Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 5,409,537 | 7,599,981 | 7,880,921 | 8,117,397 | 8,213,892 | 37,221,728 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | 0 | |||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 4 | Total. Add lines 1 through 3 | 5,409,537 | 7,599,981 | 7,880,921 | 8,117,397 | 8,213,892 | 37,221,728 |
| 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).. | 3,818,542 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 33,403,186 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 5,409,537 | 7,599,981 | 7,880,921 | 8,117,397 | 8,213,892 | 37,221,728 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 87,712 | 153,441 | 85,409 | 87,607 | 88,731 | 502,900 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 77,994 | 85,302 | 20,308 | 11,789 | -3,556 | 191,837 |
| 11 | Total support. Add lines 7 through 10 | 37,916,465 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 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 | ||||||
| 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 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| 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. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 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 VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
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| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
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| 9 Distributable amount for 2019 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2019 |
(iii) Distributable Amount for 2019 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2019 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2019: | ||||
| a From 2014....... | ||||
| b From 2015....... | ||||
| c From 2016....... | ||||
| d From 2017....... | ||||
| e From 2018....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2019 distributable amount | ||||
|
i
Carryover from 2014 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2019 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2019 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2019, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2019. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2020. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2015..... | ||||
| b Excess from 2016..... | ||||
| c Excess from 2017..... | ||||
| d Excess from 2018..... | ||||
| e Excess from 2019..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| GENERAL INFORMATION | ORGANIZATION'S MISSION (CONTINUED) FORM 990, PART I, LINE 1 is no longer a barrier to independence and livelihood so individuals and communities can thrive. Our long-term goal is to inspire followers, funders, partners, and competitors to scale the availability of quality bicycles. We seek to empower the one billion individuals worldwide who do not have affordable, accessible transportation and therefore lack access to education, healthcare, and livelihoods. World Bicycle Relief distributes a rugged, specially-designed, locally-assembled bicycle, while also building a sustainable mobility ecosystem with community-based mechanics, sustainable spare parts supply chains, and community-owned programming. ORGANIZATION'S MISSION (CONTINUED) FROM 990, PART III, LINE 1 We address the systemic challenges of distance and last mile mobility by manufacturing a bicycle specially designed from the ground up for rough roads and heavy loads for base of the economic pyramid users and