Emergency Assistance Foundation Inc

“The organization does not compensate any other officers or key employees. Therefore, this line was answered no in accordance with the instructions.”

“The organization delegated broad authority to an Audit and Finance Committee. This committee was made up of board members and the committee meetings were documented in the minutes of the board meetings.”

“Form 990 is prepared by an independent CPA firm and reviewed in detail by the organization's top management. The reviewed Form 990 is then provided to the finance, audit and investment committee for review and approval and then sent to the board of directors prior to filing with the IRS.”

“The organization requires all officers and board members to annually complete and sign a conflict of interest questionnaire. The President and board Chair are responsible for reviewing the signed statements and ensuring that interested persons are in compliance with the conflict of interest policy. Should any potential conflicts of interest be disclosed, the board member or officer would be asked to refrain from participation in any deliberation or decision with regard to matters affected by the relationship.”

“The independent Compensation Committee of the board determined the President's compensation using an independent study with comparable data. The deliberation and decision process is documented in the minutes.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available upon request.”

“Other Income - Total Revenue: 46003, Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 46003;”

“Throughout our 10+ years in operation, EAF has seen two significant periods of exponential growth. The first was in 2017 when Hurricanes Harvey, Irma, and Maria swept across North America, with seven other natural disasters occurring over the same ten-week period, including the Tubbs Fire in California, Typhoon Lan in Japan, and a 7.1-magnitude earthquake in Mexico. This resulted in a significant uptick in individual philanthropy marked by employees asking their employers for ways to help impacted colleagues. In response, many companies sought to launch a relief fund, often favoring third-party administration due to the rapid and large-scale response required, as well as the complexities of relief fund best practices and regulatory compliance. EAF's processes were primed to provide expertise and support, which led to a period of rapid growth. Our number of Fund Partners nearly tripled and awarded grants increased by 1,234%. EAF's second period of exponential growth occurred in 2020 as a result of the COVID-19 pandemic. Relief fund activity was greatly impacted because the scale and scope of the pandemic was markedly greater than a typical disaster. Around the world, people simultaneously suffered from the same crisis for an extended period of time, whereas typical disasters are contained within a specific geography and have a defined incident period. Many companies experienced an increase in requests for assistance from employees as well as inquiries from team members and senior leaders about opportunities to support the community-at-large. As a result, many Fund Partners worked with EAF to expand their charitable class, as well as the events and expenses included in the fund's grant criteria. Companies without an established relief fund program began to explore launching a fund, which resulted in more than 140 new Fund Partners joining EAF. Expanded eligibility and new Fund Partners resulted in an influx in requests for support, with application volume increasing to twenty times more than that of a traditional disaster event. EAF's unique approach to disaster response involves remaining adaptable, harnessing technology, creating scalable platforms and procedures, and constantly evaluating processes for improvement opportunities. Our resourceful and fearless approach ensures that financial assistance reaches individuals in need as quickly and efficiently as possible, no matter the obstacle, which may include the intricacies of international grantmaking, the impact of disasters on government and banking systems, and wide variations in how a grantee is able to receive payment. EAF has our pulse on disaster events occurring around the world in real time, and our unique Immediate Response Program (IRP) awards small grants quickly and efficiently in times of qualified, large-scale disasters. IRPs are supplemental to a fund's Standard Grant Program, which can provide larger dollar amounts and may cover expanded grant criteria. In more recent years, EAF has responded to many large-scale disasters that have included the Southern California wildfires; Hurricanes Helene, Milton, Beryl, and Ian; Winter Storm Uri; the Turkey/Syria earthquake; the conflicts in Ukraine and Israel/Palestine; Typhoon Mawar; the Maui wildfire and more. EAF features two key operational attributes that contribute to our ability to support our Fund Partners and grant applicants. First, all team members work virtually, allowing them to be located around the world, currently across 10 different time zones. This structure eliminates the possibility of a single natural disaster impacting all team members and impairing services, a problem that other third-party relief fund administrators have experienced. It also ensures that grant processing and support are available to applicants across multiple time zones and in various languages without the restrictions of a traditional eight-hour workday or five-day workweek. Second, services are provided in a variable fee struct”

“EAF now administers more than 350 relief funds, serving over 12 million charitable class members across six continents. With our trusted Fund Partners and dedicated team members, we are committed to harnessing our knowledge and experience to further support the relief fund industry and communities around the world for decades to come.”

“Refund of Contribution - -140458;”