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 | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | ||||||
| 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. | ||||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (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. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | 296,239 | 123,119 | 339,127 | 147,634 | 100,959 | 1,007,078 |
| 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 | 550,593 | 568,701 | 611,076 | 606,964 | 549,034 | 2,886,368 |
| 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 | 846,832 | 691,820 | 950,203 | 754,598 | 649,993 | 3,893,446 |
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | 250,110 | 231,072 | 248,922 | 257,092 | 260,507 | 1,247,703 |
| 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. | 93,912 | 29,538 | 42,774 | 40,909 | 207,133 | |
| c | Add lines 7a and 7b.. | 250,110 | 324,984 | 278,460 | 299,866 | 301,416 | 1,454,836 |
| 8 | Public support. (Subtract line 7c from line 6.) | 2,438,610 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | 846,832 | 691,820 | 950,203 | 754,598 | 649,993 | 3,893,446 |
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | 22 | 602 | -217 | 41 | 112 | 560 |
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | 22 | 602 | -217 | 41 | 112 | 560 |
| 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.).. | 846,854 | 692,422 | 949,986 | 754,639 | 650,105 | 3,894,006 |
| 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 0.015 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 0.035 | 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 | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2020 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2020 |
(iii) Distributable Amount for 2020 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2020 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 2020: | ||||
| a From 2015....... | ||||
| b From 2016....... | ||||
| c From 2017....... | ||||
| d From 2018....... | ||||
| e From 2019....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2020 distributable amount | ||||
|
i
Carryover from 2015 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2020 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2020 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2020, 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 2020. 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 2021. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2016..... | ||||
| b Excess from 2017..... | ||||
| c Excess from 2018..... | ||||
| d Excess from 2019..... | ||||
| e Excess from 2020..... | ||||
| 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 |
|---|---|
| FORM 990, PART III | THE ORGANIZATION'S THREE CORE STRATEGIES TO ADVANCE ITS VISION AND MISSION ARE TO: 1. CONVENE THE GLOBAL AND LOCAL DEVELOMENT COMMUNITY, WORKING AT HOME AND ABROAD, CREATING A COLLABORATIVE CULTURE THAT IS INCLUSIVE, DIVERSE, AND INNOVATIVE. 2. CONNECT ITS COMMUNITY TO SHARE EXPERTISE AND KNOWLEDGE, INCREASE ORGANIZATIONAL CAPACITY, AND PROMOTE EFFORTS AND SUCCESSES. 