Mdrc

“990 review process the form 990 review process at mdrc includes an internal review by mdrc's senior vice president/chief financial officer and president as well as external review by grant thornton. The form 990 is then reviewed by the audit committee of the board of directors. The full board is provided with a copy of the form 990 prior to its being filed with the irs. The full board discusses the form 990 post-filing at its scheduled annual meeting in december.”

“Conflict of interest policy enforcement & monitoring directors and officers are required to complete and sign an annual conflict of interest disclosure statement. The statements are reviewed by the corporate secretary and the president for actual or possible conflicts of interest. If any is disclosed, or inferred, these actual or possible conflicts of interest are brought to the attention of the chairman of the board. In response, the chairman might convene a group of disinterested directors to discuss and address the conflict. All employees, including officers who are also staff members and key employees, are required to read and sign a code of ethics, which includes information about conflicts of interest. Annually, each employee must sign a statement disclosing the presence or absence of conflicts of interest on behalf of the employee and family members. Failure to do so can result in disciplinary action up to and including termination. These statements are reviewed by the human resources department and, as appropriate, by counsel for determination regarding action that should follow the reporting of an actual or potential conflict of interest. In addition to the required annual report, all employees are instructed by the code of ethics that they have a responsibility to report a violation of the code. Employees can report any such violation to mdrc supervisory personnel, the human resources department, or to an independent organization, lighthouse services, which hosts an online site and toll-free number which employees can use to make complaints anonymously or in identifiable form.”

“Process for determining compensation the finance and compensation committee ("the committee") of mdrc's board of directors establishes each year the compensation and bonus payments, if any, for the top paid and next top paid officer of the organization based on survey information provided to them from both internal and external sources. The individuals at the end of 2022 are dr. Knox and mr. Amadeo. Each year mdrc's human resources function conducts a review of the form 990 and other documents of research organizations that perform similar research as mdrc, to ascertain their pay structures for the top and second top paid officers, which is typically the ceo or president and the coo/cfo. Included in this survey is the base salary and bonus payments made to the top and second top paid executives of these other policy research firms, along with such comparable factors as size of the organization as measured by headcount and operating budgets. This survey information is supplemented by comparable information provided from an external, third party consulting firm called the national think tank compensation survey (nttc) conducted by akron incorporated, a washington dc based compensation consulting firm. The nttc compiles the base salary and bonus payment information provided by survey participants and displays the information anonymously by quartile, location, and firm size (stated in terms of employees and budget). Survey participant include competing policy research organizations, as well as foundations, endowments, and universities. The results of both the in-house and external surveys and comparison of form 990s for those comparable not-for-profit organizations are presented to the committee, which then deliberates, and based on the information provided, establishes the pay level for mdrc's president and chief financial officer. The compensation of the president and chief financial officer is approved by the board. Part vi, section b line 15b process for determining compensation the committee establishes compensation levels for the chief financial officer, as required by the california nonprofit integrity act of 2004. Compensation for the rest of the officers and employees is based on a recommendation by the president to the committee. The recommendation from the president establishes a merit and bonus pool for the coming year, based on the organization's standard pay practice as described below. The president sets and approves the salary level and bonus payments for officers other than the chief financial officer, and for other key employees. Each year, mdrc's president recommends to the board a salary pool for merit increases and discretionary bonuses to be paid to other officers and key employees in the organization. The merit increase and bonus pools are generally competitive within the two marketplaces in which the organization competes for human talent (new york and california). The president bases the recommendation on survey information provided by the organization's human resources department, which in turn, obtains local labor market pay practices from external third party consulting firms such as mercer human resources consulting and towers perrin compensation consulting, as well as conducting a survey of pay practices from other policy research organizations. Typical merit increase pools in recent years have been in the four percent (4%) to five percent (5%) range. Once the merit increase pool has been established and approved by the board, mdrc establishes each employee's salary based on two factors: performance on the job during the most recent calendar year (mdrc uses a four tier performance rating system), and where an employee's salary falls within the salary range established for their position (called a compa-ratio). Holding performance constant, mdrc's compensation system provides a greater increase in salary to those employees who are low in their salary ranges and provides smaller increases in salary to t”

“Availability of documents mdrc's financial statements are made available to the public through the mdrc website and a hard copy is provided upon request. Mdrc's governing documents and conflict of interest policy are generally available to the public upon request.”

“Vice president, director of deployment and accountability, barbara goldman, is reported as a former officer on the form 990 as she is still currently employed by mdrc, but in a non-officer capacity.”

