Arizona Community Foundation

“The organization has nonvoting members authorized by resolution of the board of directors. Membership in the organization is honorary only and does not carry with it any rights or privileges with respect to the organization, except the right to receive notice of and attend the annual meeting of the membership which is held on a date selected by the board.”

“Once the organization has received a draft of the form 990, the chief financial officer will forward the draft to the following representatives of the organization: 1) each member of the audit committee 2) the chair of the audit committee and 3) the chief executive officer. These representatives will review the 990 and notify the cfo of any suggested revisions. The cfo will compile all suggested revisions and present them to the accountant. The accountant revises the form 990, to the extent deemed appropriate in their professional judgment, and submit it in final form to the cfo, the chair of the audit committe, and the ceo for approval and signature by an authorized representative of the organization.”

“The conflict of interest policy is reviewed and approved annually by the board of directors of the arizona community foundation (acf) and the boards of all of acf's supporting organizations. In addition, all board members and staff of acf sign and acknowledge they have read the conflict of interest policy, agree to abide by it and are asked to identify any potential conflicts they may have. These acknowledgements are reviewed by the human resources staff. Should any potential conflicts of interest arise, they are referred to the acf audit and compliance committee. This committee may investigate the situation by gathering all material facts and ask the individual to make a presentation to the committee. Should the investigation find that a conflict of interest exists and the individual did not disclose the conflict, appropriate disciplinary measures are implemented. The committee is to report to the board the results of their investigation and any actions taken.”

“The objective of the foundation's executive compensation policy is to attract, retain, motivate and reward executive officers who contribute to the foundation's success in fulfilling its mission. Accordingly, the foundation considers the following in setting executive compensation: 1) the foundation compensates executives and staff for performance, skills and competencies, development and growth, and effective visible commitment to the foundation. 2) the foundation's compensation system may include a mixture of base salary and retirement benefits as well as medical, dental and other insurance benefits. 3) the foundation's compensation system includes performance reviews and adjustments to base salary and benefits based on changes in the marketplace (subject to the foundation's financial constraints). Adjustments to individual base pay will be based on job performance including growth in mastering job competencies. All adjustments to pay will be consistent with practice in a comparable marketplace. 4) the foundation's compensation system is linked to a structured performance management system, with identifiable growth and development as well as professional achievement goals. The goals will be accompanied by identification of effective benchmarks for measuring success. 5) the foundation's compensation system should be market competitive. Generally, the foundation bases compensation as close as possible to the appropriate external marketplace. 6) in setting compensation, the foundation may periodically retain the services of a professional compensation consultant to assess the reasonableness of the compensation that will be paid to the foundation's executives in light of their duties, qualifications, performance and time commitment and the reasonableness of the ranges of compensation that will be paid to all employees. In setting director and executive compensation, the foundation follows the following procedures: 1) obtain advance approval - the board of directors, the human resources committee, or a similar committee comprised of members of the board of directors (each, an "authorized body") will review and approve in advance the compensation arrangements of any director or executive of the foundation. No member of the authorized body may participate in approving the compensation arrangement if such person has a conflict of interest, as determined in accordance with the foundation's conflict of interest policy. 2) use appropriate comparability data - the authorized body will rely upon appropriate data as to comparability prior to making its determination. Relevant comparability data includes, but is not limited to, compensation levels paid by similarly situated organizations, both taxable and tax-exempt, for functionally comparable positions; the availability of similar services in the geographic area of the foundation; current compensation surveys compiled by independent firms; and actual written offers from similar institutions competing for the services of the director or executive whose compensation the authorized body is discussing. 3) document the decision - the authorized body will document the basis for its determination concurrently with making the determination. At a minimum, the record of the compensation decision will include: a) the terms of the compensation arrangement; b) the date the compensation arrangement was approved; c) the members of the authorized body who participated in discussing the compensation arrangement and the members who ultimately voted on the arrangement; d) the comparability data relied upon by the authorized body and how such data was obtained; and e) any actions taken with respect to determination of the compensation arrangement by any member of the authorized body who had a conflict of interest with respect to the decision. If the authorized body determines that reasonable compensation for a director or executive is higher or lower than the range of comparability data reviewed, the author”

“The arizona community foundation posts its annual (audited) financial statements on their website. In addition, the organization provides a paper copy of the financial statements upon request. The organization does not proactively provide copies of its governing documents or conflict of interest policy to the public. However, if the organization receives a request from a donor or potential donor, the organization will consider the request and the circumstances surrounding the request in determining whether to provide the documents.”

“Organization's mission values: exceptional service: we serve and amaze our clients, nurturing lifelong relationships that span the generations. Stewardship: we safeguard donor intent in perpetuity, ensuring the resources entrusted to us are protected and invested in positive, sustainable outcomes for our communities. Integrity: we work to deserve the trust of those we serve by operating ethically and transparently, honoring our commitments, and showing courtesy and respect in all aspects of our work. Innovation: we demonstrate and welcome creativity, resourcefulness and ingenuity. We invite and encourage new ideas, pioneering practices, and inventive methods for achieving community good. Nimbleness: we are flexible, responsive, open to creative strategies and able to take prompt action. Inclusion: our strength is found in our differences. We believe diverse voices, engagement and participation are essential to building and sustaining thriving communities. Collaboration: we believe in the transformative power of partnerships around shared passions and objectives. We encourage and celebrate teamwork, pooling of resources, open communication and trust.”

“Net change in endowment liability -8,788,742. Net change in split interest trusts 1,173,519.”