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 2023 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.”

“Mdrc was founded in 1974 so that high-quality research and evidence could play an important role in improving policy, practice, and the lives of people who have low incomes. We hold true to that commitment 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. 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. Our diverse, interdisciplinary staff of researchers and former educators and program operators supported by experts in finance, law, technology, human resources, and communications work in communities across the country, in a wide range of domains, including pre-k to postsecondary education, criminal justice, housing, and job training. We are proud to have our employees represented by social policy workers united (spwu) local 57 of the american federation of state, county & municipal employees (afscme). Over the years, mdrc has brought its commitment to building strong evidence to an ever-growing range of policy areas. We have worked in nearly every state and most of the nation's major cities. Today we are working on projects in five policy areas and four centers: - family well-being and children's development - k-12 education - postsecondary education - economic mobility, housing, and communities - youth development, criminal justice, and employment - center for applied behavioral science - center for data insights - center for criminal justice research - center for effective career and technical education 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 collaborate 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 in 20”

“Mdrc launched new projects, including: - economic mobility lab, an effort to provide workforce training organizations with a collaborative and supportive environment to examine the current state of their training services, make program improvements, test new approaches, and scale operations to increase their programmatic capacity. - montana 10, an evaluation of a model designed to provide college students with a combined set of targeted strategies that help them overcome barriers that may otherwise cause them to drop out of school. - scaling high-quality pre-k in dc, a study that seeks to understand the key structures, processes, and instructional factors associated with the implementation of the new curricular and professional development approaches. We released findings from high-profile evaluations, including: - cuny's accelerated study in associate programs (asap) in ohio: three ohio community colleges that adapted cuny's innovative asap increased the earnings of students who had participated in the program by 11 percent during the covid pandemic. The programs also increased graduation rates by 50 percent, boosting the attainment of both associate's and bachelor's degrees. The results received prominent media coverage, including a feature on the pbs newshour. - 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 increased postsecondary degree completion, particularly for young men. During the pandemic, p-tech still boosted internship and dual enrollment rates. An evaluation of the male student success initiative for men of color at baltimore county community college, the first causal estimates of the effects of a college program targeting male students of color on academic outcomes. - maternal, infant, and early childhood home visiting (miechv) program: following up with families when their children were 2.5-3.5 years of age, mihope participants achieved higher levels of education and reported lower levels of receipt of public assistance benefits at later time points. A separate study of the child first home visiting program found it reduced caregivers' job losses, residential mobility, and self-reported substance abuse, and increased receipt of virtual services during the pandemic. - los angeles county's reentry intensive case management services (ricms) program. Results from a quasi-experimental study suggest that the ricms approach to coordinated, community-based reentry is promising and could improve the life experiences of program participants, especially by reducing their future contact with the criminal legal system. - long-term employment and earnings effects of a 1990s-era welfare program in oregon: the program led to a general increase in average 20-year earnings among individuals in the program group compared with those of individuals in the control group, particularly for certain subgroups with less attachment to the labor force at study entry. 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. - the washington student achievement council (wsac) is a state government agency with a goal of increasing educational opportunity and attainment for washington residents. Wsac has worked with the mdrc center for data insights (cdi) to create manageable data-analytics tools for the agency to use to track and improve student outcomes. Mdrc synthesized lessons from our work and the research of others in collaboration with other leading enti”