Opportunity Junction Inc.

“The organization amended the bylaws on march 13, 2017: changes to the bylaws by action of the board of directors on march 13, 2017: eliminated the board's ability to admit individuals to one or more class of nonvoting members; enumerated the board's power to amend the bylaws; eliminated the paragraph establishing the process for designating the original members of the board of directors; collapsed the board development committee into the executive committee, specifically as the committee to nominate new board members; simplified the language about the election of directors and clarified that vacancies may be filled by majority vote of a quorum of directors (51%), eliminating the provision for voting on the election of directors by email; eliminated a paragraph calling for the board to implement a means of verifying the identity of remote participants in board meetings; for annual and other meetings, eliminated the language allowing them to be held without notice; enumerated the means of notifying directors of meetings of the board; required that actions taken by the executive committee pursuant to the bylaws be listed in the next meeting's information report; cleaned up language giving the board the power to create and dissolve committees; added the executive director as an officer of the corporation; specified that the executive director shall run the day-to-day affairs of the corporation, including entering into binding contracts and agreements and making or approving personnel decisions (and serving as the chief executive officer of the corporation); removed language giving certain officers alternative titles sometimes specified in grant or contract signing instructions; eliminated language referencing a non-existent corporate seal; required that all directors sign the corporation's conflict of interest policy annually; extended the time for preparation of the annual report and reports of certain transactions to 180 days after the end of the year (from 120); eliminated a paragraph on foundation restrictions that is inapplicable; renamed the advisory board to the advisory council so that there would not be confusion with the board of directors; and made terms on the advisory council last one year with reelection without limit.”

“The following steps shall be taken to assure that the organizations 990 is accurate and that all board members can review the document before it is submitted: 1. The cpa shall be advised of this policy by the executive director (via email), to assure that documents are prepared with at least two weeks to spare before submission deadlines. 2. Before submitting a final version of the form 990 for signing to the executive director, the cpa shall send the executive director an electronic copy of the document no later than two weeks before the submission deadline. 3. The executive director shall circulate the draft 990 to all board members immediately, so that board members have at least a week to submit questions, corrections, and concerns to the executive director. 4. The executive director shall be responsible for requesting any necessary changes to the document and forwarding any board concerns to the attention of the cpa. 5. The cpa shall prepare a final draft and circulate it via email no later than 72 hours before the submission deadline, to allow for final proofreading. The cpa must also assure that a signed original reaches the possession of the executive director at least 24 hours before the submission deadline. 6. The executive director shall proofread the final draft to assure that all requested changes have been incorporated and that board concerns have been addressed. 7. The executive director shall sign and submit the completed form 990 by the applicable deadline.”

“At the annual board retreat, or shortly thereafter for those not in attendance, board members complete the disclosure form that is appended to our conflict of interest policy.”

“Opportunity junction strives to provide the executive director with the feedback necessary to achieve excellent performance and with compensation appropriate to the performance level achieved. To that end: 1. The executive director shall be reviewed annually. 2. The chair of the board, in partnership with the executive director, shall be responsible for ensuring that the review process is initiated before the annual board retreat, though the official review document may be provided after the board retreat. 3. The review shall include 360 degree feedback from board members, staff members, members of the advisory board, and funders, collected by means of an anonymous survey on the surveymonkey website. The executive director shall prepare a list of the people who will be invited to participate, and the chair of the board shall review this list in advance in order to suggest any additions or deletions, if necessary. 4. 360 degree survey participants will be given one week to provide their feedback. 5. The chair of the board will review the survey feedback in advance of a review meeting with the executive director, who will also prepare feedback on all elements discussed in the review form. 6. At the review meeting, the executive director and the chair of the board will discuss each element of performance, including comments the chair or executive director deems relevant from the survey feedback. 7. The chair of the board shall prepare the written annual review form by the end of the fiscal year, incorporating feedback from the executive director and the survey participants. 8. At least every other year, opportunity junction shall participate in a compensation survey that will provide information on the salaries of other executive directors in northern california. This survey will be made available to the chair of the board upon request in determining the compensation of the executive director. 9. The chair of the board will, in consultation with the executive committee or the board as a whole, approve the compensation for the following fiscal year for the executive director, taking into account the executive director's performance and the compensation of other similarly-situated executive directors. The executive director reviews current salary information, performance, and a compensation survey and develops a spreadsheet of proposed compensation adjustments. That spreadsheet includes percentage calculations for reference and is reviewed both by the accountant and by the executive committee of the board of directors.”

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

“The organization has made no changes to oversight or selection process during the fiscal year.”