2011-08-12T08:47:45-05:00 2010-09-30 RSM McGLADREY INC 8000 TOWERS CRESCENT DR STE 500 VIENNA VA 221826205 990 2009-10-01 133129302 NATIONAL CRIME PREVENTION COUNCIL NATI 2024666272 2001 Jefferson Davis Hwy No 901 ARLINGTON VA 22202 Ann Harkins 2024666272 2011-08-11 1 7033366400 2009 2016-02-24 21:20:13Z Ann M Harkins 2001 Jefferson Davis Hwy No 901 ARLINGTON VA 22202 4339521 0 X WWW.NCPC.ORG X 1987 DC to help people keep themselves, their families, and their communities safe from crime. 23 22 33 12 0 0 3862431 2886724 188650 50564 11379 124460 219743 213149 4282203 3274897 101081 77500 0 2383996 1413037 0 230364 2222327 2057078 4707404 3547615 -425201 -272718 2717029 1237068 1748312 534980 968717 702088 To be the nation's leader in helping people to keep themselves, their families, and their communities safe from crime. NCPC's strategy is centered on four goals: protect children and youth; partner with government and law enforcement to prevent crime; promote crime prevention and personal safety basics; and respond to emerging crime trends. NCPC offers training, technical assistance, and a national focus for crime prevention, and acts as a secretariat for the crime prevention collation of America - more than 400 national, federal, state, and local organizations representing thousands of constituents who are committed to preventing crime. It also operates demonstration programs and takes a leadership role in comprehensive community crime prevention strategies and youth crime prevention. NCPC manages the nationally recognized MCGruff "take a bite out of crime" public service advertising campaign. NCPC participates in the combined federal campaign. 0 0 2496797 77500 15976 Other Crime Prevention Programs Including Youth Victimization and Other Programs. 622078 21300 General Programs: Partner with Government and Law Enforcement to Prevent Crime: Promote Crime Prevention and Safety Through Training and Technical Assistance; Respond to Emerging Trends. 121818 project safe neighborhoods: Partner with Law Enforcement to Provide Gun and Gang Training and Technical Assistance. 18871 Providing Training and Technical Assistance to Faith-based and Community Organizations in support of the Community Building Efforts. 2317 Be Safe and Sound 55370 13288 Licensing 76558 13288 3317251 1 1 0 1 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 26 0 1 33 1 0 0 0 0 0 0 0 0 0 23 22 0 0 0 0 0 0 0 1 1 0 0 1 1 1 1 1 1 1 1 0 VA X Bernice Brosious 2024666272 2001 Jefferson Davis Hwy No 901 ARLINGTON VA 22202 Mr David A Dean Esq 1.00 X 0 0 0 Mr Robert F Diegelman 1.00 X 0 0 0 Ms Jean Adnopoz 1.00 X 0 0 0 Mr John P Box 1.00 X 0 0 0 Mr Ordway P Burden 1.00 X 0 0 0 Hon Robert A Eckels 1.00 X 0 0 0 Mr UJ Brualdi Jr 1.00 X 0 0 0 Mr Edward L Milstein 1.00 X 0 0 0 Mr Brian McCarthy 1.00 X 0 0 0 Mr John Calhoun 1.00 X 0 0 0 Mr Jim Jones 1.00 X 0 0 0 Mr Thanasis Molokotos 1.00 X 0 0 0 Mr S Murray Gaylord 1.00 X 0 0 0 Mr Wayne Gorell 1.00 X 0 0 0 Mr J Ben Miller 1.00 X 0 0 0 Mrs Frances Hesselbein 1.00 X 0 0 0 Mr Reggie Robinson 1.00 X 0 0 0 Mr Mike Snyder 1.00 X 0 0 0 Mrs Nell W Stewart 1.00 X 0 0 0 Mrs Mary Whyte 1.00 X 0 0 0 Mrs Potter Stewart 1.00 X 0 0 0 Ms Cathy Lanier 1.00 X 0 0 0 Ms Ann M Harkins 40.00 X X 144292 0 14383 Ms Debby Blazquez 40.00 X 102203 0 19076 Kirkland Hamill 40.00 X 125798 0 11314 Mr Alfonso Lenhardt 40.00 X 145414 0 35576 517707 0 80349 4 1 1 0 The Advertising Council Inc 261 Madison Ave New York NY 100162303 Public Service Advertising 119349 The Causeway Agency LLC 21 Charles St4th FL Westport CT 06880 Writing, Editing, Multi Media 115828 2 6406 2639803 240515 47482 2886724 Consultation 900099 21300 21300 project support 900099 15976 15976 publication sales 900099 13288 13288 50564 998 998 212542 212542 1188086 1064624 123462 123462 123462 Other Income 900099 607 607 607 3274897 50564 0 337609 77500 77500 198790 160362 38428 1023214 951350 71864 4915 1534 3381 116810 106019 10791 69308 63631 5677 18071 17391 680 63136 63136 50671 50671 675450 675450 340 340 309072 293574 15498 6406 5829 577 359957 327561 32396 147119 137337 9782 8875 8283 592 153703 139870 13833 14608 13293 1315 Termination Fee 150000 136500 13500 Temporary Employees 72339 65828 6511 moving expenses 21238 19327 1911 Fulfillment 3384 0 3384 other expenses 2709 2465 244 3547615 3317251 0 230364 478811 348785 700984 605624 43882 24873 62058 24634 150039 55326 1263131 94713 139946 110845 28217 27594 2717029 1237068 283699 490568 94008 9754 1370605 34658 1748312 534980 X 413050 252088 305667 200000 250000 250000 968717 702088 2717029 1237068 X 1 1 1 X 1 1 X 8678452 7429922 4930630 3862431 2886724 27788159 8678452 7429922 4930630 3862431 2886724 27788159 27788159 390952 385057 445282 236791 213540 1671622 362500 29288 1747 607 394142 29853923 1690446 0.93080 0.92100 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 81781 81781 3473939 3555720 327786 81947 0 0 568604 452379 415370 327786 1764139 2646209 