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 strategic growth and finance, senior vice president of strategic growth and finance, chief strategic growth and finance officer, 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 an actual or potential conflict of interest as described in the policy, the organization follows its written policy and procedures that requires the interested person to disclose to the board the relevant facts concerning the situation that may present a conflict of interest. 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 of the board is responsible for overseeing collection of the annual statements completed by the board member. The organization's human resources department is responsible for the collection, monitoring and compliance of the annual statements completed by the organization's officers, key employees, and staff. The audit committee is responsible for monitoring and compliance with the conflict of interest policy. The actions taken during the board and committee meetings are recorded in the corporation's minutes.”

“The executive committee of the board of directors reviews and approves the compensation of the ceo and executive team members. 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. Tntp engages a compensation consulting firm to conduct a comprehensive equity analysis. The market and equity 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 december 2022.”

“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 $84,717 (including benefits) for services rendered as the vice president prior to becoming a board member (july 2021).”

“During fiscal year 2022, 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. Expanding access to opportunity: since 2020, the beginning of tntp's 5-year strategic plan, tntp has met the demands of the moment for the students and communities we serve. We have worked in 11,027 districts, supporting 33,162,328 students. We have expanded our footprint across the country, building new relationships and working in 43 states. Our work has also provided us opportunities to support a diverse set of schools and communities at all levels, from the hyper local work in communities to larger national programs and campaigns. In schools and systems where we work directly, students - particularly systemically and historically marginalized students - have increased access to the four resources, diverse educators, and student-level outcomes. Across the first three years of our strategic plan, we have improved students' experiences in the places where we work, ultimately ensuring that 2,044,807 students have increased access to grade-appropriate assignments, 3,233,359 students have increased access to strong instruction, 1,753,899 students have increased access to adults with high expectations, and 80,400 students have increased access to diverse educators. Additionally, 480,900 students have improved their outcomes significantly, as measured by state assessment score improvements or improved student perceptions. We can also affirm that the students we're serving are the students we intended to serve. Across these measures, at least 74% of the students with improved experiences and outcomes are students of color and at least 56% are students experiencing poverty. 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. Externally, tntp has prioritized building relationships in all its work, not just in standalone community engagement contracts. We have a commitment to ensure that more than half of our projects set goals supporting our district and charter management organization (cmo) partners to authentically engage with community and caregiver stakeholders. 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. Inspiring a national agenda: as part of the fy20-25 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. 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. Tntp also advocates for national change at the policy level, supporting the development of 7 potential policies at various stages of adoption and implementation with a projected student reach of 616,630 students by 2024.”

“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.”