Robert a Toigo Foundation

“The governing board of directors has delegated the review of the annual tax filing (form 990) to the audit committee of the board prior to presentation to the full board. The following are the specific processes the organization uses to review form 990. This document is prepared by an independent cpa firm. 1. The initial review of form 990 is performed by the foundation's independent bookkeeper for accuracy. 2. The second review is performed by the president. 3. The third review is completed by the audit committee. 4. Once the draft is approved by the audit committee and governing board, the cpa is instructed to prepare a final copy of the final return, including all schedules. 5. The form 990 is presented to the governing board prior to filing.”

“The foundation has a conflict of interest policy, which outlines the process to communicate, evaluate and address any known or perceived conflict of interest in the spirit of full disclosure on any matters that may appear in question. The execution of this policy is the responsibility of the nominating and board governance committee and executive committee. The individual who evaluates and communicates this information to the full governing board is the chair of nominating and board governance committee. Board members and officers are expected to use good judgment, to adhere to high ethical standards, and to conduct themselves in such a manner as to avoid any potential or actual conflict between the board member's or officer's personal interests and the interests of the robert toigo foundation. A conflict of interest exists when the board member's or officer's loyalties or actions are divided between the foundation's interests and the board member's or officer's financial interests. Both the fact and the appearance of a conflict of interest should be avoided. A board member or officer who is unsure as to whether a certain transaction, activity, or relationship constitutes a conflict of interest should discuss it with the chair of the board or the president for clarification. In keeping with toigo's best practices in compliance with sarbanes-oxley requirements, all governing board members are required to revisit the conflict of interest policy on an annual basis and sign an acknowledgment form that attests or represents that members will remain in full compliance with the policy.”

“Executive compensation the responsibility for determining the compensation or adjustments to ceo compensation is the work of the executive committee whose membership consists of founder, board chair, and representative chairs of the standing committees. The individuals in these roles bring management, finance, human resources and non-profit background into the discussion around annual job performance against organizational goals and comparable salaries and ranges based on scope of responsibilities and work performed. Should there be a requirement for compensation data or benefits analysis, independent compensation consultants are brought in to advise the executive committee in making their decisions. This committee rotates on a periodic basis as part of the normal board service rotation, which ensures continued objectivity and relevant perspective to this important governance duty. Other key employees the board of directors has delegated the responsibility for the evaluation and determination of salary for these positions to the president/ceo. The president will, however, review staff performance with the executive committee and will discuss plans for any adjustments, if warranted, in advance. Salary adjustments and bonuses are not guaranteed on an annual basis and, therefore, performance of the nonprofit and the individual's performance are assessed to determine if any merit adjustment is warranted. Salaries for these positions are evaluated against marketplace information, feedback from internal and external clients, revenue generated from this activity and overall performance, in addition to skills, contributions, and longevity with the organization.”

“Annual financial information is posted for public view on the foundation's website, along with the annual report and other select compliance policies. The foundation upholds the highest degrees of transparency and will happily provide any additional public information, upon request.”

“The foundation's highly successful industry education and recruitment event drew the attention of more than 150 young professionals planning to enter business school; providing introduction to firms, academics, our alumni on topics of career interest and leadership development. The program included the selection of 49 individuals awarded the toigo fellowship for fall 2013. Bringing this broad group of aspiring leaders together for a centralized training is a cornerstone to developing brand awareness and relationship with the toigo foundation and an effective method for the assessment of skills and potential for the fellowship. Equally important are the ongoing skill development tools made available to our current fellows presented by our annual national training meeting that offers a curriculum based on the students' needs and can include (but not limited to) technical skill workshops, interview skills prep, case studies, and introduction to industry experts. The foundation mentoring program which has been recognized for many years for multi-dimensional platform, comes to life through the careful selection of professionals on a national basis and the workshop held to launch the program each year as well as the active administration of this important critical element of the fellowship. Lastly an essential channel for communicating with this national cohort and providing a dynamic community for access and support, the foundation enhanced its online community, providing a mobile utility for access, and with dashboard features.”

“The foundation sponsored the attendance of its fellows--current and past--to several events hosted by prominent supporters and business associations enhancing knowledge and access to top financial institutions and leaders. Other costs associated with career management services include the allocation of human resources to this effort both for delivery of services and strategic program evaluation.”

“Maintaining focus on key initiatives which advance the foundation's mission among various sectors of the finance industry, the foundation's financial investment in the design and administration of post graduate fellowships was a key driver in 2013. The women's initiative, groundbreakers leadership summit, also demonstrates the foundation's adept skill at program design and delivery; hosting 300+ for this day-long program and drawing high caliber speakers and media attention. The foundation's introduction of industry insights, held as regional events, provided its alumni with a platform for exchange with prominent leaders on timely topics specific to investments. The foundation concluded the year with opening the application for its bridge to business program which supports the entrepreneurial aspirations of its alumni in finance-related companies.”

“Operation services, service fees: program service expenses 76,338. Management and general expenses 30,879. Fundraising expenses 17,154. Total expenses 124,371. Tax/audit fees: program service expenses 0. Management and general expenses 29,347. Fundraising expenses 0. Total expenses 29,347. Program & event service fees: program service expenses 774,449. Management and general expenses 0. Fundraising expenses 0. Total expenses 774,449.”

“The process has not changed from prior year.”