Living Alternatives for the Developmentally Disabled Inc.

“The completed form 990 is provided to the board of directors sufficiently in advance of the filing deadline to enable a detailed and conscientious review by all members of the board. All questions and concerns will be addressed by the executive director and incorporated into the form 990 as appropriate. All questions and concerns of the members of the board of trustees will be addressed by the executive director and incorporated into the form 990 as appropriate. After all of the input from the finance committee has been appropriately addressed, the accounting agency will file the final form 990 as required.”

“Board members complete a "board of directors conflict of interest information form" describing any relationship, positions, or circumstances in which they are involved that they believe could contribute to a conflict of interest as defined in l.a.d.d. Inc.'s board of director's conflict of interest policy.”

“The board retains the authority to establish compensation guidelines for annual increases and the principles and standards for distribution except as noted below. The compensation committee of the board shall be responsible for making a recommendation about funding of the annual increases. Members of the board of directors will be identified to the compensation committee and delegated the responsibility to manage the performance review and compensation determination process.”

“AVAILABLE UPON REQUEST”

“During the 2024-2025 fiscal year, the executive director of living alternatives for the developmentally disabled, inc. (ladd) exercised oversight to ensure the consistent delivery of high-quality services across all organizational program sites, including multiple locations requiring continuous 24-hour staffing. Ladd operated 66 community-based service sites and provided supports to approximately 366 individuals with developmental disabilities and mental illness across four counties. The organization employed an average of 535 staff members during the reporting period. Ladd continued to experience challenges associated with the nationwide shortage of direct care workers. In response, the organization implemented a range of targeted recruitment and retention strategies designed to stabilize staffing levels, reduce the number of open positions, and limit the use of overtime. Throughout the fiscal year, ladd maintained strong performance outcomes and high levels of satisfaction from individuals served and their legal guardians. This is reflected in the results of 49 audits conducted by external regulatory and oversight agencies, all of which concluded with excellent outcomes. In addition, all organizational training programs required for staff were reviewed and approved by the statewide training guideline workgroup (stgw), an entity within the community mental health association of michigan responsible for evaluating and recommending training standards for direct support personnel statewide.”