Kansas Farm Bureau Foundation

“The actual form 990 will be reviewed by the audit committee of kansas farm bureau. Highlights of the form 990 will be presented to the kfb foundation board.”

“All officers, directors, trustees and key employees will annually disclose or update to the president of the board of directors (on a form provided by the organization), their interests that could give rise to conflicts of interest. The interests include, but are not limited to, a list of family members, substantial business or investment holdings, and other transactions or affiliations with businesses and other organizations or those of family members. For each interest disclosed to the president, the president will determine whether to: (a) take no action; (b) assure full disclosure to the board of directors and other individuals covered by the policy; (c) ask the person to excuse themselves from participation in related discussions or decisions within the organization; or (d) ask the person to resign from his or her position in the organization. If the person refuses to resign, he/she would become subject to possible removal in accordance with the organization's removal procedures. The organization's ceo/general counsel will monitor proposals or ongoing transactions for conflicts or interest and disclose them to the president in order to deal with potential or actual conflicts, whether discovered before or after the transaction has occurred.”

“The president and ceo/general counsel of kansas farm bureau are covered by the policy on the process for evaluating performance and determining compensation. Evaluation and goal setting: each august the executive committee of the board will meet with each member of the leadership team to review prior performance and develop goals for the coming year. Said goals will be reduced to writing and agreed to by both the leadership team member and the executive committee of the board. The document will be submitted for approval by the entire kfb board. Quarterly review: at a quarterly meeting of the executive committee of the board, goals and progress will be reviewed. This meeting will facilitate open dialogue between members of the leadership team and the board through the executive committee. Any issues or areas of concern may be shared with the entire board. Evaluation and future goal settings: the following august, the executive committee of the board evaluates the leadership team and gives the summaries to the vice president of the board for presentation to the full board for informational purposes. During this evaluation process the leadership team and the executive committee will assess and develop goals for the coming year. Salary: following discussion of annual goals and progress, the executive committee reviews and develops a salary recommendation for presentation to the full board for approval and presentation to members of the leadership team. Use of survey data: human resouces is responsible for using survey data of comparable positions for the evaluation of the market ranges for the kansas farm bureau leadership team members. (note: there is no published survey data available for the president of kansas farm bureau.) there are no conflicts of interest that exist with the person that reviews the data and makes the market range recommendation to the board or a committee of the board. Review of salary and market ranges: the executive committee of the board reviews current salaries and the upcoming year's market ranges. Recommendation of salary: the executive committee reports to the full board on salaries for the president & ceo general counsel for the upcoming year. Note: president's compensation includes base pay, incentive compensation (both determined by the executive committee and approved by the full board) and pass-through per diems paid by outside organizations.”

“Performance evaluations are conducted annually by the direct manager of the officer(s)/key employee(s) and provided to the ceo for compensation consideration. Compensation is evaluatd according to performance and position within a market range. The market range is established from surveys conducted for similar positions within the same industry, company size and non-profit status (when possible comparables exist). The market ranges represent a 50% spread from the minimum to maximum of the range and are evaluated annually. If the market shows an increase of more than 5%, the increase in the ranges are capped at two times the annual salary budgeted increase. If the market shows less than a 5% increase or a market decrease, the ranges remain the same for the upcoming year. In addition to base compensation, these positions are also eligible for incentive compensation, paid according to the employee's performance and the financial health of the organization.”

“Kansas farm bureau foundation does not currently make its governing documents, conflicts of interest policy, or financial statements available to the general public, other than by request.”

“The recipients of these grants and contributions used the funds to develop and implement programs that generally benefited more than 30,000 people across the state of kansas through direct communication and personal involvement with the information and educational aspects of these programs. The kansas farm bureau foundation raises funds and provides grants and scholarships for programs and projects designed to help improve agriculture and the quality of life in rural kansas. The three significant program services are scholarships to college students, end hunger grants to communities, and agricultural education activities. Scholarships to college students play a vital role in empowering young individuals to pursue higher education. By providing financial support, these scholarships enable students to access quality education and unlock their full potential. End hunger grants address the pressing issue of food insecurities in communities. Through strategic partnerships and initiatives, organizations can make a tangible impact by supporting programs that provide meals and resources to those in need. These grants contribute towards building stronger and more resilient communities. Agriculture education activities are crucial for fostering sustainable farming practices and promoting agricultural innovation. By investing in educational programs, organizations can equip individuals with the knowledge and skills needed to thrive in the agricultural sector. This not only benefits farmers but also contributes towards ensuring food security on a larger scale.”