3. CATALYZE ITS COMMUNITY THROUGH ITS THOUGHT LEADERSHIP, PROGRAMMING, AND ADVANCING BEST PRACTICIES IN COLLABORATION. DEVELOPMENT ORGANIZATIONS FACE MANY SIMILAR CHALLENGES IN THEIR WORK TO CREATE CHANGE AROUND THE WORLD. THEY ALSO FACE SIMILAR CHALLENGES WHEN IT COMES TO OFFICE SPACE. SMALL BUDGETS, COMPETITION FOR LIMITED RESOURCES, A LACK OF CONNECTION, AND FEELING ISOLATED FROM INTERNATIONAL TEAMS ARE AMONG SOME OF THE BIGGEST CHALLENGES FOR DEVELOPMENT PROFESSIONALS, ESPECIALLY IN COLORADO. POSNER CENTER WAS CREATED WITH THE BELIEF THAT SHARING AND COLLABORATION CAN ADDRESS THESE CHALLENGES AND TRANSFORM THE WAY DEVELOPMENT WORK IS DONE. ACCOMPLISHMENTS: COLLABORATIVE WORKSPACE. SINCE 2013 THE POSNER CENTER HORSE BARN BUILDING HAS SERVED AS A PHYSICAL COLLABORATIVE WORKSPACE FOR APPROXIMATELY 60 ORGANIZATIONS THAT HELPED CREATE EFFICIENCIES AND COLLABORATION RIGHT FROM THE START. TENANTS SHARE SPACE, EACH OCCUPYING THEIR OWN FOOTPRINT IN THE BUILDING AND SHARING MEETING ROOMS OF ALL SIZES AND ACCESS TO OTHER OFFICE NECESSITIES. VIRTUAL COMMUNITY. WHILE THE HORSE BARN COLLABORATIVE WORKSPACE PROVIDES A PHYSICAL HOME FOR THE COLORADO GLOBAL AND LOCAL DEVELOPMENT COMMUNITY, THE POSNER CENTER IS MUCH BIGGER THAN THE BUILDING. THIS HAS PROVEN ESPECIALLY TRUE IN 2020 WHEN THE COVID-19 PANDEMIC FORCED ALL OF US INTO REMOTE WORKING SITUATIONS AND VIRTUAL RELATIONSHIPS. THE ORGANIZATION SUCCESSFULLY BROUGHT TOGETHER ITS GREATER VIRTUAL COMMUNITY OF GLOBAL AND LOCAL DEVELOPMENT PROFESSIONALS IN COLORADO, INCLUDING NONPROFIT ORGANIZATIONS, LARGE AND SMALL, PRIVATE ENTERPRISES, UNIVERSITY DEPARTMENTS, CONSULTANTS, SERVICE PROVIDERS, AND OTHER CONCERNED ABOUT INTERNATIONAL ISSUES. EVEN IN THE PANDEMIC, BOTH THE HORSE BARN TENANTS OF POSNER CENTER'S LARGER VIRTUAL COMMUNITY HAD ACCESS TO THE BUILDING AND THE PROGRAMMING TO SUPPORT THEIR WORK. DECOLONIZING DEVELOPMENT. IN 2020 THE ORGANIZATION BEGAN A NEW AND AMBITIOUS COMMITMENT TO JUSTICE, EQUITY, DIVERSITY, AND INCLUSION (JEDI) ISSUES, BOTH INTERNALLY AND EXTERNALLY. THE ORGANIZATION REVIEWED ITS POLICIES, PRACTICES, AND PROGRAMMING THROUGH THIS NEW JEDI LENS AND SET A PATH FOR IMPROVING ITS PERFORMANCE IN THESE AREAS. IT ALSO COMMITTED TO LONG-TERM PROGRAMMING ON THE ISSUE OF DECOLONIZING DEVELOPMENT. THIS IS AN AREA OF WORK WITH POSNER CENTER'S COMMUNITY AND STAKEHOLDERS TO DECONSTRUCT COLONIAL IDEOLOGIES OF WESTERN THOUGHT AND APPROACHES' SUPERIORITY AND PRIVILEGE. ON THE ONE HAND, DECOLONIZATION INVOLVES DISMANTLING STRUCTURES THAT PERPETUATE THE STATUS QUO AND ADDRESSING UNBALANCED POWER DYNAMICS. ON THE OTHER HAND, DECOLONIZATION INVOLVES VALUING AND REVITALIZING INDIGENOUS KNOWLEDGE AND APPROACHES AND WEEDING OUT SETTLER BIASES OR ASSUMPTIONS THAT HAVE IMPACTED INDIGENOUS WAYS OF BEING. (B.C. CAMPUS, "DECOLONIZATION AND INDIGENIZATION" 2018) ORGANIZATIONAL AND PROFESSIONAL DEVELOPMENT. THE POSNER CENTER LEADS HIGH- QUALITY PROGRAMS THAT STRENGTHEN ITS COMMUNITY TO AMPLIFY THEIR IMPACT AROUND THE GLOBE. THE ORGANIZATION'S PROGRAMMING AND GRANT-MAKING EMPHASIZE THE CREATION OF COMMUNITY, STRATEGIC CONNECTIONS, LEARNING AND SHARING ACROSS THE COMMUNITY, AND ADOPTION OF EVIDENCE-BASED BEST PRACTICE. THE IMPERATIVE TO MEET THE UNITED NATION'S SUSTAINABLE DEVELOPMENT GOALS MEANS THAT THE GLOBAL AND LOCAL DEVELOPMENT COMMUNITY NEEDS TO BE LEADING HIGH- IMPACT, TRANSFORMATIVE