Achieve Now

“A review is conducted by the board's finance committee. After review and approval, the document is distributed to the entire board of directors, along with the finance committee's report and recommendation.”

“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 directors and members of the committees with governing board delegated powers considering the proposed transaction or arrangement. After disclosure of the financial interest and all material facts, and after any discussion with the interested person, such interested person shall leave the governing board or committee meeting while the determination of a conflict of interest is discussed and voted upon. The remaining board or committee members shall decide if a conflict of interest exists. An interested person may make a presentation at the governing board or committee meeting, but after the presentation, such interested person shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. The chairperson of the governing board or committee shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. After exercising due diligence, the governing board or committee shall determine whether the corporation 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. If a more advantageous transaction or arrangement is not reasonably possible under circumstances not producing a conflict of interest, the governing board or committee shall determine by a majority vote of the disinterested directors whether the transaction or arrangement is in the corporation's best interest, for its own benefit, and whether it is fair and reasonable. In conformity with the above determination it shall make its decision as to whether to enter into the transaction or arrangement. If the governing board or committee has reasonable cause to believe a member has failed to disclose actual or possible conflicts of interest, it shall inform the member of the basis for such belief and afford the member an opportunity to explain the alleged failure to disclose. If, after hearing the member's response and after making further investigation as warranted by the circumstances, the governing board or committee determines the member has failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action.”

“15a. Process for determining compensation for top management official: the executive committee shall annually evaluate the executive director on her/ his performance, and ask for her/ his input on matters of performance and compensation. It is achieve now's desire to provide a fair, reasonable yet not excessive compensation for the executive director and any other members of the core management team. The executive compensation procedure is used to establish reasonableness and to reduce the risk of penalties. Independence in setting compensation: the executive committee, comprised of volunteers who are not compensated by the nonprofit, will operate independently without undue influence from the executive director. No member of the executive committee will be a staff member, the relative of a staff member, or have any relationship with staff that could present a conflict of interest. Executive director's report: in advance of the executive committee's determination, the executive director, as well as each member of the core management team, when appropriate, will prepare a report detailing her or his activities over the previous fiscal year. This report should take into account the position's primary objectives and responsibilities, the organization's strategic plan, and his or her sense of important accomplishments and greatest difficulties. Board approval: the executive committee will review comparability data that documents compensation levels and benefits for similarly qualified individuals in functionally comparable positions in similarly situated nonprofit organizations (i.e., in the same or a nearby geographic area, of similar budget size, and in a similar or the same sub-sector). These include: -salary and benefit compensation studies by independent sources using this data, the executive committee will make a recommendation to the full board for the executive director's compensation (salary and benefits) and, when appropriate, the compensation for other members of the core management team. Concurrent documentation: to approve the compensation for the executive director, the board must document how it reached its decisions, including the data on which it relied. The last few years, compensation review, discussion, and approval has been done via email. Documentation will include: -a description of the compensation and benefits and the date it was approved -the members of the board who were present during the discussion about compensation and benefits, and the results of the vote -a description of the comparability data relied upon and how the data was obtained -any actions taken (such as abstaining from discussion and vote) with respect to consideration of the compensation by anyone who is otherwise a member of the board but who had a conflict of interest with respect to the decision on the compensation and benefits. 15b. Process for determining compensation for officers or key employees: a salary comparison is conducted every three years. When applicable, salaries are adjusted to reflect national and local averages for similar positions at similarly sized organizations. New salary ranges are approved by the board. Executive director determines salary within adjusted salary ranges.”

“Copies of governing documents, financial statements, and form 990 will be provided upon request.”