Community Foundation Santa Cruz

“The form 990 is prepared by an independent tax accountant in conjunction with the foundation's finance and accounting staff. A draft form 990 is then reviewed by the chief operating & financial officer and chief executive officer; adjustments are made, as necessary. A complete copy of the form 990 was provided to the voting member of the governing body after filing with the internal revenue service.”

“The foundation is committed to the highest ethical standards in all policies, procedures, and programs. The ability of the foundation to carry out its mission is enhanced by the involvement of the board of directors, volunteer committee members, and staff in the philanthropic life and economic affairs of santa cruz county. Given the foundation serves the entire county, it is to be expected that from time to time board members, volunteer community members or staff may also have relations with existing or proposed recipients of grants, vendors or service providers. To foster public confidence in its integrity and to reflect the foundation's intention to maintain the highest ethical standards by avoiding any real or perceived conflicts of interest, the board of directors has adopted a conflict of interest policy. This policy is available for public review upon request. A summary of key elements include: all board member, volunteer committee members, and staff are annually required to provide a list of nonprofit and professional philanthropic organizations with which they have relationships, as well as any relationships of immediate family members. They must disclose any material ownership or investment interest with any entity that has negotiated a transaction with the foundation within the past year or of any transactions known to be currently pending or proposed. This information is collected by the ceo and reported back to the board. In all situations in which there is a real or perceived conflict of interest, those individuals must recuse themselves from discussion and decision making that involves the parties in question. This includes the review, discussion or decision of any and all grant proposals as well as the selection or contracting of vendors or service providers. To monitor the need to do so, a schedule of board member conflicts is included in every board packet for reference. If it is unclear whether a conflict of interest exists, the ceo will make that determination in regads to staff and the board president in regards to the ceo. For board members or committee members, the board president or committee chair shall make that determination. When a conflict exists, the committee member shall rescue themselves from the meeting while the implication of the affiliation are considered. For all matters before the boad where a real or perceived conflict of interest exists, the steps taken under the foundation's conflict of interest policy shall be noted and recorded in the meeting minutes. The foundation is committed to attracting and retaining a qualified, diverse workforce through a competitive compensation program within the foundation's labor market. The foundation provides a non-discriminatory merit-based compensation program that is careful to balance these objectives with prudent use of the financial resources which have been entrusted to the foundation by its donors. To guide this process, the foundation has adopted a compensation policy that also addressed the annual evaluation process for staff. Employees receive an annual salary review by their supervisors (or by the board in the case of the ceo) as part of the performance recognition plan annual assessment. These reviews may or may not results in a salary increase. Salary increases are provided on the basis of merit, subject to bugetary restrictions and at the sole discretion of the foundation. Also, at the foundation's sole discretion, a lump-sum merit award may be granted to an employee who has remained in their position for many years, in lieu of an increase in salary. For the ceo, an annual performance evaluation is one of the major responsibilities of the board of directors. The board has adopted evaluation procedures established by the council on foundations as part of its community foundations national standards that provides for a consistent, fair, supportive, and well-documented process. Specific steps in the ceo evaluation process include a review and”

“The foundation is committed to attracting and retaining a qualified, diverse workforce through a competitive compensation program within the foundation's labor market. The foundation provides a non-discriminatory merit-based compensation program that is careful to balance these objectives with prudent use of the financial resources which have been entrusted to the foundation by its donors. To guide this process, the foundation has adopted a compensation policy that also addresses the annual evaluation process for staff. The foundation considers best practices as well as the following in setting compensation for its key employees: internal equity, which strives to provide equivalent compensation for positions of comparable scope and responsibility within the foundation; and external equity, including an annual market analysis of comparable positions in the community foundation industry, market trends and evaluation of salary surveys. Attention is also given to the consumer price index, budgetary restrictions and financial status of the foundation. Employees receive an annual salary review by their supervisors (or by the board in the case of the ceo) as part of the performance recognition plan annual assessment. These reviews may or may not result in a salary increase. Salary increases are provided on the basis of merit, subject to budgetary restrictions and at the sole discretion of the foundation. Also, at the foundation's sole discretion, a lump-sum merit award may be granted to an employee who has remained in their position for many years, in lieu of an increase in salary. For the ceo, an annual performance evaluation is one of the major responsibilities of the board of directors. The board has adopted evaluation procedures established by the council on foundations as part of its community foundations national standards that provides for a consistent, fair, supportive and well-documented process. Specific steps in the ceo evaluation process include a review and discussion of a self-performance evaluation and development plan with prior year's goals and objectives; an executive session of the board to discuss any issues or concerns and to set new goals and objectives for the following year; a board session with the ceo present for an overall assessment and goal setting, as well as discussion of salary compensation based on a review of comparable salaries for other community foundations of our size; and, finally, a summary of the assessment, plan and any salary increase to be signed by both the ceo and board president. The foundation uses this evaluation tool as a way to enhance the communication between the board and the ceo, measures specific, annual objectives, gauge job performance and leadership and serves as a basis for salary compensation.”

“The foundation makes its governing documents, conflict of interest policy, and financial statements available for public inspection at its office. Financial statements are also available on the foundation's website (www.cfscc.org) in additional to being published within its annual report.”

“The foundation has an audit committee that assumes responsibility for oversight of the audit of its financial statements and selection of an independent accountant and this process has remained consistent with prior year.”