Easter Seals Southeast Wisconsin Inc.

“The prepared form 990 is reviewed by the finance committee before the return is filed with the irs.”

“To ensure easter seals southeast wisconsin operates in a manner consistent with charitable purposes and does not engage in activities that could jeopardize its tax-exempt status, periodic reviews shall be conducted. The periodic reviews shall, at a minimum, include whether compensation arrangements and benefits are reasonable based on competent survey information, and the result of arm's length bargaining. Whether partnerships, joint ventures, and arrangements with management conform to the written purposes and do not result in inurement, impermissible private behavior, or in an excess benefit transaction. When conducting the periodic reviews, the organization may, but need not, use outside advisors. If outside experts are used, their use shall not relieve the governing body of its responsibility for ensuring periodic reviews are conducted. Each director, principal, officer and member of a committee with governing body-delegated powers annually sign a statement, which affirms such person has received a copy of the conflicts of interest policy, has read and understands the policy, has agreed to comply with the policy, and understands the organization is charitable and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt purposes.”

“The goals of the chief executive officer evaluation process are to clarify expectations of the chief executive officer's role, responsibilities and performance results; assure alignment of organizational priorities and operationalize the strategic plan through actionable work plans; promote objective assessment of the performance of the chief executive officer and changes to the chief executive officer's compensation and benefits; provide a climate for personal growth and development of the chief executive officer; provide a model for effective performance management processes for other staff members and assure an evaluation approach consistent with our culture; and provide a method for executing a part of the fiduciary responsibility of directors. The executive evaluation and compensation committee is comprised of directors who, because of their familiarity with the work of the chief executive officer, are in a good position to provide feedback. To ensure a sense of history and continuity over several evaluation periods, it is recommended that this committee be comprised of the current chair, one additional officer, and another current director preferably a standing committee chair. The evaluation of the chief executive officer is intended to provide an objective process of evaluation that promotes healthy dialogue between the chief executive officer and the executive evaluation and compensation committee. As with any process, the effectiveness of the chief executive officer evaluation depends on the execution of its component parts. It is important that the chair act as a champion of the process helping others to understand the benefits and each participant's role in the process. Each participant needs to be fully committed to the goal of making the organization and the chief executive officer as successful as possible. Conscientious participation and confidentiality should be observed throughout the process. Key components of the process include goal setting, which is the establishment of expectations for the chief executive officer's performance in the coming performance period; progress review, which is an interim review of the chief executive officer's progress on performance; and performance evaluation is an evaluation of the chief executive officer's performance against specific objectives for the annual performance period or what has been accomplished. Changes to the chief executive officer's compensation and benefits are then recommended. Goal setting establishes 4-6 key results areas (accountabilities) for the chief executive officer, each with a set of performance objectives designed to establish expectations and determine how successfully the key accountabilities have been executed at the end of the evaluation period. The chief executive officer key result areas should be consistent with the job description and support the easter seals' strategic plan and vision. (the executive evaluation and compensation committee and the chief executive officer should agree on the key results areas.) key results areas are unlikely to change significantly from year to year. Examples of key results areas are services and programs, fiscal management, comprehensive development, development of directors, etc. The chief executive officer prepares a draft of performance objectives for each key results area and reviews them with the chair and executive evaluation and compensation committee. Objectives should be based on the short and long-term goals of the organization as outlined in the strategic plan. The key results areas and objectives are finalized and approved. Performance evaluation is a review of results versus objectives. The human resources director provides the chair with easter seals compensation survey, local non-profit surveys, and chief executive officer compensation history for use in reviewing compensation ranges for similarly placed non-profit executives nationally, regionally, and locally. The chief executive officer”

“The organization made its governing documents and conflict of interest policy available to the public upon request. The organization's financial statements were available to the public on its website.”

“Gain on interest rate swap instrument 12,530.”