Public Technology Inc

“PTI membership is mostly comprised of cities and counties throughout the US. Membership dues are based on the population of a given city or county. PTI also offers membership to state nonprofit state associations and agencies that provide services to local governments. Finally, PTI offers membership to corporate entities wishing to better understand the issues and challenges facing local governments like most governmental nonprofit associations. PTI offers members research, webinars, conferences, seminars, publications, as well as online networks for specific peer group information and interaction.”

“There is no longer a committee to oversee the audit, therefore, the Board of Directors has oversight over the audit.”

“The Form 990 is prepared by the organization's independent accounting firm. The Executive Director and Controller review the Form 990 prior to filing the return with the IRS.”

“This conflict of interest policy governs the activities of the board and staff of public technology inc., D B A public technology institute (PTI). Questions about the policy should be directed to the controller. It is the duty of all board members and staff to be aware of this policy and to identify conflicts of interest and situations that may result in the appearance of a conflict and to disclose those situations/conflicts/or potential conflicts to the executive director or the controller. This policy provides guidelines for identifying conflicts, disclosing conflicts and procedures to be followed to assist PTI in managing conflicts of interest and situations that may result in the appearance of a conflict. Typically persons who are affected by a conflict of interest policy are the organization's board members, officers, and senior staff in some cases. A major donor could also be in a conflict situation. PTI takes a broad view of conflicts and board/staff are urged to think of how a situation/transaction would appear to outside parties when identifying conflicts or possible conflicts of interest. Persons covered by this policy will promptly disclose or update to the chairman of the board annually, on a form provided by the organization, their interests that could give rise to conflicts of interest, such as 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 as well as other nonprofit organizations board. Staff are also urged to disclose conflicts as they arise as well as to disclose those situations that are evolving that may result in a conflict of interest. Staff should disclose conflict/potential conflict or appearance of conflict to the executive director or to the controller and board members should disclose to the chairman of the board of directors. For each interest disclosed to the chairman of the board of directors, or the executive director, as appropriate, will determine whether to (a) take no action, (b) assure full disclosure to the board of directors and other individuals covered by this policy, (c) ask the person to recues 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 or, if the person refuses to resign, become subject to possible removal in accordance to PTI's removal procedures. The executive director and controller will monitor proposed or ongoing transactions for conflicts of interest and disclose them to the chairman of the board of directors in order to deal with potential or actual conflicts, whether discovered before or after the transaction has occurred.”

“The board of directors will approve the increase for the executive director. The board of directors will discuss the performance of the executive director and decide on an increase. The board will vote. It is normally decided with the chair, the chairman and the treasurer. The board of directors has given the executive director authority to compensate staff which is based on the financial strength of the organization when considering an employee/manager for merit increase. The executive director takes into consideration the employee total work performance. The executive director will discuss the increase with the top financial officer and go over budgets and future budget to see if the organization can increase at that time when considering an employee for a merit increase. Supervisors should take into consideration the employees total work performance, rather than recommending an increase based upon one superior performance accomplishment. The definition of outstanding or superior performance will be reserved for the executive director and supervisor when the supervisor wishes to recommend an employee for a merit increase. The performance evaluation and a memorandum supplying justification for the recommendation must be submitted to the executive director. The memorandum must include concrete examples of actions on the part of the employee that constitute competent to distinguished performance because of the possibility that the recommendation may ultimately be disapproved. It is urged that recommendation for merit be prepared and processed prior to any discussion of the recommendation for merit increase with the employee. The executive director will review the recommendation for merit increase if he/she does not believe that sufficient justification for a merit increase has been provided, the employee's supervisor will be so notified at that time. The supervisor may wish to revise the recommendation, withdraw the recommendation, or leave it unchanged, the executive director will approve or disapprove the recommendation.”

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