Grief to Action

“Grief to Action regularly and consistently montiored and enforced compliance with the conflict of interest policy through an annual process where all Board members and key employees were required to submit an annual disclosure form and to compile and maintain a list of potentially conflicted individuals and entities. In addition, any time throughout the year, if there was a possible conflict of interest, it was required that this be brought to the Board immediately for discussion. A yearly meeting reviews the annual disclosure forms; the list of potential conflicts; and any specific cases.”

“Description AmountBank Service Fees 534Animal Food & Care 2,636Small Tools & Equipment 1,174Volunteer Meals 5,010Office Supplies 3,443Supplies 10,061Payroll Tax Expenses 3,552Program Expenses 500Conference, Convention, Meeting 197Travel 468”

“Category Beginning of Year End of YearComputers and Accessories 0 3,445Furniture and Equipment 0 3,183Land Improvements 0 10,305”

“Category Beginning of Year End of YearFederal Payroll Tax Liability 0 2,813State Payroll Tax Liability 0 665Other Payroll Liabilities 0 74”

“The Board of Directors conducted research indivdually which they then compiled and assessed as a group to determine what a typical and average pay rate was for a Chief Executive Officer in the state of California. This was considered in context with the available budget for staffing and in negotation with the incoming Chief Executive Officer. The CEO was then given responsbility and authority to decide on the pay rates for other employees. It was decided that Grief to Action would implement a wage strategy that is in alignment with their core values, including increasing social and financial equity within the organization based on an understanding of the impacts of systemic oppression on certain individuals and groups of individuals.”