consumers. Rugged, affordable, long-lasting, and locally-assembled, WBR distributes the Buffalo Bicycle to health service providers, students, farmers, and businesses, while building a sustainable bicycle mobility ecosystem to support end-users. By working with and through partners, training local bicycle mechanics, providing market-based access to spare parts, and nurturing community ownership of programming, we support community-based long-term impact and a vibrant mobility ecosystem. Since 2005, WBR has distributed 523,500 purpose-built bicycles (as of September 2020), impacting an estimated 2.6 million individuals across 20 countries. We rigorously measure results, seek input from users and partners, and iterate the Buffalo Bicycle and our programs to boost impact. ILLUSTRATIVE RESULTS Education: WBR's education programming in Zambia was the subject of a recent study-an independent randomized controlled trial-led by Innovations for Poverty Action. The study found that over just one year, girls with our Buffalo Bicycles and supportive programming achieved a 66% increase in punctuality, 28% reduction in absenteeism, 33% reduction in time to travel to school (saving them nearly six hours a week), improved math scores, and increased feelings of safety. As importantly, the researchers also found statistically significant improvements in an array of measures of girls' empowerment, such as pro-sociality, locus of control, bargaining power, fertility preferences, and self-image. Health: On two U.S. Agency for International Development funded health focused activities, the projects found that with a Buffalo Bicycle, health workers in Kenya increased their monthly patient visits from 87.5% to 187.5%, boosted patient referrals up to 50%, and contributed to tuberculosis drug defaulter rates dropping to 0% in a sample of clinics. In Zambia, where retaining volunteer health workers can be a major challenge, the project found that with a two-year service-to-own incentive agreement for a bicycle, health worker retention rates reached 95%. Livelihoods: Through a partnership with a local Zambian dairy cooperative providing milk to Parmalat, WBR has been selling Buffalo Bicycles to small holder dairy farmers. With their bicycle, the cooperative's farmers increased their deliveries by 25% and incomes by 23%, while maintaining a 100% repayment rate. In support of a Food and Agriculture Organization activity promoting conservation agriculture practices, lead farmers that were provided Buffalo Bicycles increased their follower farmer visits by 120%, 79% of lead farmers were able to visit more follower farmers per month, and time to market dropped by 45%, saving 3.5 hours per week while reducing post-harvest losses. The Need According to the World Bank, one billion people lack access to economic opportunities, markets, healthcare, and education due to distance. In Africa alone, 70% of the rural population lack access to all season road and transport services, and primarily rely on walking. Rural households face several barriers preventing them from overcoming the challenge of distance. In sparsely populated geographies, national and local governments provide few public transport options. Personal transport assets, like bicycles and motorbikes, are relatively expensive for households living at the base of the economic pyramid, and rural households also have limited access to financial services and products. And, even if a household purchases a personal transport asset, those available tend to