The Alaska Community Foundation

“- board members diane kaplan and johnathon rubini have an outside business partnership together. - board member diane kaplan has business relationships with aaron kusano, kris norosz, david shaftel, carol gore and monica shah. - board member johnathon rubini has business interests in the dome, a 501(c)(3) entity that received a grant from acf, and a loan with perseverance theatre, which has also received support through acf. - board member johnathon rubini is the managing member of the entity that owns the building that leases office space to acf. - board member kate slyker is the chief marketing officer for gci, which contracts with acf to manage and administer two grant programs at acf. Gci also provides telephone and internet services to acf. - board member dave shaftel has several clients of the shaftel delman law firm that are acf board members. - board member kris norosz is a board member of the rasmuson foundation and the foraker group; both organizations conduct business transactions with acf. - board members kate slyker and jim palmer currently hold funds at acf, the anchorage fund and the palmer family fund, respectively. - board members carol gore and kate slyker are board members of covenant house alaska, which received direct grant support from acf. - board member kate slyker is also a board member at providence foundation, which receives grant support from acf. - board member kim reitmeier is the ceo of the ancsa regional association, in which acf board members gabe kompkoff, anthony mallott, and barbara donatelli are members. - board member barbara donatelli is a commissioner for cook inlet housing authority and board member carol gore is the president & ceo of cook inlet housing authority. Form 990, part vi, section b, line 11b: the audit committee reviews and approves the 990 prior to submission to the board for final approval. Form 990, part vi, section b, line 12c: the board has an annual conflict of interest process and board members are required to disclose conflicts of interest and recuse themselves from voting.”

“The process to hire the ceo began with the formation of an executive search committee of the board of directors. That committee worked with an executive search firm. Candidates were sought from across the state and across the country. The committee sought the advice and assistance of the foraker group and the council on foundations and used comparative salary and benefits information provided by both organizations. The process for reviewing executive compensation is guided by the executive committee of the board of directors. A performance review is based on input from all board members and from select staff, funders, donors, and grantees. Input is also received from the president/ceo and state and national compensation surveys are considered by the committee, in order to determine fair and reasonable compensation. Form 990, part vi, section b, line 15b: the ceo sets the compensation of acf staff based on annual performance reviews, prevailing wage rates as determined by current competitive market commendation rates for similar positions in the alaska non-profit sector and relevant for-profit organizations, and by the compensation survey produced by the council of foundations (which produces an annual grant maker and community foundation salary and benefits report).”

“Acf makes its conflict of interest policy, annual 990, annual report and audited financial statements available to the public on its own website and upon request to any party that requests a copy of the 990 or annual audited financial statements. Acf does not provide irs form 1023 and governing documents to the public, with the exception of major funders or grantors. Acf's articles of incorporation are provided as a public document on the state of alaska's website.”

“Together with our eleven local community foundations, we connect people who care with causes that matter, by encouraging and nurturing philanthropy, and providing donors with grant options that are strategic to their philanthropic objectives. Alaska community foundation (acf) is comprised of more than 1200 funds and manages approximately $92 million in philantrhopic assets. In the past two decades, acf has awarded more than $145 million in grants to improve the lives of alaskans. Form 990, part iii, line 2: two new programs were initiated in 2020, cares act distributions (described in part iii) and ak can do. Acf established the ak can do fund in partnership with united way of anchorage and the rasmuson foundation, to give alaskans a way to help those in further need caused by the covid-19 pandemic. Distributions from this fund were made to organizations on the frontlines and to individuals whose lives had been disrupted by covid-19. Form 990, part iii, line 3: the domestic violence shelter program ceased in 2019.”

“Income from k-1s: principal real estate debt fund lp k1 3,822 resource land fund v, lp k-1 51,450 wcp newcold k1 1,262,818 wcp newcold ii k1 (1,796) principal real estate debt fund iii lp k-1 27,129 coller international partners iv feeder fund, lp 35,377 secondary opportunities fund iii, lp 23,176 indaba capital partners (cayman), lp 216,323 50 south capital advisors, llc none total: 1,618,299”