Golden Gate University

“Ggu's accounting firm prepares the form 990 for the university. The controller reviews the draft return and submits it to the cfo for review and discussion. Any questions and outstanding issues are addressed with the accounting firm, and revisions are made as needed. The final draft of the form 990 is then provided to the board of trustees for their review. Copies of the filed version of the 990 as well as the public disclosure version are kept on file at the university. The public disclosure version is made available to the public upon request.”

“As part of his/her orientation package, each new member of the board of trustees receives a copy of the golden gate university conflict of interest policy, accompanied by the conflict of interest policy questionnaire. Prior to the new trustee's induction into the board, he or she signs and dates the form, and submits it to the secretary of the board for inclusion in board records. Each year, all trustees complete an updated conflict of interest policy questionnaire, which is submitted to the secretary of the board for inclusion in board records. Board members who fail to submit an updated questionnaire may be subject to expulsion from golden gate university's board of trustees. If a conflict is believed to exist, the board of trustees or its committees will resolve the question in the absence of the potentially interested person. If a conflict exists, the trustee shall abstain from voting on such matters under consideration by the board of trustees or its committees. Each new full-time employee will receive, in his or her orientation package, a copy of the golden gate university conflict of interest policy accompanied by the conflict of interest policy questionnaire. The new employee will sign and date the questionnaire within 30 days of his or her date of hire and submit it to the human resources department. The questionnaire will be filed in the employee's official personnel file maintained by the human resources department.”

“The executive committee will administer this executive compensation policy by: -assessing the nature and scope of each officer position -assessing the basis for which compensation is paid to individuals holding such positions including unique background, experience, personal skills, exceptional performance, additional duties and abilities, and challenges facing the organization that require the use of such attributes or skills -obtaining appropriate and comparable compensation market data including data from the following: - similarly situated organizations, both for-profit and tax-exempt, for functionally comparable positions - the availability of similar specialties in the geographic area - independent compensation surveys by nationally recognized independent firms vice presidents - the board of trustees authorizes the president to establish compensation recommendations for the provost/vice president of academic affairs and the chief financial officer/vice president of business affairs based on his assessment of each individual's performance and scope of the position and comparable compensation market data as described above. The executive committee of the board will then meet with the president to discuss and review his recommendations, and approve, request additional information or amend the recommendation on the basis of their discussions. President - the executive committee meets independent of the president to discuss performance relative to the position description. During these deliberations, the committee also considers input obtained from other board members, staff, faculty, and other informed community leaders. Once a consensus is reached regarding performance, a similar discussion is held concerning compensation relative to annual benchmark and established objectives. The committee presents its findings and recommendations, in an executive session without the president present, to the full board for review and approval. The committee and/or the board chair (a member of the committee) then meet with the president to discuss and document strengths, weaknesses, and goals for the upcoming year. Compensation for the upcoming year is also discussed and documented.”

“Upon request to the office of the cfo. In addition we provide our audited financial statements to our bond trustee and the u.s. Department of education.”

“Volunteers at ggu reported include members of the board of trustees, deans' advisory boards, alumni association board of directors, and a few advisory boards for specific areas and campuses (e.g., ggu intellectual property law center advisory board).”

“Contracted services: program service expenses 1,227,336. Management and general expenses 732,248. Fundraising expenses 3,601. Total expenses 1,963,185. Temporary agency services: program service expenses 61,853. Management and general expenses 139,840. Fundraising expenses 0. Total expenses 201,693. Consultants: program service expenses 1,428,205. Management and general expenses 1,086,252. Fundraising expenses 74,523. Total expenses 2,588,980. Professional services other: program service expenses 138,475. Management and general expenses 270. Fundraising expenses 0. Total expenses 138,745. Teach-out services: program service expenses 1,173,708. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,173,708.”