Dignity Period Inc.

“Dr. L. Lewis wall (president) and helen wall (secretary and treasurer) are husband and wife.”

“There is no committee with authority to act on behalf of the governing body”

“The form 990 is prepared by an accounting firm. Prior to submission, the form 990 and respective schedules shall be reviewed by board and/or board designated committee members. The form 990 is filed once all questions have been answered. All board members will receive a copy of the form 990 prior to issuance.”

“Each director, principal officer and member of a committee with governing board delegated powers shall annually sign a statement which affirms such person: a. Has received a copy of the conflicts of interest policy, b. Has read and understands the policy, c. Has agreed to comply with the policy, and d. Understands dignity period 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. To ensure dignity period 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 the following subjects: a. Whether compensation arrangements and benefits are reasonable, based on competent survey information, and the result of arm's length bargaining. B. Whether partnerships, joint ventures, and arrangements with management organizations conform to dignity period's written policies, are properly recorded, reflect reasonable investment or payments for goods and services, further charitable purposes and do not result in inurement, impermissible private benefit or in an excess benefit transaction. Procedures for addressing the conflict of interest. A. An interested person may make a presentation at the governing board or committee meeting, but after the presentation, he/she shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. B. 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. C. After exercising due diligence, the governing board or committee shall determine whether dignity period 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. D. 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 dignity period'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. Violations of the conflicts of interest policy a. 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. B. 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.”

“A salary comparison and/or survey is used to benchmark compensation for the position(s). While the organization focuses on comparable nonprofit organizations to benchmark the compensation package, the market for high caliber executives may be broader than this group. The committee will determine the relevant market data for the principal positions by obtaining reliable and comparable data from published surveys of both tax-exempt and for-profit organizations focusing on data from comparably organized institutions with similarly sized budgets. Market information from published not-for-profit compensation surveys such as guidestar, industry specific reports and other studies, private foundations, market segments and other published survey data may be used as guidance. This data will be used to form a "market composite" to assess the competitiveness of compensation. Normally, the organization's positions total compensation, including benefits, at the median of the market. Compensation can be above or below the median based on experience, performance, additional responsibilities, and need to attract and retain specific talent. Following the review of the salary compensation and/or survey, the committee will recommend for the chief executive and key employees, compensation packages including base salary and benefits and objectives and goals for the upcoming year.”

“The organization makes its governing documents, conflict of interest policy and form 990 available to the public upon request.”

“The board audit committee handles the oversight of audit and the auditor selection process. No change in process from the prior year.”