2025-08-28T12:53:30-07:00 2024-09-30 990 2023-10-01 874779001 REFLECTION OF INSPIRATION REFL 7046088514 582 W Main St Sylva NC 28779 DeMakus Staton Executive Director 7046088514 2025-08-13 1 2023 2025-03-06 01:10:19Z DeMakus Staton 582 W Main St Sylva NC 28779 309599 0 X https://roinspiration.org/ X 2022 NC Charitable and Educational 4 1 3 8 0 0 171151 298435 0 11064 0 0 0 100 171151 309599 0 0 0 0 98597 171002 0 0 0 72404 127833 171001 298835 150 10764 5568 38734 5418 27820 150 10914 X Charitable and Educational 1 0 293435 2 293435 Provides education, support, and technical assistance to member Indian service providers in a manner that enables those member service providers to establish and maintain culturally appropriate services, including shelter and rape crisis services, designed to assist Indian women and the dependents of women in DV/SA. 5400 0 11064 Family Group Decision Making Program (FGDMP)is task to serve as the Evidence Based Intervention Specialist for the Family Safety Program and aid in developing and the implementation of Family Group Decision Making (FGDM) process to help reconnect family members with children who are at risk of entering kinship placement using the FGDM model. 0 0 0 298835 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 66183 20 1 3 1 0 0 0 0 0 0 0 0 X 4 1 1 1 0 0 0 0 0 1 1 0 0 1 1 1 1 0 1 1 0 0 NC X X DeMakus Staton 7046088514 582 W Main St Sylva NC 28779 DeMakus Staton President 3.00 2 X 0 0 0 Marsha Jackson Vice President 0.05 0.05 X 0 0 0 Michael Quillen Treasurer 0.85 0.85 X 0 0 0 Renissa Mclaughlin Member-at-Large 0.05 0.05 X 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 298435 0 0 298435 FGDMP 923120 11064 11064 0 0 0 0 0 0 11064 0 0 0 0 0 Donations 900099 100 100 0 0 0 0 0 0 100 309599 11164 0 0 0 0 143684 143684 16304 16304 11014 11014 4454 4454 10095 10095 24951 24951 20926 20926 30784 30784 0 15981 15981 13988 13988 2785 2785 3401 3401 Sales Tax 468 468 0 0 298835 298835 0 0 2079 23482 0 0 3489 1500 0 0 0 0 0 0 0 0 0 13752 0 0 0 0 0 0 0 5568 38734 5418 17380 10440 0 5418 27820 X 150 150 0 10764 150 10914 5568 38734 10764 0 0 0 0 0 X 1 X 0 0 0 X 171001 298535 469536 0 0 0 0 0 0 0 0 0 171001 298535 469536 0 469536 0 0 0 0 0 0 0 0 469536 11064 X Schedule A, Part II, Line 10 ROI served as a contractor for the Family Safety Program and aid in developing and the implementation of Family Group Decision Making (FGDM) process to help reconnect family members with children who are at risk of entering kinship placement using the FGDM model. RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED Form 990, Part III, Line 2 We aid our members with Family Group Decision Making Program. Form 990, Part VI, Section A, Line 2 The officers has a business relationship with one another pertaining to accounting work separate from the organization. Form 990, Part VI, Section A, Line 3 Michal Quillen officer of the board performed accounting services to the organization and was compensated in the amount of $10,095.00. Form 990, Part VI, Section B, Line 11b The Executive Director as well the accountant gathers all supporting documents supporting claims to all amounts within the form 990. Form 990, Part VI, Section B, Line 12c ROI Conflict of Interest Policy The Board of Directors shall also adopt a Conflicts of Interest Policy. Per the ROI Bylaws, Article X, Section 1, the purpose of the conflict-of-interest policy is to protect this tax-exempt organization's (Organization) interest when it is contemplating entering into a transaction or arrangement that might benefit the private interest of an Officer or Director of the Organization or might result in a possible excess benefit transaction. Therefore, all members of the Board of Directors must sign a Conflict of Interest and Confidentiality Agreement prior to serving on the Board and on a yearly basis. ROI must be aware of any conflict of interest, whether personal or financial, that a Board Member may have related to ROI business. No Board Member will be automatically disqualified from holding his/her position for any conflict, but if a conflict exists or is found even after the conflicts of interest form is completed, the Board Member must: * Fully disclose the nature of the interest in person or in writing to the Board; and * Recuse themselves from all discussions and votes that relate to the Board Member's conflict of interest. Any transaction or vote that involves the Board Member's conflict of interest shall be approved by the remaining disinterested Board Members. The minutes of meetings at which such votes are taken shall record such disclosure, and votes for approval, disapproval, and abstention. ROI Transactions with Interested Parties ROI Bylaws, Article X, Section 3, further outlines how transactions with interested parties will be handled. This includes "contract or other transaction between the Organization and one or more of its Directors, Officers or family members thereof or between the Organization and any other entity, of which one or more Directors or Officers are also Interested Parties, or in which entity an Interested Party has a financial interest." These transactions require