113760 79637 78219 81781 353397 142151 113095 103843 81947 441036 661554 55386 3865 51521 94653 51461 43192 94713 deferred lease liability 34658 34658 3274897 3547615 -272718 6089 6089 -266629 3289091 6089 8105 14194 3274897 0 3274897 3555720 8105 8105 3547615 0 3547615 Part X: Description of Uncertain Tax Positions Under FIN 48: On October 1, 2009, the Council adopted the accounting standard for uncertainty in income taxes, which addresses the determination of whether tax benefits claimed or expected to be claimed on a tax return should be recorded in the financial statements. Under this guidance, the Council may recognize the tax benefit from an uncertain tax position only if it is more likely than not that the tax position will be sustained on examination by taxing authorities, based on the technical merits of the position. The tax benefits recognized in the financial statements from such a position are measured based on the largest benefit that has a greater than 50% likelihood of being realized upon ultimate settlement. The guidance on accounting for uncertainty in income taxes also addresses de-recognition, classification, interest and penalties on income taxes, and accounting in interim periods. Management evaluated the Council's tax positions and concluded that the Council had taken no uncertain tax positions that require adjustment to the financial statements to comply with the provisions of this guidance. Generally, the Council is no longer subject to income tax examinations by the U.S. federal, state or local tax authorities for years before 2007. 1 National Center for Victims of Crime 2000 M Street NW Suite 480 Washington DC 20036 300022798 501(C)(3) 77500 Program Support 1 0 Procedure for Monitoring Grants in the U.S.: Part I, Line 2: Schedule I, Part I, Line 2: The NCPC grant manager shall access the ability to monitor the performance of a subrecipient prior to award by first: 1.Identifying critical tasks to be performed by a subrecipient. 2.Developing measurable performance indicators to use in accessing whether a subrecipient's performance is achieving the desired results. 3.Defining remedial actions that shall be taken against a subrecipient not meeting or exceeding the desired results. The NCPC grant manager shall communicate the following in writing to the potential subrecipient at the time of application: 1.Federal award information and the provisions of the grant, including activities allowed and unallowed. 2.Federal laws, regulations, and requirements applicable to the grant. 3.Performance activities including tasks deemed to be most critical and subject to measurement. 4. Specific measures by which the subrecipient's performance shall be evaluated. 5.Methods necessary to capture, document and report measurements, including frequency, to NCPC. 6.NCPC actions should subrecipient not meet or exceed performance measures. The NCPC grant manager shall also request in writing at the time of application: 7.Copy of Certification of suspension or debarment if applicable. 8.Copy of organization's liability insurance. 9.Name(s), address, telephone, cell and fax number of subrecipient staff contact person(s) Prior to Award - Assessment of Applicant Organization: The NCPC Chief Financial Office's (CFO) will assist the NCPC grant manager in assessing each applicant organization's financial viability and internal controls prior to award. This assessment shall be based on each applicant organization's response to series of questions to be included as part of the applicant's submission requirements. The NCPC grant manager shall upon receipt provide the applicant's response and documents to the NCPC CFO. The CFO shall rank each applicant's financial viability and organizational strengths based on a review and analysis of the information and data provided. The ranking of each applicant shall be submitted to the NCPC grant manager within 5 business days of receipt of the applicant's response and documents. The CFO's ranking shall be documented at a minimum by specifying financial strengths/weaknesses based on the results of calculated financial statement ratios and specifying organizational strengths/weaknesses based on the results of audits (e.g., unqualified or clean audit reports vs. auditor disclaiming an opinion or unable to perform an audit, capability of its financial system to record and classify grant income and expenditures, and prior OMB A-133 or other financial audits with no findings, and appropriate knowledge and capabilities of the financial staff. Post Award - Assessment of the Program or Project: The NCPC grant manager shall, at minimum, perform a quarterly review of the subrecipient's reported performance measures as identified in pre-award. The NCPC shall inform the subrecipient in writing within 5 business days whether its performance is satisfactory or, if unsatisfactory, what remedial action shall be taken. The NCPC grant manager my waive