Tntp Inc.

“The form 990 is prepared by an outside accounting firm with input from and in consultation with the organization's controller, vice president of finance, executive vice president of central operations and the general counsel. Once approved by the organization, the form 990 is presented to the organization's board of director's audit committee for review and approval. Upon approval by the board's audit committee, the completed form 990 is provided to each voting member of the board prior to filing with the internal revenue service.”

“The organization has a conflict of interest policy applicable to directors, officers, committee members, and key employees. When there is a transaction or arrangement that may present a financial interest or a conflict of interest, an interested person must disclose the existence of the interest and all material facts to the directors who will consider the proposed transaction or arrangement. If the board of directors delegates the determination of the conflict of interest to a committee, the committee members on that committee will evaluate the existence of any conflict of interest. After the interested person discloses the potential interest to the directors or committee members, and answers any relevant questions in connection with the interest, the interested person must leave the meeting. The remaining directors or committee members must then decide if a conflict of interest exists. The interested person is prohibited from influencing deliberations or votes on the transaction or arrangement involving the possible conflict of interest. The minutes of the board and all committees with board delegated powers must contain: (1) the names of the persons who disclosed or otherwise were found to have an interest in connection with a proposed or existing transaction or arrangement; (2) the nature of the interest; (3) any action taken to determine whether a conflict of interest was present; and (4) the board's or committee's decision as to whether a conflict of interest in fact existed. Each director, officer, committee member and key employee must annually electronically sign a statement which affirms such person (1) has received a copy of the conflict of interest policy; (2) has read and understands the conflict of interest policy; (3) has agreed to comply with the conflict of interest policy; and (4) understands that tntp is a charitable organization and that in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt purposes. The audit committee is responsible for overseeing collection of the annual statements as well as compliance with the conflict of interest policy.”

“The executive committee of the board of directors reviews and approves the compensation of the ceo and all other officers. For all positions, tntp's people operations 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. In 2021, tntp engaged a compensation consulting firm to conduct a regression analysis to validate the consistency of tntp's compensation model and practices and ensure no evidence of bias in compensation related to protected class (race, ethnicity, gender, etc). The market and equity analyses are shared with the executive committee of the board, and are considered in the recommendation of compensation changes for the organization's officers and staff. In addition to these processes, the executive committee of the board of directors for tntp approves all executive team member compensation increases each year during the merit compensation cycle. Tntp offers annual merit increases to recognize strong job performance and support salary growth over time. Tntp's merit increase is a performance-based salary increase. A staff member's individual merit increase is based on their end-of-year performance rating and salary relative to market median. Merit based salary adjustments were last provided in 2021.”

“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 guidestar.org and similar websites. In addition, the form 990, audited financial statements and conflict of interest policy are available upon written request to 500 7th avenue, new york, ny 10018 or by calling the organization directly at 718-233-2800.”

“Board director kenya adjekum-bradshaw was compensated $229,350 (including benefits) for services rendered as the vice president prior to becoming a board member.”

“During 2021, tntp acted as a fiscal sponsor and custodian for funds for two organizations. Both organizations have missions aligned with tntp's charitable mission in that both organizations seek to further the effectiveness of education organizations that serve marginalized students.”

“During fiscal year 2021, tntp continued working toward the goals in its five-year strategic plan: helping educators, schools, and school systems expand access to opportunity; authentically partnering with communities; and inspiring a national agenda. Tntp continued to work toward these goals during the covid-19 pandemic. Expanding access to opportunity: in fy'21 alone, tntp surpassed its goals in this strategic priority and made significant progress toward creating better student experiences. This year, tntp has worked with more than 450 school systems in 42 states, washington, d.c. And puerto rico, reaching over 26 million students. Because of tntp's work and partnership with school systems, almost 240,000 students have increased access to strong instruction, which exceeded the fy'21 goal of 100,000 students. Tntp has exceeded many of its other goals as well. For instance, in fy'21, tntp aimed to have 7,500 students with demonstrably improved access to teachers or leaders with high expectations and exceeded this goal by reaching 40,000 students. The organization also met its goal of ensuring 45,000 students have access to a teacher or school leader of color. Tntp continued to adapt our services due to the ongoing covid-19 pandemic. The organization created new innovations like its covid-19 support survey from the insight team, and it partnered with the council of chief state school officers to codify guidance for school chiefs on how to approach community engagement during the pandemic. The programs team adapted training models, making them completely virtual, and have recruited more new teachers than in the prior year. Authentically partnering with communities: tntp continued to dig into internal changes that will set it up for external impact. The organization spent time getting to know its people and the experience they wanted at tntp, and created a vision for a staff experience where employees feel valued and cared for, have opportunities to grow and develop, and find joy in their day-to-day work. Tntp also launched a new management model to create more consistent experiences for all staff, and to provide a space where you can learn with peers and ask the tough questions. All staff set personal goals around diversity, equity, and inclusion to increase accountability throughout the year. Externally, tntp has prioritized building relationships in all its work, not just in standalone community engagement contracts. Nearly 30 percent of all impact and groundwork contracts had high-quality community engagement goals. Tntp has also taken on ambitious goals to reflect the communities with whom it works, including developing and making progress toward increasing latinx representation across the organization. Tntp also launched a new spanish translation council to review and define how it can effectively communicate its tools and resources in spanish as districts continue to ask for support in this area. Inspiring a national agenda: as part of the fy'20-25 strategic plan, tntp set a goal to tell 2,300 stories by 2030 to highlight bright spots, moments of hope, and stories of learning. For example, the organization told important stories not only about why our nation needs a more diverse teacher workforce but also what's possible when we do have one. In total, tntp told nearly 400 stories in fy'21 and secured more than 1,500,000 commitments to the opportunity myth in fy'21. Tntp published research on the role of the state in influencing its teacher workforce, making clear recommendations of cost-neutral policy changes, including examples of states that have implemented them, and featuring stories from practitioners showing why they matter. The organization saw over 1,000 state leaders and advocates download our recommendations more than double what was expected. As the nation continued to face the covid-19 pandemic, tntp created and shared more than 50 resources in its covid-19 toolkit with school and system leaders. Tntp also rele”

“The organization has a committee that assumes responsibility for oversight of the audit of its financial statements and selection of an independent accountant. The process has not changed from the prior year.”