WORK WORLDWIDE. POSNER CENTER'S INVESTMENT IN ORGANIZATIONAL AND PROFESSIONAL DEVELOPMENT IS A CRITICAL ELEMENT OF ITS EFFORT TO STRENGTHEN THE POSNER CENTER COMMUNITY'S DEVELOPMENT PRACTICE. THE ORGANIZATION PARTNERS WITH EXPERTS IN THEIR RESPECTIVE FIELDS TO CO- CREATE DEEPER OPPORTUNITIES IDENTIFIED AND SELECTED BASED ON THEIR ABILITY TO CREATE MEANINGFUL CHANGE WITHIN ORGANIZATIONS AND WITH THE COMMUNITIES IN WHICH THEY WORK. PRAXIS. BEGUN IN EARLY 2018, PRAXIS IS A COLLABORATION BETWEEN THE POSNER CENTER AND REGIS UNIVERSITY'S DEVELOPMENT PRACTICE THAT DELIVERS A SERIES OF MONITORING AND EVALUATION SHORT COURSES SO SOCIAL IMPACT PROFESSIONALS CAN STRENGTHEN THEIR EVIDENCE-BASED DEVELOPMENT IMPACT. THE ORGANIZATION HAS CONTINUED TO EXPAND THESE FIELD-EXPERT-TAUGHT COURSE OFFERINGS TO INCLUDE QUALITATIVE DATA COLLECTION, QUALITATIVE DATA ASSESSMENT, DATA VISUALIZATION, AND PROGRAM DESIGN, AND ARE NOW OFFERING A NEW PRAXIS CERTIFICATE. LEADING SUSTAINABLE CHANGE. THE POSNER CENTER HAS CONTINUED TO PARTNER WITH ALEXANDER & ASSOCIATES LLC TO DELIVER A TRAINING SERIES BASED ON THE ADAPTIVE LEADERSHIP MODEL, A FRAMEWORK THAT HELPS INDIVIDUALS AND ORGANIZATIONS ADAPT AND THRIVE IN CHALLENGING ENVIRONMENTS. THIS SERIES FOCUSES ON GAINING A DEEPER KNOWLEDGE OF SELF AND OTHERS' STYLE AND PERSONALITY TO HAVE A DEEPER UNDERSTANDING OF INDIVIDUAL AND GROUP BEHAVIORS AND LEARNING FROM FAILURE THROUGH INDIVIDUAL CASE STUDIES AND GROUP CONSULTATIONS, ALL TO AFFECT SUSTAINABLE CHANGE WITHIN ORGANIZATIONS. MENTORING AND COACHING. THE POSNER CENTER MENTORING PROGRAM CULTIVATES THE PROFESSIONAL DEVELOPMENT OF THE POSNER CENTER COMMUNITY BY FACILITATING A MENTORING PROCESS AMONG GLOBAL AND LOCAL DEVELOPMENT PROFESSIONALS AND THOSE WORKING IN RELATED SECTORS. THE MENTORING RELATIONSHIPS ARE "GIVE AND GIVE", INTENDED TO ENHANCE THE PROFESSIONAL DEVELOPMENT OF THE MENTEE AND PROVIDE OPPORTUNITIES FOR MENTORS TO ENRICH THEIR CONTRIBUTIONS TO GLOBAL AND LOCAL DEVELOPMENT AND FURTHER DEVELOP AS LEADERS. POSNER CENTER ALSO CONTINUES TO PROVIDE COACHING OPPORTUNITIES IN PARTNERSHIP WITH THE INTERNATIONAL COACHING FEDERATION - COLORADO. COMMUNITIES OF PRACTICE. TO COLLABORATIVELY STRENGTHEN THE GLOBAL AND LOCAL DEVELOPMENT LEADERSHIP SKILLS AND COMPETENCIES OF ITS COMMUNITY MEMBERS, THE POSNER CENTER FACILITATES OUTCOME-ORIENTED PROFESSIONAL DEVELOPMENT COMMUNITIES OF PRACTICE. THESE COMMUNITIES ARE ESTABLISHED AND LED BY POSNER TENANTS AND MEMBERS BASED ON THEIR CURRENT NEEDS AND INTERESTS. COMMUNITIES OF PRACTICE INCLUDE ORGANIZATIONAL LEADERSHIP, MONITORING & EVALUATION, COMMUNICATIONS, FUNDRAISING, GENDER ADVOCACY. |
| FORM 990, PAGE 2, PART III, LINE 4B | THE INTERNATIONAL COLLABORATION FUND (ICF). ICF IS A GRANT PROGRAM THAT IS TRANSFORMING HOW GLOBAL DEVELOPMENT WORK IS DONE. THE POSNER CENTER FUNDS INNOVATIVE PARTNERSHIPS WITHIN OUR COMMUNITY, LEVERAGING THE POWER OF COLLABORATION FOR GREATEST IMPACT. FUNDED PROJECTS STRENGTHEN EVIDENCE- BASED BEST PRACTICE IN GLOBAL DEVELOPMENT, DEEPEN OUR UNDERSTANDING OF COLLABORATIVE PROCESSES, STRENGTHEN PROGRAMS AND ORGANIZATIONS, AND CREATE CHANGE IN COMMUNITIES WORLDWIDE. THE LEARNING AND VALUE FROM PROJECTS CAN BE APPLIED BY OTHER ORGANIZATIONS