any action should the subrecipient provide a reasonable explanation of why desired results were not achieved and what is being done to ensure future measurements are met. Post Award - Assessment of Applicant Organization: The CFO shall request the subrecipient to submit a copy of its current fiscal year budget within 90 days of award. The CFO shall also request annual financial statements (balance sheet and income statement) and audit report within 90 days of the end of its fiscal year. The CFO and grants manager or their designee shall conduct a site visit of the subrecipient's physical office location at a minimum annually (for new subrecipients within 90 days of award). The purpose of the site visit is to meet with financial and program staff and to observe the organizations business operations, sample test financial transactions, and determine adherence to grant provisions and to program and financial policies and procedures. The CFO and grants manager shall request that modification and/or updates to previously submitted documents such as procedures be provided to NCPC upon issuance. The results of the visit shall be documented and maintained by the NCPC grants manager and a copy shall be maintained by the CFO. The CFO shall ensure that subrecipients meeting the single or program audit requirements of OMB Circular 133, provide audit reports to NCPC timely. The CFO shall submit a request for the report in writing. X X 0 0 0 0 0 0 0 0 0 Ms Ann M Harkins 144292 0 0 0 0 0 13478 0 2575 0 160345 0 0 0 Mr Alfonso Lenhardt 145414 0 0 0 0 0 34800 0 1475 0 181689 0 0 0 X 1 47482 FMV 0 1 0 Form 990, Part VI, Section B, line 11 the company has an audit committee who reviews the tax return. During the meeting the audit committee makes a notation in the minutes of the meeting that the tax return was reviewed by the members of the committee. Form 990, Part VI, Section B, line 12c 1. Duty to Disclose In connection with any actual or possible conflict of interest, a member of the Board of Directors must disclose the existence of the financial interest and be given the opportunity to disclose all material facts to the directors, members of committees with Board delegated powers considering the proposed transaction or arrangement. In connection with any actual or possible conflict of interest, employees must disclose the existence of the financial interest to their Managing Directors who shall consult with the COO about the matter. The COO shall resolve the matter or consult with the Board of Directors as appropriate. 2. Determining Whether a Conflict of Interest Exists After disclosure of the financial interest and all material facts, and after any discussion with the interested person, he/she shall leave the Board or committee meeting while the determination of a conflict of interest is discussed and voted upon. The remaining Board or committee members shall decide if a conflict of interest exists. 3. Procedures for Addressing the Conflict of Interest a. An interested person may make a presentation at the Board or committee meeting, but after the presentation, he/she shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. b. The chairperson of the Board or committee shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. c. After exercising due diligence, the Board or committee shall determine whether NCPC can obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a conflict of interest. d. If a more advantageous transaction or arrangement is not reasonably possible under circumstances not producing a conflict of interest, the Board or committee shall determine by a majority vote of the disinterested directors whether the transaction or arrangement is in NCPC's best interest, for its own benefit, and whether it is fair and reasonable. In conformity with the above determination it shall make its decision as to whether to enter into the transaction or arrangement. 4. Violations of the Conflicts of Interest Policy a. If the Board or committee has reasonable cause to believe a member has failed to disclose actual or possible conflicts of interest, it shall inform the member of the basis for such belief and afford the member an opportunity to explain the alleged failure to disclose. b. If, after hearing the member's response and after making further investigation as warranted by the circumstances, the Board or committee determines the member has failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action. Form 990, Part VI, Section B, line 15 The process for compensation for the CEO is determined by the board of directors. They decide the compensation based on what CEO's make at non profits in the Washington DC area. Form 990, Part VI, Section C, line 19 upon request. form 990, part XI, line 2c the process for overseeing the audit of the financial statements and selection of an independent accountant that audited the financial statements has been consistent with prior years.