Department of the Treasury Internal Revenue Service
Public Charity Status and Public Support
Complete if the organization is a section 501(c)(3) organization or a section
4947(a)(1) nonexempt charitable trust.
Attach to Form 990 or Form 990-EZ. See separate instructions.
OMB No. 1545-0047
2010
Open to Public Inspection
Name of the organization
UNITED STATES SQUASH RACQUETS ASSOC INC
Employer identification number
16-6050490
Part I
Reason for Public Charity Status
(All organizations must complete this part.) See instructions
The organization is not a private foundation because it is: (For lines 1 through 11, check only one box.)
1
2
3
4
5
section 170(b)(1)(A)(iv). (Complete Part II.)
6
7
8
9
receipts from activities related to its exempt functions—subject to certain exceptions, and (2) no more than 331/3% of
its support from gross investment income and unrelated business taxable income (less section 511 tax) from businesses
acquired by the organization after June 30, 1975. See section 509(a)(2). (Complete Part III.)
10
11
e
By checking this box, I certify that the organization is not controlled directly or indirectly by one or more disqualified persons other than foundation managers and other than one or more publicly supported organizations described in section 509(a)(1) or section 509(a)(2).
f
If the organization received a written determination from the IRS that it is a Type I, Type II or Type III supporting organization, check this box
..................................................
g
Since August 17, 2006, has the organization accepted any gift or contribution from any of the following persons?
(i) a person who directly or indirectly controls, either alone or together with persons described in (ii)
Yes
No
and (iii) below, the governing body of the the supported organization?
................
11g(i)
(ii)
a family member of a person described in (i) above?
......................
11g(ii)
(iii)
a 35% controlled entity of a person described in (i) or (ii) above?
................
11g(iii)
h
Provide the following information about the supported organization(s).
(i) Name of supported organization
(ii) EIN
(iii) Type of organization (described on lines 1- 9 above or IRC section (see instructions))
(iv) Is the organization in col. (i) listed in your governing document?
(v) Did you notify the organization in col. (i) of your support?
(vi) Is the organization in col. (i) organized in the U.S.?
(vii) Amount of support?
Yes
No
Yes
No
Yes
No
Total
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 11285F
Schedule A (Form 990 or 990-EZ) 2010
Schedule A (Form 990 or 990-EZ) 2010
Page 2
Part II
Support Schedule for Organizations Described in IRC 170(b)(1)(A)(iv) and 170(b)(1)(A)(vi) (Complete only if you checked the box on line 5, 7, or 8 of Part I or if the
organization failed to qualify under Part III. If the organization fails to
qualify under the tests listed below, please complete Part III.)
Section A. Public Support
Calendar year(or fiscal year beginning in)
(a) 2006
(b) 2007
(c) 2008
(d) 2009
(e) 2010
(f) Total
1
Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") ....
2
Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.......
3
The value of services or facilities furnished by a governmental unit to the organization without charge..
4
Total. Add lines 1 through 3..
5
The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included
on line 1 that exceeds 2% of the amount shown on line 11, column (f)..
6
Public Support. Subtract line 5 from line 4.
Section B. Total Support
Calendar year(or fiscal year beginning in)
(a) 2006
(b) 2007
(c) 2008
(d) 2009
(e) 2010
(f) Total
7
Amounts from line 4..
8
Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources..
9
Net income from unrelated business activities, whether or not the business is regularly carried on..
10
Other income. (Explain in Part IV.) Do not include gain or loss from the sale of capital assets..
11
Total support (Add lines 7 through 10).
12
Gross receipts from related activities, etc. (See instructions.)
..................
12
13
First Five Years
If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a 501(c)(3) organization,
check this box and stop here..........................................
Section C. Computation of Public Support Percentage
14
Public Support Percentage for 2010 (line 6 column (f) divided by line 11 column (f))
.........
14
15
Public Support Percentage for 2009 Schedule A, Part II, line 14
...............
15
16a
33 1/3% support test—2010.
