Clarehouse Inc.

“The draft 990 is reviewed by the finance committee and the board governance committee for accuracy and then presented to the board of directors at a board meeting for final review and approval prior to filing.”

“The existence of a real or apparent conflict of interest should be disclosed on a timely basis and always before the transaction at issue is finalized. It shall be the responsibility of the board member/management employee to scrutinize his/her transactions and outside interests and relationships for potential conflicts and to immediately make such disclosures. Disclosures by management employees should be made to the executive director, who shall bring the conflict to the attention of board governance committee. Disclosure by board members should be made to the board governance committee. A conflict of interest disclosure form shall be completed by board members and management employees each year. The board governance committee shall report to the board and the board shall determine if a conflict exists. The board may authorize a transaction even if a conflict exists if it is just, fair and reasonable to clarehouse. The board has sole discretion regarding these matters, and the board's concern must be the welfare of clarehouse and advancement of its mission. Transactions where a conflict is deemed to exist may be undertaken only if all of the following are observed: 1. The transaction is fully disclosed in the audited financial statements of clarehouse; 2. The board member/management employee leaves the board meeting during any discussion concerning the transaction, does not vote or use his/her personal influence and is not counted in determining a quorum at the meeting; 3. A competitive bid or comparable valuation exists; and 4. The board determines that the transaction is in the best interest of clarehouse. The minutes of all actions taken on such matters shall clearly reflect that these requirements have been met.”

“The board of directors are responsible for: 1) determining the overall structure of the compensation program for the executive director; 2) evaluating the performance of the executive director and for determining his/her compensation. The board of directors has adopted the following guidelines for determining compensation for the executive director and senior staff of clarehouse. Base salary "targets" will be established for the executive director and senior staff utilizing appropriate database surveys of comparable oklahoma operating non-profits.”

“Available to the public upon request.”

“In january 2014, clarehouse launched an education pilot program in pursuit of our vision for the future. This vision offers people across the nation the expectation of dying well - in comfort, with dignity, supported by quality compassionate care provided by healthcare professionals who are well-versed in the expert end-of-life care exemplified by clarehouse, and access to a social hospice home in every community willing and able to support one. Educational services provided include sharing our model, clinical education for healthcare providers and community outreach.”

“Our philosophy and standard of care, and our unique model.”