Ann Arbor YMCA

“Linda Borgsdorf - Family relationship, Stephen Borgsdorf - Family relationship”

“A draft of the Form 990 is first reviewed by the Finance Committee, which also has responsibility for all matters related to the Organization's annual audit. Once approved at the Committee level, the form, including all attachments, is emailed to the Board prior to a regularly scheduled board meeting. At the board meeting, the Treasurer, who chairs the Finance Committee, reports on any discussions related to the Form 990 that occurred at its meeting and asks for additional comments or questions from the board members. When all matters have been addressed at the Board level, the return is promptly filed.”

“Board members and officers (CEO, VP of Operations/COO, and CFO) are required to review the conflict of interest policy and complete the related questionnaire annually. There are no staff members who qualify as key employees, requiring them to complete the questionnaire. The Director of Business Operations reviews the responses to the questionnaire, documents potential conflicts and provides a summary report to the Executive Committee of the Board. The Chair of the Board periodically reminds the board members and the officers, who also attend board meetings, of their responsibility to notify a member of the Executive Committee if there is a change in personal or professional relationships that may create a new conflict of interest. In addition, several members of the Executive Committee are also members of the Finance Committee, which provides a further oversight and compliance capability. All significant financial transactions are reviewed and discussed at the committee level, including those involving potential conflicts of interest, before presentation to the Board.”

“The Executive Committee of the Board determines the compensation of the Organization's CEO. The Committee meets annually to review the performance of the CEO and to determine compensation. Each board member is asked to complete a CEO performance appraisal survey. The results of the survey are compiled by the Chair of the Board and reviewed by all members of the Executive Committee. The Executive Committee's overall evaluation of performance is based on categories outlined in the Organization's salary administration plan and pre-agreed-upon annual goals for the CEO. Compensation data is compiled for CEO's of other YMCA's and other non-profits with similar size budgets in the Organization's geographic region. The results are compared to the current CEO pay range established in accordance with the modified Hay Plan charts provided by the YMCA of USA and utilized for all exempt and non-exempt staff positions in the Organization. The salary review process and subsequent adjustment are documented with the signatures of all the members of the Executive Committee, indicating their participation, concurrence and completion date. The final results are reported to the Board at its next regularly scheduled board meeting.”

“The Board has delegated to the CEO the authority to review and determine the compensation of the Organization's officers, which include the VP of Operations/COO, VP of Program and Community Development, and the CFO, in accordance with an established salary administration plan based on the modified Hay Plan charts provided by the YMCA of USA and reviewed annually by Human Resources Committee of the Ann Arbor YMCA Board of Directors. The CEO meets individually with each officer in a formal review session to evaluate the progress on pre-agreed-upon annual performance goals and to determine compensation. Salary ranges for each position are determined based on required competencies. Percentage increases are predetermined for various performance categories and applied based on the officer's position in his/her respective salary range. Contemporaneous documentation of the annual review and compensation adjustment is signed by both the CEO and the officer.”

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

“Other Program Revenue - Total Revenue: 880527, Related or Exempt Function Revenue: 880527, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Residence Revenue - Total Revenue: 0, Related or Exempt Function Revenue: 0, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“(Expenses $ 850,798 including grants of $ 12,000)(Revenue $ 655,669) Other program services -other program services include Child Care, Teen Education and Leadership and Youth Volunteer programs. Y youth development programs give children and teens a safe place to belong, build confidence and learn positive behaviors. Child Care: The YMCA's NAEYC-accredited Early Child Care and After School programs provide a nurturing environment where children can learn, grow and develop social skills. These programs also reinforce the YMCA values of honesty, caring, respect and responsibility among children and their families. An additional element to Y child care programs is the healthy eating physical activity (HEPA) curriculum implemented to help reduce childhood obesity. The Y makes it possible for families of all backgrounds and income levels to participate in our programs on a sliding fee scale. In 2015, 15 families received this financial support. At the Y, we help teens set and achieve their goals. Through Teen Education and Leadership programs, including the Teen After School Program, Youth in Government and Leaders Club, teens ages 11-17 have the opportunity to develop self-confidence and take an active role in strengthening their community. In 2015, over 155 teens participated in these Education and Leadership programs. Youth Volunteer Corps is a service learning program that empowers young people through extended volunteer service experiences. In 2015, 361 youth provided more than 8,000 hours of community service to 32 community agencies.”

“see attached narrative”