that the Board of Directors authorize or approved the transaction before contracting and, after reasonable investigation and consideration, "determined that the Organization could not have obtained a more advantageous arrangement, with reasonable effort under the circumstances, or the transaction was in furtherance of the Organization tax-exempt purposes." Form 990, Part VI, Section B, Line 15 ROI Executive Director Performance Evaluation Process and Timeline September 2025 INTRODUCTION The Board of Directors establishes and refines the organization's strategic direction, in partnership with the Executive Director. The Board delegates authority and responsibility to the Executive Director to lead and manage the organization in a manner consistent with that strategic direction. To this end, the Board annually assess the performance of the Executive Director based on progress in working toward the organization's strategic direction and goals. The purpose of this document is to establish standardized procedural steps for performance planning and evaluation with respect to the Executive Director. PROCESS AND TIMELINE The Executive Director's performance evaluation will be accomplished through an iterative and ongoing process which includes the following key steps, combined with open communication throughout the year: 1. Performance Planning: Development of performance expectations. To commence February 2025 and be completed by no later than January 31 of each year. No later than January 31, the Executive Director will (i) review his/her position description, prior year performance evaluation, and the current organizational strategic plan, and (ii)draft and submit a proposed performance plan to the Board Chair for review and consideration. The Board will work with the Executive Director to achieve mutual understanding of expectations and to finalize the performance plan. 2. Performance Management: The ongoing process of Board/Executive Director communication on strategic goals and other aspects of performance. - Performance management activities after the establishment of the performance plan through final performance evaluation will generally consist of ongoing informal Board assessment of the Executive Director's performance, communication between the Executive Director and the Board, recommendations by the Executive Director regarding strategic direction of the organization throughout the year, and direction from the Board on strategic direction throughout the year. 3. Performance Evaluation: Formal documented process of Executive Director annual evaluation. The process begins in early November when the Executive Director completes a self-evaluation using the same form completed later by the Board. The evaluation will address areas of vision/strategy, external representation, Board relations, staff management, financial performance, and operational management. The evaluation also includes open-ended questions intended to support meaningful dialogue between the Executive Director and the Board. The Executive Director will submit his/her self-evaluation to the Board Chair at least one week prior to the November Board Meeting. The Board reviews the self-evaluation in the November Board Meeting outside the presence of the Executive Director. In early December, the Board Chair, with assistance from the Board, drafts a written evaluation of the Executive Director performance evaluation using the agreed upon form for review by the Executive Committee by no later than December 15. The Board Chair finalizes the evaluation and provides a copy to the Executive Director. Both parties sign the performance evaluation and the Executive Director and Board Secretary retain a signed copy. 4. Compensation Determinations: Board determination of Executive Director salary for the upcoming year and any performance bonus for the prior year. The Board will obtain compensation data relevant to ROI's size, geographical location, and complexity of operations at least one week prior to the November Board Meeting. Such data may be from industry-provided surveys, procured from competent consultants, or both. This data will be discussed in the November Board Meeting along with the Executive Director's self-evaluation. Based upon the final performance evaluation and compensation data provided by the Board (finalized through the process described above), the Board will determine the Executive Director's pay for the upcoming year and may approve an appropriate performance bonus for the year then-ending for superior performance. Such determinations will generally be made no later than the presentation of the Executive Director's final performance evaluation to the Executive Director in December and will generally be communicated to the Executive Director by the Board Chair when presenting the Executive Director with his/her final evaluation. Form 990, Part VI, Section C, Line 19 We have all the governing documents, conflict of interest policy and Financial Statements available upon request. We have had several new projects and events that have started and getting time to meet with our accountant has been chalanging.