be of poorer quality, don't last long, don't meet the household's needs, are costly to maintain, and have limited options for spare parts and maintenance. As a result, distance and lack of affordable, reliable transportation have profound impact on development outcomes. For example, according to the U.S. Agency for International Development, 47% of rural-based women in Zimbabwe cited distance as a primary challenge to accessing health care versus just 10% of urban-based women. In Malawi, net attendance for secondary schools in rural areas is just 13%, a third of the rate of secondary school attendance in urban areas. And in Zambia, 64% of rural residents fall within the lowest two wealth quintiles versus 3.1% of urban residents. Meeting the need and market demand WBR addresses the need and market demand for affordable, quality bicycle transport in developing regions of the world through a holistic, sustainable approach. We utilize an innovative business model: WBR is a 501(c)3 not-for-profit that owns 100% of Buffalo Bicycle Limited, a for-profit social enterprise. Through WBR's 501(c)3, WBR raises funds to provide transport solutions to those who cannot afford them, and through Buffalo Bicycle Limited, we sell the Buffalo Bicycle, spare parts, and value-added services. All proceeds from bicycle sales support WBR-funded programs, replacing some of the need for philanthropic funds. Buffalo Bicycle Limited also multiplies our impact by increasing market access to affordable/high-quality bicycle transport, diversifying our funding base, providing a market-based supply chain of spare parts, and creating manufacturing economies of scale that lower the per bike cost of WBR programs. We distribute our bicycles through three primary channels: organizational sales and partnerships (e.g. UNICEF, NGOs), consumer sales (e.g. local businesses), and WBR-funded programs that donate bicycles to those who cannot afford them (e.g. rural students). Throughout our activities, we emphasize women's empowerment to maximize the impact of our work. In our permanent presence countries of Colombia, Kenya, Malawi, Zambia, and Zimbabwe, we establish market-based bicycle ecosystems by training local mechanics, establishing spare parts supply chains, building community ownership of programs, rigorously monitoring results, and iterating our programs and products based on user and partner feedback. |
| PROGRAM SERVICES (CONTINUED) | PROGRAM SERVICE ACTIVITIES FORM 990 PART III, 4A Through partnerships with target communities, community members play a critical role in identifying and prioritizing high impact activities, with the ultimate goal of assisting communities to increase access to education, healthcare, and livelihoods in a sustainable manner. Working with local leaders and building local management capacity, our partner communities use sustainable bicycle transport to reduce their vulnerability, boost their independence, and ultimately thrive. Based on learnings and insights from previous activities, WBR's programming approach has continued to evolve. We operate both sector-specific activities focused on health, education, or livelihoods, while also launching a holistic multi-sector approach in defined geographies for a three+ year duration. Given that a bicycle is a household asset that men, women, boys, and girls use in many different ways, a holistic approach enables cost efficiencies and an even higher return on impact. Using a multi-sector approach in defined geographies with an upfront