The Urban Institute

“SHAUN DONOVAN, A TRUSTEE OF THE URBAN INSTITUTE, IS THE CEO AND PRESIDENT OF ENTERPRISE COMMUNITY PARTNERS. SARAH ROSEN WARTELL, PRESIDENT OF THE URBAN INSTITUTE, ALSO SERVES ON THE BOARD OF DIRECTORS OF ENTERPRISE COMMUNITY PARTNERS. - Business relationship”

“A draft of the form 990 is provided to accounting leadership, who performs an independent review of the draft. Changes are incorporated into a second draft, which is provided to the president for review. A final draft is then prepared and provided to the audit committee of the board of trustees. Once the audit committee's review is complete, the form 990 is provided to all members of the board of trustees prior to filing.”

“Urban's conflict of interest policy requires any trustee to disclose in good faith the existence of any actual or possible conflict of interest before a decision of the board or opportunity to influence or inform a decision by management or staff and to not participate in any relevant deliberations or decisions. On an annual basis, trustees and officers must complete a statement acknowledging they have received, read, understand, and agree to comply wth the policy and understand the institute's tax exempt purpose. The corporate secretary ensures these statements are received from all trustees and ensures that the chair and relevant trustees are aware of any notices of conflict. Furthermore, the institute's "standards of ethical conduct" policy contains a section on conflicts of interest. The policy is required reading for all employees and is included in employee training on ethical conduct. Detailed review and approval procedures exist for all expenditures, ensuring strong internal control and compliance with organizational policies.”

“The salary for the president is set by the executive committee of the board of trustees. Each year the chair of the executive committee is provided salary surveys for the presidents/ceos of similar organizations including many in the same geographic area. The chair is also provided national salary surveys for comparable positions in like-sized organizations as well as upward assessments of the performance of the president by other senior staff. The executive committee meets in private session without the president to review and discuss these materials and approves the compensation of the president. The executive committee's review of the president's performance and salary is discussed with the full board of trustees, with the president recusing herself. The chair provides a written summary of the discussion and the approved salary in a memo to the vice president for human resources and chief operations officer.”

“The salaries for Urban's five next highest paid employees are set by the President and reviewed and approved by the Executive Committee of the Board of Trustees. Each year the members of the Executive Committee are provided with relevant market salary survey information as comparability data to assist in assessing the salaries paid to employees in similar positions by similar organizations including many in the same geographic area. The President consults with senior staff of the Institute to discuss the performance of the five individuals. Based on these discussions and the salary surveys mentioned above, the President makes salary recommendations to the Executive Committee. The Executive Committee reviews these recommendations, as well as the salary survey information, to approve the compensation of Urban's five highest paid individuals. The Chair provides a written summary of the discussion and the approved salary in a memo to the Chief Operations Officer and Vice President of Human Resources. Salaries of other officers are determined by the President in consultation with the Chief Operations Officer and Vice President of Human Resources and others who have observed the performance of these individuals. The salary increases for these individuals must fall within the institute's annual budget, which is approved by the board of trustees.”

“The urban institute makes its governing documents, conflict of interest policy, and financial statements available to the public upon request. Such requests are generally from potential grantors and funders in response to a grant application or request for funding for specific projects.”

“(Expenses $ 64,438,985 including grants of $ 5,372,987)(Revenue $ 46,571) URBAN CONDUCTED ADDITIONAL PROGRAMMATIC ACTIVITIES INCLUDING RESEARCH AND DATA ANALYSIS, CONVENINGS, DATA TOOLS AND MODELING, STRATEGIC ADVISING, PROGRAM EVALUATION, AND COMMUNITY ENGAGEMENT, THAT FOCUSED ON ECONOMIC AND SOCIAL POLICY ISSUES THAT AFFECT THE WELL-BEING OF PEOPLE AND COMMUNITIES.”

“OTHER - Total Expense: 6215802, Program Service Expense: 4074020, Management and General Expenses: 2141782, Fundraising Expenses: ; SUBCONTRACTORS - Total Expense: 9499222, Program Service Expense: 9499222, Management and General Expenses: , Fundraising Expenses: ; CONSULTANT FEES AND EXPENSES - Total Expense: 3189695, Program Service Expense: 3041116, Management and General Expenses: 128158, Fundraising Expenses: 20421; PURCHASE ORDER CONTRACTS - Total Expense: 50380, Program Service Expense: 46823, Management and General Expenses: 2807, Fundraising Expenses: 750; TEMPORARY HELP - Total Expense: 59249, Program Service Expense: 43828, Management and General Expenses: 12670, Fundraising Expenses: 2751; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ;”