Windy City Playhouse

“The following board members have relationships with amy rubenstein (artistic director & member on board of directors): -paul hansen has worked as an insurance agent both for windy city playhouse and for another, for-profit business of which amy is a partner (windy city re, llc) -dr. Marc rubenstein is amy's father -lindsay rodriguez works for a for-profit company of which amy is the chief executive officer (clear investment group, llc) -evelyn jacoby works for a for-profit company of which amy is the chief executive officer (clear investment group, llc)”

“The board of directors received a draft copy of form 990 via email before filing of the return. They will receive the final copy of the return via email as well. Also, a hard copy of the return will be made available at the next meeting of the directors in january 2024.”

“Upon incorporation of the organization, co-founder, artistic director and board member amy rubenstein agreed to waive any monetary compensation until determined otherwise by a vote of the board of directors. The highest paid key employee is the managing director. Her compensation is determined jointly by the three co-founders, amy, milan, and joshua rubenstein by studying comparable nonprofit organizations in terms of size, age, scope of programming, and location; and identifying the salaries of those organizations' managing directors (or another employee with a similar title and level of responsibilities) with a similar level of experience. The process for increasing compensation involves regular check-ins with the managing director and co-founders to determine fulfillment of the job description, with a focus on five particular areas: general management; human resource management; oversight of day-to-day financial policies; supervision of departmental leads in the area of marketing, development, production, and education; and, alongside the board of directors, founders, and artistic director, strategic growth planning. Compensation for all other employees is jointly determined by the artistic director and managing director. Similar to the steps outlined above, the organization's two top leaders seek out the compensation of similarly titled employees at similarly sized organizations, and consider that alongside the level of experience of each individual. The process for increasing compensation involves regular check-ins with the artistic director and managing director to determine fulfillment of the major responsibilities as outlined in each role's job description. The salaries of comparable positions at similar nonprofit organizations are culled in a few ways: financial disclosure on these organizations' own websites, inclusion of financial disclosures on online resources such as guidestar.org, and annual compensation reports published by guidestar. Financial success of the organization overall is taken to account in all compensation negotiations. Changes in compensation is reported during the three annual meetings held by the board of directors. Break-out meetings with organizational leadership and additional information on determining compensation is made available to those directors who seek it.”

“Documents will be available on the website guidestar.org”

“There have been no changes in the process from the prior year.”