commitment to a multi-year engagement, WBR can best support sustainable bicycle use through our sustainable bicycle ecosystem, which includes our assembly and distribution facility, spare parts supply chain, trained local mechanics, social enterprise retail shops, and community ownership of programming. Our programming approach is informed by the Sustainable Livelihoods Framework developed by the United Kingdom's Department of International Development. The Sustainable Livelihoods Approach looks holistically at poverty's causes and considers the assets that poor people need in order to sustain an adequate income to live, such as quality bicycles in areas where distance is a challenge. Our theory of change is based on the hypothesis that if communities help identify the distance barriers they face and co-design solutions, are supported to create local management structures, and are provided with high quality Buffalo Bicycles, supported by WBR-trained community mechanics and access to spare parts, then they will manage community bicycle programs and benefit from improved transportation to goods and services. That will result in improved household access to markets, community structures and services, girl and boy school attendance, maintained bicycles, and sustainable community owned bicycle programs. Over the long-term, our approach results in improved productivity, increased and diversified household incomes, improved education and healthcare, and other empowerment outcomes. These outcomes, supported by WBR's holistic bicycle ecosystem, will result in people and communities being independent and thriving. PROGRAM SERVICES (CONTINUED) FORM 990 PART III, LINE 4B Social enterprise sales typically account for 45% to 60% of WBR's total bicycles distributed in a given year. Since the launch of Buffalo Bicycle Limited in 2008, our social enterprise has sold approximately 277,000 bicycles. Through Buffalo Bicycle Limited, WBR multiplies our impact: we increase market access for the Buffalo Bicycle to individuals and organizations, expand WBR's funding base (reducing some need for philanthropic funding), nurture a market-based supply chain of spare parts, and leverage manufacturing economies of scale, which lowers the per unit cost of bicycles for WBR programs. WORLD BICYCLE RELIEF (WBR) SUPPORTS THE SOCIAL ENTERPRISE PROGRAM THROUGH SHARED LEADERSHIP RESOURCES. SOCIAL ENTERPRISE SALES FROM OUR WHOLLY OWNED FOR-PROFIT SUBSIDIARY, BUFFALO BICYCLES LTD., HELP FUND OUR PHILANTHROPIC PROGRAMS AND PROVIDE VALUABLE DATA THAT AID US IN DEVELOPING ECONOMIES OF SCALE AND OTHER EFFICIENCIES. IN AN EFFORT TO CREATE EFFICIENCIES IN RESOURCES, A PORTION OF TIME AND RESOURCES FROM CERTAIN MEMBERS OF THE LEADERSHIP TEAM ARE ALLOCATED TO THE RUNNING OF BUFFALO BICYCLES. IN DOING SO, WBR AND BUFFALO BICYCLES MAINTAIN AN ALIGNED FOCUS ON THE MISSION OF THE ORGANIZATION - TO PROVIDE RELIABLE, AFFORDABLE TRANSPORTATION IN DEVELOPING COUNTRIES. PROGRAM SERVICES (CONTINUED) FORM 990 PART III, LINE 4C PRODUCT DEVELOPMENT THAT'S WHY WBR'S PRODUCT DEVELOPMENT TEAM CONSTANTLY WORKS TO IMPROVE THE BICYCLE AND ITS SPARE PARTS: TO HELP ENSURE THE SUSTAINABILITY AND ADVANCEMENT OF ALL PROGRAMS THAT USE THE BUFFALO BICYCLE. WBR'S GUIDING PRINCIPLE OF ALL ANSWERS ARE FOUND IN THE FIELD MEANS THAT DESIGN DECISIONS ARE FRAMED BY THE LANDSCAPE OF LOCALLY AVAILABLE SPARE PARTS, TOOLS AND REPAIR EXPERTISE, AS WELL AS CULTURAL CONSIDERATIONS ABOUT HOW BIKES ARE LIKELY TO BE USED AND MAINTAINED. THIS OFTEN RESULTS