in all life areas, including work, home, leisure, and community. 6) work cooperatively with community agencies, businesses, and organizations which can provide additional support services for individuals and their families. 7) provide advice and counsel to families with regard to issues associated with disabilities. 8) foster the development of a better understanding by the public of the implications of disabilities. 9) endeavor to support our mission through sound financial management.”

“Increase integrated employment opportunities at a competitive wage along with community awareness and support of individuals with disabilities.”