IN OUR COMMUNITY AND ACROSS SECTORS. POSNER CENTER HAS NOW FUNDED 36 PROJECTS THAT GRANTED 405,000 TO 71 TENANT, MEMBER AND PARTNER ORGANIZATIONS FOR WORK IN 21 COUNTRIES. ONE EXAMPLE OF THE INNOVATIVE WORK THE ORGANIZATION HAS SUPPORTED IS A PROJECT BETWEEN IDE AND BLOCKCHAIN TECHNOLOGY COMPANY, BEXT360, THAT HELPED SMALL HONDURAN COFFEE FARMERS MOVE UP THE COFFEE VALUE CHAIN VIA BLOCKCHAIN BY DIRECTLY LINKING FARMERS IN HONDURAS TO COFFEE ROASTERS IN THE UNITED STATES. THROUGH THIS PROJECT, WHICH CONCLUDED IN 2020, IDE AND BEXT360 WORKED TO IMPROVE SUPPLY CHAIN TRANSPARENCY THROUGH BLOCKCHAIN TECHNOLOGY TO ADDRESS MARKET FAILURES. THEIR PARTNERSHIP SERVES AS A MODEL FOR CONNECTING COFFEE PRODUCERS AND BUYERS WITH FINANCIAL AND AGRICULTURAL TECHNOLOGY SOLUTIONS AND THE PROJECT IS A CONTINUED EVOLUTION OF MARKET- BASED APPROACHES TO POVERTY REDUCTION. |
| FORM 990, PAGE 2, PART III, LINE 4C | POSNER CENTER SYMPOSIUM 2020. THE INAUGURAL POSNER CENTER SYMPOSIUM WAS HELD IN EARLY 2019, CONVENING GLOBAL DEVELOPMENT LEADERS, PRACTITIONERS, RESEARCHERS, ACADEMICS, AND SUPPORTERS TO SHARE KNOWLEDGE, EXPERIENCES, AND LESSONS LEARNED TO IMPROVE GLOBAL DEVELOPMENT WORK AND CONTRIBUTE TO THE EVIDENCE BASE OF BEST PRACTICES IN COLLABORATIVE GLOBAL DEVELOPMENT. THE SUCCESS OF THE FIRST SYMPOSIUM REFLECTED THE ENTHUSIASM AND INNOVATION OF THE POSNER CENTER COMMUNITY AND THE RIGOR OF ITS KNOWLEDGE AND EXPERTISE. FOR THE SECOND POSNER CENTER SYMPOSIUM IN FEBRUARY 2020, AN EVEN LARGER COMMUNITY OF LEADERS AND PRACTITIONERS, AND ACADEMICS WAS CONVENED. WITH ATTENDEES FROM SEATTLE, CALIFORNIA, WASHINGTON D.C., AND MEXICO MIXED WITH THE POSNER CENTER AND COLORADO COMMUNITIES, THERE WERE TWO DAYS OF COLLECTIVE ENERGY, INSIGHTFUL DIALOGUES, AND LOTS OF "BIG & BAD" IDEAS IN COLLABORATIVE GLOBAL DEVELOPMENT. |
| FORM 990, PAGE 6, PART VI, LINE 11B | THE POSNER CENTER'S BOARD OF DIRECTORS AND OFFICERS WERE INVOLVED IN THE REVIEW AND APPROVAL OF THE POSNER CENTER'S 990. |
| FORM 990, PAGE 6, PART VI, LINE 12C | THE POSNER CENTER DRAFTED AND APPROVED A CONFLICT OF INTEREST POLICY IN JANUARY 2014. UNDER THE POLICY, CONFLICTS ARE TO BE DISCLOSED IMMEDIATELY UPON DISCOVERY, AND AN ANNUAL VERIFICATION IS UNDERTAKEN EACH YEAR TO CONFIRM THAT NO DIRECTOR OR OFFICER IS AWARE OF ANY CONFLICTS. THE CONFLICT OF INTEREST POLICY WILL BE REVIEWED AND REAFFIRMED BY THE BOARD AT THE END OF EACH YEAR. |
| FORM 990, PAGE 6, PART VI, LINE 15A | COMPENSATION FOR THE EXECUTIVE DIRECTOR AND OTHER POSNER CENTER STAFF WAS REVIEWED AND APPROVED BY THE BOARD OF DIRECTORS AND TOOK INTO ACCOUNT REVIEW BY INDEPENDENT PARTIES AND COMPARISON DATA OF SALARIES FOR LIKE POSITIONS. |
| FORM 990, PAGE 6, PART VI, LINE 15B | COMPENSATION FOR THE EXECUTIVE DIRECTOR AND OTHER POSNER CENTER STAFF WAS REVIEWED AND APPROVED BY THE BOARD OF DIRECTORS AND TOOK INTO ACCOUNT REVIEW BY INDEPENDENT PARTIES AND COMPARISON DATA OF SALARIES FOR LIKE POSITIONS. |
| FORM 990, PAGE 6, PART VI, LINE 19 | THE POSNER CENTER POSTS ITS GOVERNING DOCUMENTS, FORM 1023 AND ITS 990S ON ITS WEBSITE. 990S AND OTHER FILINGS WITH THE IRS WILL ALSO BE AVAILABLE ON INDEPENDENT WEBSITES SUCH AS WWW.GUIDESTAR.ORG. |
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