If the organization did not check the box on line 13, and line 14 is 33 1/3% or more, check this box
and stop here. The organization qualifies as a publicly supported organization
......................
b
33 1/3% support test—2009.
If the organization did not check the box on line 13 or 16a, and line 15 is 33 1/3% or more, check this
box and stop here. The organization qualifies as a publicly supported organization
.....................
17a
10%-facts-and-circumstances test—2010.
If the organization did not check a box on line 13, 16a, or 16b and line 14
is 10% or more, and if the organization meets the "facts and circumstances" test, check this box and stop here. Explain
in Part IV how the organization meets the "facts and circumstances" test. The organization qualifies as a publicly supported
organization
..................................................
b
10%-facts-and-circumstances test—2009.
If the organization did not check a box on line 13, 16a, 16b, or 17a and line
15 is 10% or more, and if the organization meets the "facts and circumstances" test, check this box and stop here.
Explain in Part IV how the organization meets the "facts and circumstances" test. The organization qualifies as a publicly supported organization
..............................................
18
Private Foundation
If the organization did not check a box on line 13, 16a, 16b, 17a or 17b, check this box and see
instructions
...................................................
Schedule A (Form 990 or 990-EZ) 2010
Schedule A (Form 990 or 990-EZ) 2010
Page 3
Part III
Support Schedule for Organizations Described in IRC 509(a)(2) (Complete only if you checked the box on line 9 of Part I or if the organization
failed to qualify under Part II. If the organization fails to qualify under
the tests listed below, please complete Part II.)
Section A. Public Support
Calendar year(or fiscal year beginning in)
(a) 2006
(b) 2007
(c) 2008
(d) 2009
(e) 2010
(f) Total
1
Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .
1,113,959
1,001,729
1,099,758
1,068,486
1,490,821
5,774,753
2
Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose......
373,859
419,445
1,042,693
942,487
1,105,062
3,883,546
3
Gross receipts from activities that are not an unrelated trade or business under section 513..
4
Tax revenues levied for the organization's benefit and either paid to or expended on its behalf...
5
The value of services or facilities furnished by a governmental unit to the organization without charge..
6
Total. Add lines 1 through 5.
1,487,818
1,421,174
2,142,451
2,010,973
2,595,883
9,658,299
7a
Amounts included on lines 1, 2, and 3 received from disqualified persons...
305,000
2,666
307,666
b
Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year.
34,004
69,087
35,595
0
0
138,686
c
Add lines 7a and 7b..
339,004
71,753
35,595
0
0
446,352
8
Public Support (Subtract line 7c from line 6.)
9,211,947
Section B. Total Support
Calendar year (or fiscal year beginning in)
(a) 2006
(b) 2007
(c) 2008
(d) 2009
(e) 2010
(f) Total
9
Amounts from line 6...
1,487,818
1,421,174
2,142,451
2,010,973
2,595,883
9,658,299
10a
Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources..
111,825
1,305
51,691
159,351
380,768
704,940
b
Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975.
c
Add lines 10a and 10b.
111,825
1,305
51,691
159,351
380,768
704,940
11
Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on.
12
Other income. Do not include gain or loss from the sale of capital assets (Explain in Part IV.)
17,969
2,963
0
39,057
59,989
13
Total support (Add lines 9, 10c, 11 and 12.).
1,599,643
1,440,448
2,197,105
2,170,324
3,015,708
10,423,228
14
First Five Years
If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a 501(c)(3) organization,
check this box and stop here.............................................
Section C. Computation of Public Support Percentage
15
Public Support Percentage for 2010 (line 8 column (f) divided by line 13 column (f))
.........
15
88.379 %
16
Public support percentage from 2009 Schedule A, Part III, line 15
...............
16
88.079 %
Section D. Computation of Investment Income Percentage
17
Investment income percentage for 2010 (line 10c column (f) divided by line 13 column (f))
......
17
6.763 %
18
Investment income percentage from 2009 Schedule A, Part III, line 17
.............
18
4.265 %
19a
33 1/3% support tests—2010.