“Mdrc was founded in 1974 on the notion that high-quality research and evidence can play a vital role in reducing poverty and inequity in the united states. We hold true to that vision today. A nonprofit, nonpartisan organization, mdrc conducts rigorous studies of programs and policies that affect people with low incomes, actively disseminates the lessons to policymakers and practitioners, and works directly with programs and agencies to help improve their effectiveness. Our diverse, interdisciplinary staff of researchers and former educators and program operatorssupported by experts in finance, law, technology, human resources, and communicationswork in communities across the country, in a wide range of domains, including pre-k to postsecondary education, criminal justice, housing, and job training. Underlying all our work is a deep respect for the knowledge of on-the-ground program staff and individuals directly affected by the programs and policies we study. Over the years, mdrc has brought its unique approach to an ever-growing range of policy areas and centers and target populations, as described below. Once known primarily for evaluations of state welfare-to-work programs, today mdrc is also studying public school reforms, employment programs for ex-offenders and people with disabilities, and programs to help low-income students succeed in college. Mdrc's projects are organized into eight research areas: -family well-being and child development -youth development, criminal justice, and employment -k-12 education -postsecondary education -economic mobility, housing, and communities -information, dissemination, program development, methodology and strategic initiatives -center for data insights -center for applied behavioral science (cabs) what we believe - rigorous, nonpartisan research, active dissemination of what we learn, and hands-on technical assistance can promote more effective public policies and programs, improve the lives of families with low incomes, and address stubborn inequities in our society. - our research independence is essential to our ability to achieve our mission. We value input from funders and other key stakeholders, but, ultimately, we must be able to release and disseminate what we learn, free from political considerations. - research, dissemination, and technical assistance are most effective when they are shaped by the wisdom of the staff who administer public systems and programs and of the individuals who experience them. - our work is stronger when our staff represent diverse backgrounds and perspectives, our management practices are inclusive, and our organizational culture promotes growth, learning, and innovation. Services we provide at mdrc, we collaborate with public agencies, educational institutions, nonprofits, and other organizations that are dedicated to improving the lives of individuals, families, and communities. - conduct research and evaluations: we do research to define policy problems, understand programs and systems and the inequities they produce, and identify promising interventions. We also run independent, rigorous evaluations to assess the impact and implementation of programs and policies. - create and test new interventions: we work with other organizations to design new interventions and test them in the real world. - improve programs and processes: we help organizations improve their programs and practices, scale effective interventions, and build their capacities for data management and analysis. - promote the use of evidence in policymaking: we share evidence-backed and practical lessons for improving programs and policies with policymakers and other key decisionmakers. - design innovative methods, approaches, and tools: we create new methodologies and tools for evaluation and data analysis, generate approaches to advancing equity in research and technical assistance, and produce public use data files from our projects for other researchers to use. Achievements”

“Mdrc launched a number of large new projects, including: - expanding success, an ambitious effort to narrow and ultimately eliminate inequities in college completion and economic mobility rates for students of color and students from low-income families. - google's career certificates initiatives, an evaluation of industry-recognized credentials that prepare people for in-demand, entry-level jobs in the fields of data analytics, it support, project management, and user experience design. - personalized learning initiative, conducted with the university of chicago education lab, aims to determine how schools can provide tutoring and other supplemental instruction to serve the largest number of students in as cost-effective a manner as possible. We released findings from high-profile evaluations, including: - evaluation of new york city's p-tech 9-14 schools: the new york city p-tech 9-14 model offers accelerated high school course work, early college, and work-based learning experiences. P-tech students are 30 percentage points more likely to take college courses in high school than comparison group students. They also earn 6.4 more college credits by the end for their fourth year. - paycheck plus: the paycheck plus demonstration in new york and atlanta offered an expanded earned income tax credit to low-income workers without dependent children. The more generous credit increased after-bonus earnings, led to a small increase in employment rates, and did not reduce work effort among higher earners. - workadvance sectoral training: sectoral strategies train people for industries with strong local demand. After seven years, workadvance sector programs increased earnings in the longer term and led to career advancement gains. - grameen america: grameen america provides microloans to women living in poverty seeking to launch or expand small businesses. The program resulted in a reduction of material hardship and an increase in credit scores, business ownership, business earnings, and nonretirement savings. It also improved participants' feelings of overall financial well-being. - study of training in multi-tiered systems of support for behavior: disruptive behaviors in school can hinder students' learning and long-term success. This study evaluated a "multi-tiered systems of support for behavior" program, which reinforces good behavior and provides supplemental support to students in need. Overall student outcomes did not improve but students who struggled the most saw some short-term benefits. We provided technical assistance to state agencies to help them make the most of the data they collect. To cite just two examples: - the tanf data innovation project was created to expand the routine use, integration, and analysis of temporary assistance for needy families and employment data by agency staff to improve program services and outcomes for families with low incomes. It offered in-depth technical assistance and training to support cross-disciplinary teams of staff at eight state and county tanf programs. - after mdrc assessed the potential effects of a policy change, california state university ultimately decided not to proceed with a proposal that would have required students to take an additional year of high school math, science, or other quantitative reasoning course for admissions. We capitalized on a database we developed of more than 30 random assignment studies of interventions at nearly 50 postsecondary institutions to produce syntheses of "what works" to promote student success and to create a return-on-investment tool for community college administrators to calculate the value of adopting evidence-based interventions. Mdrc published commentaries on policy-relevant topics in a variety of forums, including: - workshift (on how sectoral training can reduce racial disparities in employment), - crime report (on the misleading use of data in debates about bail reform), - the 74 (on training programs for green jobs), and - ro”

“Rescinded grants -221,837.”