IN USING UNCONVENTIONAL COMPONENTS ON THE BIKES. THE COASTER BRAKE, FOR EXAMPLE, SLOWS THE REAR WHEEL THROUGH A BACK-PEDALING ACTION. THIS SEEMINGLY ANTIQUATED DESIGN, NOW TYPICALLY FOUND ONLY ON CHILDREN'S BIKES, REQUIRES NO CABLES TO OPERATE. THIS MAY BE A TRIVIAL CONSIDERATION IN THE UNITED STATES, WHERE BRAKE CABLES ARE EASY TO FIND. BUT AS THEY ARE NOT COMMONLY AVAILABLE IN THE COUNTRIES IN WHICH WBR OPERATES, THE ADVANTAGE OF A CABLE-FREE BRAKE IS SIGNIFICANT. WBR'S PRODUCT DEVELOPMENT TEAM AIMS TO BE CONSIDERATE OF THE REALITIES OF WHERE OUR BIKES ARE USED. HOWEVER, WBR ALSO FEELS IT HAS A RESPONSIBILITY TO IMPROVE THE EXPERIENCE OF OWNING AND USING A BICYCLE. WHERE THE AVAILABLE SPARE PARTS ARE INADEQUATE, WBR SEEKS TO MAKE BETTER PARTS AVAILABLE. WHERE AVAILABILITY IS LIMITED, WBR SEEKS TO IMPROVE DISTRIBUTION AND ACCESS THROUGH ITS NETWORK OF TRAINED MECHANICS AND GROWING NETWORK OF LOCAL SHOPS. THE DESIGN OF THE BICYCLE IS DYNAMIC. THE PROCESS IS ONGOING. AS THE ORGANIZATION GROWS, AND ANNUAL VOLUMES INCREASE, WBR REVISITS EARLIER DESIGN DECISIONS TO CONTINUOUSLY REFINE THE BICYCLE. PROGRAM SERVICES (CONTINUED) FORM 990 PART III, LINE 4D MONITORING AND EVALUATION WORLD BICYCLE RELIEF IS CONSISTENTLY MEASURING THE IMPACT OF THE BICYCLE IN WBR AND NON WBR RUN PROGRAMS. LEARNING FROM MISTAKES AND ENHANCING STRENGTHS ENSURES WBR IS PROVIDING THE BEST SOLUTION POSSIBLE TO MOBILITY TO THOSE IT SERVES. |
| GOVERNING BODY COMMITTEES | FORM 990, PART VI, LINE 1A THE BOARD OF DIRECTORS SHALL HAVE POWER TO APPOINT COMMITTEES FOR THE PURPOSE OF CONDUCTING CERTAIN ASPECTS OF THE CORPORATE BUSINESS NOT OTHERWISE DELEGATED. COMMITTEES MAY NOT ACT ON BEHALF OF THE CORPORATION UNLESS SUCH AUTHORITY IS SPECIFICALLY DELEGATED TO THE COMMITTEE, AND IF SUCH CORPORATE AUTHORITY IS SO DELEGATED, IT SHALL BE VALID ONLY AS TO A SINGLE ISSUE AND NOT IN GENERAL TERMS. THE BOARD OF DIRECTORS MAY FROM TIME TO TIME APPOINT ADVISORY BOARDS OR SPECIAL COUNCILS FOR SPECIFIC PURPOSES THAT DO NOT REQUIRE CORPORATE ACTION. THE COMPOSITION OF SUCH ADVISORY GROUPS MAY INCLUDE PERSONS WITH PROFESSIONAL SKILLS OR SPECIAL EXPERIENCE NECESSARY TO ADVISE AND INFORM THE BOARD OF DIRECTORS. SUCH ADVISORY GROUPS SHALL NOT HAVE THE AUTHORITY TO COMMIT THE CORPORATION TO ANY LEGAL CONTRACTS OR AGREEMENTS WHETHER OR NOT RELATED TO THE BUSINESS OF THE CORPORATION. THE BOARD OF DIRECTORS SHALL NOT LEND APPARENT AUTHORITY TO SUCH ADVISORY GROUPS AND ALL RELATED CORPORATE RESOLUTIONS SHALL EXPRESSLY LIMIT THE GROUPS' AUTHORITY IN THIS RESPECT. |
| BUSINESS AND FAMILY RELATIONSHIPS | FORM 990, PART VI, LINE 2 BOARD MEMBERS STANLEY DAY AND CHAIRMAN FREDERICK K.W. DAY HAVE A FAMILY RELATIONSHIP. MICHAEL HERR, BRIAN BENZER, STANLEY DAY, AND FREDERICK K.W. DAY HAVE A BUSINESS RELATIONSHIP. |
| FORM 990 REVIEW PROCESS | FORM 990, PART VI, LINE 11B THE CFO AND TREASURER REVIEWED A DRAFT OF THE FORM 990 THAT WAS PREPARED BY A THIRD PARTY TAX PREPARER, GRANT THORNTON, BASED UPON INFORMATION WBR PROVIDED THE PREPARER. SUBSEQUENT TO THEIR REVIEW, MANAGEMENT AND THE FULL VOTING BOARD RECEIVED A COPY OF THE DRAFT RETURN ELECTRONICALLY. THE BOARD PROVIDED ANY QUESTIONS OR COMMENTS TO THE CEO AND TREASURER AND THE FORM 990 WAS REVISED, AS NECESSARY. THE FULL VOTING BOARD OF DIRECTORS RECEIVED A COPY OF THE FORM 990 PRIOR TO FILING WITH THE IRS. |
