Charlotte Community Foundation Inc

“On september 12th, 2024, the ccf board of directors approved an amendment to the bylaws to position the initial vetting of potential new board members with the executive committee in consultation with the ceo, to then share recommendations for discussion and ultimate approval by the full board of directors. This change reduced the number of committees standing from six to four. The other revisions eliminating cumbersome and outdated language were also approved.”

“The foundation's board of directors received and reviewed the form 990 before filing.”

“This policy recognizes that both real and apparent conflicts of interest and dualities of interest (hereinafter referred to as conflicts) sometimes occur in the course of conducting the corporation's daily affairs. A conflict, as used in this policy, refers only to the personal, proprietary interests of the persons covered by this policy and their close personal relationships and not to philosophical or professional differences in opinion. Conflicts occur because many persons associated with the corporation should be expected to have and do, in fact, generally have multiple interests and affiliations and various positions of responsibility within the community. Sometimes a person will owe identical duties to two or more organizations conducting similar activities. Conflicts are undesirable because they potentially or apparently place the interests of others ahead of the corporation's obligations to its corporate purposes and to public interest. Conflicts are also undesirable because they often reflect adversely upon the persons involved and upon the institutions with which they are affiliated, regardless of the actual facts or motivations of the parties. However, the long-range best interests of the corporation do not require the termination of all association with persons who may have real or apparent conflicts if a prescribed and effective method can render such conflicts harmless to all concerned. Therefore, the corporation's affirmative policy shall be to require that all actual or apparent conflicts be disclosed promptly and fully to all necessary parties and to prohibit specified involvement in the affairs of the corporation by persons having such conflicts. This policy shall apply to the directors, officers, agents, and employees of the corporation, including advisory council members, office volunteers, and independent contractor providers of services and materials. The corporation's management shall have the affirmative obligation to publicize periodically this policy to all such parties. Disclosure of all conflicts to each person to whom this policy applies shall disclose all real and apparent conflicts, which he/she discovers or has brought to his/her attention in connection with the corporation's activities. Disclosure, as used in this policy, shall mean providing promptly to the appropriate persons a written description of the facts comprising the real or apparent conflict. All disclosure notices received hereunder shall be noted for the record in the minutes of the meeting of the board of directors. Prescribed activity by persons having conflicts when a director, officer, agent or employee believes that he/she or a member of his/her immediate family might have or does have a real or apparent conflict, he/she shall, in addition to making the required disclosure, abstain from making motions, voting, executing agreements, or taking any other similar direct action on behalf of the corporation where the conflict might pertain, but shall not be precluded from debate or other similar involvement on behalf of the corporation. When any person requests in writing, or upon its own initiative, the board at any time may establish further guidelines consistent with the interests of the corporation for the resolution of any real or apparent conflicts.”

“Line 15a: ccf's ceo is evaluated on an annual basis, as follows: the qualitative performance evaluation shall be presented to the board of directors and presented to the ceo no later than 30 days following the board's approval. The board chair shall designate and convene a review committee, which may include the executive committee and/or other members of the board. If the chair chooses not to utilize a committee, the bod shall be considered the committee for purposes of performance evaluation of the ceo. The committee shall first meet with the ceo, individually or as a group, to identify any specific issues, concerns, or other conditions that may not be general knowledge to all members of the committee. The ceo will complete a performance evaluation form, providing a personal self-evaluation, which shall be provided to committee members. Committee members will then complete a performance evaluation form, providing rankings and comments on both professional and personal performance factors. Areas to be addressed in the performance evaluation form shall include: professional factors: strategic planning and execution; governance and compliance; asset development; financial management; community outreach, education, marketing and philanthropy; staff management/operations; and linkage with other fund-raising and philanthropic groups. Personal factors: communication; leadership; cooperation/collaboration; creativity; initiative; analysis; reliability and effectiveness; organizational understanding; professionalism; and judgment. Committee input will be compiled into a report which will be presented to the board of directors to gain agreement and receive any additional input from the full board. Following this board meeting, the board chair and vice chair will share the results of the qualitative performance review with the ceo, who shall sign the evaluation as confirmation that it was received. A quantitative evaluation occurs in the first quarter of the subsequent year, following the closure of the foundation's fy financials in january. Any potential bonus compensation may be awarded upon completion of the quantitative evaluation. At the start of each fiscal year, the ceo should work with the executive committee to establish key performance indicators for the coming year. Using the strategic plan as a starting point, this dialogue should produce an initial set of agreed-upon weighted key performance indicators and associated measurements. Upon reviewing and amending the goals, if needed, the final set shall be discussed and approved by the full board. Key performance indicator areas of emphasis shall include: finance and administration, fundraising, marketing and communications, human resources/operations. Upon closure of ccf's fy financials in january and before the ceo's quantitative review, the executive committee shall review the key performance indicators and the ceo's progress against them. The committee shall assess if and how the ceo met or exceeded these measures and identify areas that require closer attention. Revisions to the goals established may be made at this time in light of changed circumstances, such as rapidly changing business conditions. Line 15b: the ceo and direct supervisors conduct annual performance reviews with key employees during second quater. Based on overall performance (goals are established in advance) direct superviors make a recommendation to the ceo.”

“The governing documents are made available to the public upon request.”

“Volunteers are critical to the foundation as they provide community perspectives and accountability and make possible the work of the organization in all aspects. The core committees of the board of directors, finance & audit, and reviewers for grants and scholarships are all volunteers from the community”

“Agency revenues -165,130. Agency expenses 56,619. Change in value of beneficial interest in trust 314,183.”

“The audit review process has not changed from the prior year.”