If the organization did not check the box on line 14, and line 15 is more than 33 1/3% and line 17 is not more than 33 1/3%, check this box and stop here. The organization qualifies as a publicly supported organization
..........
b
33 1/3% support tests—2009.
If the organization did not check a box on line 14 or line 19a, and line 16 is more than 33 1/3% and line 18 is not more than 33 1/3%, check this box and stop here. The organization qualifies as a publicly supported organization
....
20
Private Foundation
If the organization did not check a box on line 14, 19a or 19b, check this box and see instructions
.....
Schedule A (Form 990 or 990-EZ) 2010
Schedule A (Form 990 or 990-EZ) 2010
Page 4
Part IV
Supplemental Information.
Supplemental Information. Complete this part to provide the explanation required by Part II, line 10; Part II, line 17a or 17b; or Part III, line 12. Also complete this part for any additional information. (See instructions).
Facts And Circumstances Test
Explanation
Schedule A (Form 990 or 990-EZ) 2010
Additional Data
Software ID:
Software Version:
-
TIN:
SCHEDULE O (Form 990 or 990-EZ)
Department of the Treasury Internal Revenue Service
Supplemental Information to Form 990 or 990-EZ
Complete to provide information for responses to specific questions on
Form 990 or to provide any additional information.
Attach to Form 990 or 990-EZ.
OMB No. 1545-0047
2010
Open to Public Inspection
Name of the organization
UNITED STATES SQUASH RACQUETS ASSOC INC
Employer identification number
16-6050490
Identifier
Return Reference
Explanation
REVIEW OF FORM 990
FORM 990, PART VI, SEC B, LINE 11B
Form 990 is reviewed by the Organization's Board Chair, CEO and CFO before it is submitted to the full board for approval. Once approved by the entire board, the 990 is filed.
DOCUMENTATION
FORM 990, PART VI, SEC C, LINE 19
THE GOVERNING DOCUMENTS, FINANCIAL STATEMENTS AND CONFLICT OF INTEREST POLICY MAY BE OBTAINED FROM THE ORGANIZATION UPON WRITTEN REQUEST.
CEO COMPENSATION POLICY
FORM 990, PART VI, SECTION B, LINE 15
In 2004, the Executive Committee of the United States Squash Racquets Association (U.S. SQUASH) adopted a plan to upgrade the position of Executive Director to that of Chief Executive Officer (CEO) as part of a broader overall plan to modernize the governance and general operation of our Association as we naturally evolved from our previous grass roots management structure and in accordance with broad trends occurring with many other national sports governing bodies. The creation of the new CEO position was done to accomplish two things: 1) to be able to attract a seasoned general management executive to lead the Association on a path of expansion and growth and 2) to empower that individual to professionalize the Association's operations by building and managing a professional in house staff as opposed to having a cadre of volunteer Board and other non-professional volunteers engaged in what were fundamentally operating functions of the Association. In its essence the plan required the Board to focus on (i) the selection, review, and ongoing oversight of the CEO, (ii) strategy, (iii) fund raising, and, (iv) financial reporting and controls, with the CEO being given full general management leadership responsibility for the Association. Concurrently, the title of President, a volunteer position, was changed to Board Chair, and in 2007, after an extensive governance and bylaw review process, the Board of Directors was reduced to 10 people from 36 and the other operating titles previously given to volunteer Board members (Vice President, Treasurer and Secretary) were eliminated. The Board was now formally charged with oversight of the CEO, providing strategic guidance, fundraising, and the oversight of the financial reporting and related financial controls of the Association. During the initial search for a CEO in 2003, the board retained a search professional who researched salaries at comparable not-for-profits including National Sports Governing Bodies and other sport management organizations in order to establish a compensation package that the Association (i) could afford, (ii) would attract the best possible talent, and (iii) was in line with the compensation packages at other comparable organizations the Association would seek to emulate. At that time the Board was provided with data from Mercer Human Resources Consulting showing total annual compensation for National Governing Body Executive Director/CEO positions as well comparable Sports Industry Organizations which was used as the basis for the initial salary and bonus structure. A copy of the memo from Mercer is included in Addendum A which also includes a series of memos covering executive compensation since the creation of the new position of CEO as well as copies of all CEO employment agreements since the position was created. These employment agreements have each been for two (2) year time periods. Subsequently, the Board formed a Compensation Committee comprised of the Board Chair, the Chair of the Finance Committee, and