Tntp Inc.

“Tntp's form 990 is prepared by the organization's controller and reviewed internally by the chief financial officer. The draft form 990 is then reviewed externally by an independent paid tax preparer. Any revisions are presented to the organization, and once revised, the final draft form 990 is reviewed and approved by the organization's audit committee. Once approved by the audit committee, copies of the completed form 990 are provided to each voting member of the governing board prior to submission and filing with the internal revenue service.”

“Tntp asks its directors, officers, committee members and key employees to review and sign a conflict of interest policy on an annual basis. Tntp's finance and legal departments follow up to resolve any disclosed conflicts. If a conflict is identified, the interested individual may not vote on the related manager.”

“The executive committee of the board of directors reviews and approves the compensation of all officers. For all positions, tntp's talent and culture team performs regular market analysis using comparability data from industry surveys, documented compensation of persons holding similar positions in similar organizations, and/or independent compensation studies. The market analysis is shared with the executive committee of the board, and is considered inthe recommnedation of compensation changes for the organization's officers. A compensation review was conducted in fiscal year 2018.”

“Tntp makes its form 990 available for public inspection as required under section 6104 of the internal revenue code by posting it on its website. The form 990 is also available on www.guidestar.org. In addition, the form 990, audited financial statements and conflict of interest policies are available upon written request to 500 7th avenue, new york, ny 10018 or by calling the organization directly at 718-233-2800.”

“Loss on disposal of fixed assets -65,810.”

“Fy 18 highlights: during fiscal year 2018, tntp continued working toward the goals in our fy18-19 strategic plan: expanding access to teacher and school leader talent, deepening our expertise in academics, and building supportive environments for lasting educational change. Through our work across 236 engagements across the country-reaching more than 100,000 teachers and more than 2.5 million students-we have already exceeded most of our two-year goals across these priorities in a single year. And we continued to make progress toward our bold goal of significantly improving outcomes for 100,000 students by 2020. To date, we have evidence that 37,000 students are making greater than expected growth in our partner sites as a result of our work across fiscal years 2016-18. This year, we also published our latest major research study, the opportunity myth. Rooted in the day-to-day experiences of 4,000 students across five school systems, the report found that too many students-especially low-income students and students of color-lack access to four critical resources that they need to meet their life goals: grade-appropriate assignments, strong instruction, deep engagement, and high expectations. The report reached nearly 30,000 people in its first month-almost twice as many as our previous national report-and inspired more than 3,000 people (including more than 40 prominent education leaders and organizations) to pledge action to give students better school experiences. Expanding access to talent in fiscal year 2018, we continued our focus on recruiting and training effective, diverse teachers and school leaders. Our talent engagements reached more than 136,000 students across 35 school systems. More than 80 percent of the teachers trained through our teaching fellows programs met our rigorous bar for classroom effectiveness, and almost half identify as people of color. Additionally, 68 percent of teachers in our supporting effective educator development (seed) training partnerships with school districts identify as people of color. Two-thirds of the aspiring principals in our plus program were rated "principal ready" at the end of their first year, and 55 percent identify as people of color. To increase the retention of teachers of color, our teacher and leader programs are building an inclusive experience for training participants by hiring diverse summer and school-year coaching staff, creating participant affinity groups, and supporting certification test preparation. Deepening academic expertise we reached approximately 360,000 students across 26 sites through our academics engagements this year. We worked with nine school systems to advise them on the selection and implementation of high-quality standards-aligned materials, and focused on improving the instruction that accompanies rigorous academic content in 20 sites. We also piloted our english language learner (ell) support services in three sites. This work led to promising early results. Of the sites we worked with that hadn't yet selected high-quality academic materials, 86 percent (6 out of 7) went on to adopt and use standards-aligned instructional materials. And where we have supported curriculum adoption, we saw quick improvements in the quality of materials students have access to every day. Where we have supported teachers for two or more years, we are seeing improvements in the quality of instruction: more than 50 percent of classrooms saw meaningful growth in the questions and tasks teachers pose to students. Building supportive environments since developing our community engagement services in 2016, we have provided advisory support to more than 20 school systems, conducted a pilot project to develop a national model for identifying grassroots community partners for efforts to strengthen schools, and developed partnership agreements 20 local and national organizations. We have also continued to support the implementation of turnaround and academic practices t”