Computer History Museum

“The museum's accounting firm forwards the form 990 to the controller. The cfo and controller review the form. After review, the form is forwarded to the ceo, the finance committee and the audit and risk management committee for review. The final draft form is posted on the trustee cloud site which is used for all trustee communication of information and documents. The trustees are encouraged to forward any questions to the cfo and controller who will review and address the questions.”

“The museum requires all of the trustees and key employees to complete a conflict of interest acknowledgement annually. If a conflict is disclosed a committee is formed comprised of the chairs of the audit and risk management committee and legal committee (or their designees) and such other trustees as the chair of the board may designate. The committee will consider the matter and determine what if any action should be taken by the trustee or by the board in order to deal with the matter. All trustees complete the conflict of interest acknowledgement prior to taking their seat or position.”

“Ceo: annually the compensation committee negotiates performance objectives with the ceo. Those objectives are measurable and quantitative. They are used to determine the performance of the ceo. In addition, the compensation committee commissions studies of comparable positions within other non-profits. The combination of the market leveling and the performance to goals is then used to determine any bonus or salary increase annually. The change in compensation is approved by the compensation committee. The comparable positions benchmark studies are reviewed every 3-4 years. Executive staff: when executive staff members are hired, the ceo reviews and gains approval for their proposed compensation with the compensation committee to ensure that they are equitable and in line with market guidelines. The ceo also determines salary increases and bonuses for the executive staff each year based on performance and external benchmarks, and based on the overall expense budget approved by the board of trustees. The information is subsequently shared with the compensation commitee for their review. All staff: the ceo creates a budget for increases that is reviewed by the compensation committee and approved for alignment with overall market guidelines.”

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

“On march 11, 2020, the world health organization declared the novel strain of coronavirus (covid-19) a global pandemic and recommended containment and mitigation measures worldwide. The covid-19 outbreak in the united states has caused business disruption through mandatory and voluntary closings of businesses and shelter in place orders. On march 14, 2020, the museum closed its physical doors to the public. While the disruption is expected to be temporary, the museum's venue rentals revenues and program income revenues (admissions sales, gift store sales, and cafe rent) were adversely impacted for the remainder of the fiscal year ended june 30, 2020 and entirety of year ended june 30, 2021, and are being impacted for the next year ending june 30, 2022, though the aggregate total impact is still to be determined. After the pandemic forced the closure of our live programming, live education programs, and physical exhibits, the museum successfully opened its digital portals to produce events through zoom presentations to live virtual audiences and rolled out a suite of virtual education programs and resources to meet the needs of learners of all ages. More details are included in the program service accomplishments section.”

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