two other Board members. The Compensation Committee has considered annual surveys of compensation levels of comparable executives to ensure the U.S. SQUASH CEO's compensation is consistent with the market. For example results from a 2007-2008 ARC CompReport based on an analysis of over 3,000 US based association chief staff executives in public/special interest cause associations with $2 million in annual gross revenue (in the case of U.S. SQUASH, this would include district associations and endowment revenue) shows that the U.S. SQUASH CEO's compensation, once adjusted for the cost of living in the New York area, falls within the average range. Since the hiring of our first CEO, the Board has conducted formal written performance reviews of the CEO at a minimum annually. Each Board member is asked to provide a written evaluation based upon pre-agreed criteria in order to determine these reviews. Each review also includes a review of the executives compensation which considered the parameters set forth above. In addition, the Board Chair periodically reviews the CEOs travel and entertainment reimbursement practices and amounts to insure they are in accordance with customary and reasonable best practices. It is the desire of the U.S. SQUASH Board to attract and retain a dedicated, seasoned general management executive of the highest caliber available to the post of CEO who will be responsible for managing all areas of the Association's operations. It is a primary function of the Board of Directors to undertake a formal written annual performance review of the CEO at fiscal year-end which evaluates the CEOs leadership and job performance in all key areas. It is a key responsibility of each Board member to thoughtfully and diligently participate in the annual performance review process. The Finance, Audit and Compensation Committee has the responsibility to determine whether or not it will recommend to the entire Board, for its review and consideration, an annual discretionary compensation bonus based on the results of the performance review. The Compensation sub-committee shall consist of the Board Chair, the Chair of the Finance, Audit and Compensation Committee and two other Board members. In considering whether or not a bonus is warranted, the Finance, Audit and Compensation Committee and Board as a whole will consider whether the Association has met the financial expectations set forth in the annual budget and other pre-agreed upon performance criteria such as membership growth, effective program implementation, improvement, and oversight, known as Key Tactical Indicators. The anticipated range of the CEOs discretionary bonus is to be between 5% and 25% of base compensation in years with overall satisfactory job performance and better. In addition when considering base salary levels and bonus compensation for the CEO, the Compensation Committee and Board will take in to consideration time relevant surveys of compensation levels of comparable executives to ensure the U.S. SQUASH CEO's compensation is consistent and competitive with the market. The Compensation sub-committee will review no less than annually the travel and entertainment documentation practices and amounts to insure that they are within customary and reasonable best practices. The Chair of the Finance, Audit and Compensation Committee and Board Chair shall together maintain a confidential ongoing standing file to be made available to all Board members upon request containing chronologically all CEO performance reviews and the comparable organization salary and bonus compensation data utilized in making all compensation decisions as well as the results of the periodic reviews of the travel and entertainment reimbursements to the CEO. This standing file will also include copies of all employment agreements and ancillary documents relevant to the CEOs employment relationship with the Association.
CONFLICT OF INTEREST
FORM 990, part vi, SECTION B, LINE 12c
Those who serve U.S. SQUASH, whether as volunteers or paid professionals, are required to readily disclosure any conflicting interests whenever they arise, as well as physical absence from and strict nonparticipation in any evaluation or decision making process relating to matters in which the individual has a real or apparent conflict of interest. As part of the Board of Review's Committee Charter, its authority and procedures include investication into any matters involving a conflict of interest, election impropriety, violation of the Code of Conduct or Ethics, Principles & Conflict of Interest Policy, or any pertinent matter submitted for review and recommend action for review and final approval by the Board of Directors. In summary, Board members, officers and key staff members are required to disclose even the appearance of a conflict of interest, and the Board of Review is tasked with investigations and reviews, in addition to providing clearances if applicable when potential conflicts are brought to the committee.
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.