| CONFLICT OF INTEREST POLICY MONITORING & ENFORCEMENT | FORM 990, PART VI, LINE 12C THE RESPONSIBILITY FOR DISCLOSING ANY KNOWN OR REASONABLY FORESEEN ACTUAL OR POTENTIAL CONFLICTS OF INTEREST SHALL BE UPON THE INTERESTED PARTY WHOSE INTERESTS ARE OR MAY APPEAR TO BE IN CONFLICT. ALL INTERESTED PARTIES ARE REQUIRED TO FILE A DISCLOSURE STATEMENT WITH WBR PRIOR TO SUCH INDIVIDUAL COMMENCING HIS OR HER SERVICE WITH WBR AND THEREAFTER SHALL FILE WITH WBR AN UPDATED DISCLOSURE STATEMENT AS MAY BE REQUIRED FROM TIME TO TIME BY THE BOARD OF DIRECTORS OR ITS COMMITTEE DESIGNEE, AND IN NO EVENT LESS OFTEN THAN ANNUALLY. THE MINUTES SHALL REFLECT THAT THE CONFLICT OF INTEREST WAS DISCLOSED AND THE INTERESTED PERSON WAS NOT PRESENT DURING ANY DISCUSSION OF THE MATTER AND DID NOT VOTE ON THE MATTER IN PERSON OR BY PROXY. WHEN ANY SUCH CONFLICT OF INTEREST IS RELEVANT TO A MATTER REQUIRING ACTION BY THE BOARD OF DIRECTORS OR ANY COMMITTEE OF THE BOARD, THE INTERESTED PERSON SHALL DISCLOSE SUCH CONFLICT TO THE BOARD OF DIRECTORS OR SUCH COMMITTEE; AND SHALL NOT VOTE ON THE MATTER. FURTHER, THE INTERESTED PERSON HAVING A CONFLICT SHALL RETIRE FROM THE ROOM IN WHICH THE BOARD OR THE COMMITTEE IS MEETING AND SHALL NOT PARTICIPATE IN ANY DELIBERATION OR DECISION REGARDING THE MATTER UNDER CONSIDERATION. WHEN THERE IS A DOUBT AS TO WHETHER A CONFLICT OF INTEREST EXISTS, THE MATTER SHALL BE RESOLVED BY A VOTE OF THE BOARD OF DIRECTORS OR THE COMMITTEE, AS THE CASE MAY BE, EXCLUDING THE INTERESTED PERSON CONCERNING WHOM THE DOUBT HAS ARISEN. THE BOARD OF DIRECTORS, FROM TIME TO TIME, SHALL REPORT ON ITS IMPLEMENTATION OF THESE GUIDELINES AND THE STATUS OF ANY POLICY DEVELOPMENTS REGARDING COMPENSATION AND CONFLICTS OF INTEREST. FURTHER, THE BOARD OF DIRECTORS SHALL REPORT AFTER HAVING BEEN ALERTED TO SPECIFIC INSTANCES WHEN THESE GUIDELINES HAVE NOT BEEN FOLLOWED OR ANY OTHER ISSUE REGARDING COMPENSATION OR CONFLICT OF INTEREST IS DETERMINED TO EXIST. |
| COMPENSATION REVIEW | FORM 990, PART VI, LINE 15A WBR ESTABLISHES A REBUTTABLE PRESUMPTION THAT THE COMPENSATION PAID TO THE CEO AND OTHER EXECUTIVES IS REASONABLE. WBR ESTABLISHES A POSITION BY COMPARING THE COMPENSATION OF ITS CEO AND OTHER EXECUTIVES AGAINST 10 SIMILAR SIZE NONPROFITS IN WBR'S PEER GROUP AND THIRD-PARTY MARKET DATA PROVIDED BY GRANT THORNTON. THE DATA USED FOR THE COMPARISON IS TAKEN FROM THE 990, ANNUAL REPORT AND AUDITED FINANCIAL STATEMENTS FROM THE 10 NONPROFITS AND THIRD-PARTY DATA BASES ACCESSED BY GRANT THORNTON. THE FINAL ANALYSIS IS PRESENTED TO THE BOARD OF DIRECTORS OF WBR AND SALARIES ARE APPROVED YEARLY AT THE FEBRUARY BOARD MEETING. |
| COMPENSATION REVIEW BY INDEPENDENT PERSONS | FORM 990, PART VI, LINE 15B COMPENSATION IS ESTABLISHED FOR THE CEO AND TREASURER BY THE BOARD AFTER A THOROUGH SALARY/MARKET REVIEW BY A THIRD PARTY. THIS SALARY/MARKET REVIEW PROCESS WAS COMPLETED IN 2019 BY GRANT THORNTON. EACH YEAR THE BOARD EVALUATES THE CEO AND TREASURERS PERFORMANCE THROUGH AN ASSESSMENT PROCESS. THE BOARD USES THIS DATA TO DETERMINE COMPENSATION. THE SENIOR STAFF HAS A COMPREHENSIVE PERFORMANCE EVALUATION AND COMPENSATION REVIEW DONE AT THE END OF EACH CALENDAR YEAR. SALARY IS BENCHMARKED REGULARLY VIS-A-VIS OTHER SIMILAR ORGANIZATIONS USING FORM 990 DATA. DOCUMENTATION OF THE COMPENSATION REVIEW IS CONTEMPORANEOUSLY DOCUMENTED IN THE HUMAN RESOURCES FILES. |
| GOVERNING DOCUMENTS AVAILABLE TO PUBLIC | FORM 990, PART VI, LINE 19 THE FOLLOWING DOCUMENTS ARE POSTED ON THE ORGANIZATION'S WEBSITE AND AVAILABLE UPON REQUEST: ARTICLES OF INCORPORATION, BYLAWS, CONFLICT OF INTEREST POLICY, AND AUDITED FINANCIAL STATEMENTS. |
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