Youthcare

“YouthCARE has made the follow significant changes to the organizations bylaws: YouthCARE amended its manner of acting clause to reduce the percentage of the board members present to take written action (without a meeting) from unanimous descision to 75% majority of the board. Youthcare amended the percentage required to remove board members from the board from majority to 75% majority.”

“YouthCARE gathers the necessary information for the completion of the Form 990. The form was prepared by YouthCARE's accounting firm. Drafts of the form were reviewed by the Executive Director and presented to the board of directors prior to filing the return. Each board member was provided a copy of the Form 990 prior to filing.”

“A Conflict of Interest Statement is completed annually by all Officers, Directors and Key employees. The statements are reviewed initially by the Executive Director and the Board Chair. Potential conflicts, if any, are then reviewed by the Executive Committee. If a conflict arises the parties involved are expected to bring it to the attention of the Board of Directors and are restricted from discussion and voting on related matters.”

“The YouthCARE Board of Directors has the authority to delegate responsibility for maintaining the daily operations of the organization to an Executive Director. One of the most important responsibilities of the Board, then, is to select, supervise, and determine a compensation package that will attract and retain a qualified chief executive. YouthCARE's policy requires the full Board to evaluate the performance and approve the compensation of the chief executive annually and in advance of any change in compensation. The Board is responsible for hiring and establishing the compensation of the Executive Director and for approving the compensation range of other persons in a position to exercise substantial control of the organization's resources. It is the responsibility of the Executive Director to hire and set the compensation of other staff, consistent with reasonable compensation guidelines set by the Board. The Personnel Committee should also review the overall compensation program, including salary ranges and benefits provided for particular types of positions, to assess whether the compensation program is fair, reasonable, and sufficient to attract and retain high-quality staff. The Executive Committee has the primary responsibility to set the compensation and review the performance of the Executive Director, and should report its findings and recommendations to the full Board for approval and provide any board member with details, upon request. The Board should then document the basis for its decision in the regular board minutes, and be prepared to answer questions about it. When determining the reasonableness of the compensation package paid to the chief executive, the Board should ensure that the individuals involved in making the compensation recommendation, including consultants, do not have a conflict of interest with regard to the executive. The Board should seek objective external data to support its compensation decisions. The Board or its committee should examine the compensation paid by similarly situated organizations, both taxable and non-taxable, for functionally comparable positions. YouthCARE conducts a biannual compensation and benefits survey, which is useful in evaluating compensation. The Board or its committee may also turn to compensation surveys compiled by independent firms or actual written offers from similar organizations competing for the executive's services.”

“The Annual Report and Audited Financial Statements are available on the organization's website. Other documents, including governing documents and the conflict of interest policy are avaialble upon request.”