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 accountant 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 which starts with the board chair and founder. The committee's membership consist of the founder, board chair, and representatives who bring management, finance, human resources and non-profit background into the discussion around annual job performance against organizational goals and to assess work performed against similar roles and salary ranges based on scope of responsibilities. 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 allows for continued objectivity and relevant perspective to this important governance duty. There is also active engagement with the ceo on performance of the non-profit and strategies, more frequent than annual reviews. 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 designated member of the executive committee and will discuss plans for any adjustments, if warranted, in advance. Salary adjustments and recognition awards 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 and revenue generated from their area of responsibility, in addition to the internal compensation structure of 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 accountability and transparency and will provide any additional public information, upon request.”

“For nearly 30 years, the robert toigo foundation has addressed the lack of sufficient diverse financial leadership within business by identifying for its fellowship top talent at the mba level, providing professional development support and programming through the cycles of academic life and career. The foundation's mission has been anchored by commitment to demonstrate the merits of diversity and inclusion through the excellence and contributions of next generation professionals who are disproportionately under-represented in the workforce, specifically in roles which have impact on the management and movement of capital - a key marker of success. The foundation dispels the notion that high caliber talent poised for success does not exist with the academic stature, skills, and ability to participate in the work teams of the world's most prominent institutions. We align our programming to meet the needs of this population as they mature and succeed in their financial careers. The evidence of how this socially-conscious population has stimulated job creation, enriched communities where they work and live is seen year over year as participants of the toigo program (current and past) are being recognized for their contributions and leadership success across finance and other industries. The impact and brand of toigo displays a high standard of excellence and a dynamic model for financial leadership. Toigo is differentiated from other nonprofits addressing diversity and inclusion by its dedicated service to the field of finance across all sectors and, since inception, its early leadership in the introduction of its professional development curricula apex (advancing professional excellence) to complement the mba curriculum, and anchoring lifelong engagement among its participants. Toigo also self-funds merit awards and leadership development offerings which have not touched more than 1500 individuals selected for the fellowship as well as making financial investments in the continuing education needs of its post graduate population. The foundation's strategic planning has led to programming that covers the arc of one's career beginning at the pre-mba level and extending to senior level leadership, including board governance. Toigo activities remain aligned to the interests of its industry partners through timely, relevant dialogue, programming. And services that balance the needs of all stakeholders. The foundation assumes the responsibility of remaining engaged with its post-graduate population and industry partners to promote career advancement at all leadership levels including business ownership and board diversity. Toigo also presents thought leadership to the industry - sharing best practices and tools serving as conversation starters on issues and topics of critical importance to inclusivity and responsible corporate citizenship. Toigo measures its success and impact in part by the skillful selection of a targeted group of high potential individuals, their career success and their continued engagement and gives back to the organization and their community. Attention is given to the key leadership milestones achieved by these individuals as they advance in their careers. For most, without the non-profit's support and life-long counsel, and programming, their remarkable professional journeys would not be possible. Our learning platform incorporates skill development workshops, networking and career access events, professional coaching and guidance, speaker series, and large-scale industry gatherings all aimed at expanding the knowledge and skillset of our talent and their competitiveness in the marketplace for careers in finance. The foundation's programming presents a dynamic stage for the nonprofit to deliver its mission-driven work and its aim to make a meaningful impact on generation after generation of diverse young leaders as they contribute their skills and ambition to the global world of finance. These talented profess”

“The process has not changed from prior year.”