Georgia Mountains Young Mens Christian Association Inc.

“The return is reviewed by the ceo and cfo before it is submitted. In addition, a copy of the return is provided to each board member.”

“Annually, the president of the association sends a copy of the conflict of interest policy and questionnaire to each director, officer, and selected employee. That individual must complete and sign the form and return it to the president.”

“One of the key performance factors among best practices for human resources organizations is the monitoring, controlling, and administration of compensation policies, processes, and programs. In the georgia mountains ymca our compensation program, policies, and procedures are designed to ensure: competitive salaries provide equal pay for equal work without regard to sex, race, religion, or ethnic differences. Provide a structured jobs-grade system based analysis and best practices annual salary survey reviews and progressive regional salary analysis in providing direction on compensation planning, merit pool development, and job valuing. Consider cola impacts regarding any adjustments required based on cost of living, job market values, skills and technical job requirements on job changes and/or enhancements.”

“In addition to our structured compensation practices, the georgia mountains ymca's compensation philosophy is a "pay for performance" policy. We continue to strive to reward top performers and to encourage improved performance and skills development in relevant areas and technical knowhow and skills. Job grades are established so that salary ranges reflect the job's value to the organization as well as to reflect impact of related work to the overall success of our orgnization. It should be noted that part of the compensation for full time employees are the benefits provided in such areas as health insurance, dental insurance, life insurance, vacation time, and personal paid time off for observed holidays. In addition, benefit dollars are provided to support learning and development for job and career growth. Key components to our process include: consistency in policy application timely surveys and salary reveiws on an annual basis job descriptions that fully reflect needed technical and professional skills as well as position value to the organization application of re-evaluation processes regarding job categories, and job families based on related impact and changing needs of our organization. Maintenance of an exempt and non-exempt, and executive job structures. Adherence to our "pay for performance" practices consistent rewards for advancement of relevant technical skills and the further development of associates recognition of external economic pressures that can and do impact our employees and the organization as a whole the values of fairness are the foundation of our pay philosophy coupled with strong adherence to consistency of best practices in administrating our "pay for performance" compensation plan”

“AVAILABLE UPON REQUEST”

“We believe that to bring about meaningful change in individuals and communities, we must be focused and accountable. At the y, we measure the success of our cause by how well we engage communities in our three areas of focus. The y is a cause-driven organization that is for youth development, for healthy living and for social responsibility. That's because a strong community can only be achieved when we invest in our kids, our health and our neighbors.”

“Fund missions in our community matched over 170 passionate volunteers with opportunities to give back at the y engage with legislators through ymca state advocacy day to influence public policy around a range of social issues including child welfare, education and public health”

“Gross receipts for unrelated business income less than 1,000. No 990-t required.”

“Impairment loss -35,000 loss replacement equip -2,097 total -37,097”