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 performance reviews and survey information provided to them from both internal and external sources. The individuals at the end of 2024 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 thinktank 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 participants 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 performance reviews and 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 reviewed by the board, which makes the final decision. 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 other officers and key 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 other officers and key employees. Each year, mdrc's president recommends to the board a salary pool for merit increases and discretionary bonuses to be paid to employees including other officers and key employees in the organization. The merit increase and bonus pools are generally competitive within the two main marketplaces in which the organization competes for 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 for other officers and key employees 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 other officer and key 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 i”

“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 on the idea that high-quality research and evidence can play a vital role in reducing poverty and expanding opportunity 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 and efficiency. Our 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. A portion of employees are 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 and efficient public policies and programs, expand equal opportunity, and improve the lives of families with low incomes. - 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 bring varied experiences and perspectives, and our organizational culture enables all staff to grow, learn, and innovate. 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 outcomes 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, data analysis, and technical assistance, and produce public use data files from our projects for other researchers to use. Achievements in 2024 in 2024, mdrc celebrated the 50th anniversary of our founding as a nonprofit, nonpartisan organization by the ford foundation and a group of federal agencies. To recognize this milestone, we created a web page that highlighted the story of mdrc's first 50 years and the many”

“- what do we know about building and sustaining the child care and early education workforce? Cross-cutting themes from a literature review, environmental scan, and data scan: the results of a literature review and an environmental scan that were designed to identify and document existing knowledge about the child care and early education workforce and develop strategies to strengthen it. 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 published commentaries on policy-relevant topics in a variety of forums, including: - district administration (on four strategies for implementing "high-dosage" tutoring programs). - spotlight on poverty & opportunity (on how putting evidence into practice across the nonprofit sector can lead to more effective programs that can be sustained and expanded). - alabama daily news (on how the strategy to fund justice systems through fines and fees is unfair and destructive). - route fifty (on how artificial intelligence opens new opportunities for policymaking and service delivery). - deseret news (on how the demand for fatherhood programs is growing, but more needs to be learned about how and why these programs work). Continued work on several large, multiyear projects, including: - the building evidence on employment strategies (bees) project is evaluating the effectiveness of innovative programs designed to boost employment and earnings among americans with low incomes. - measures for early success: a multiyear effort to develop new scalable, and technology-based measurement tools for children's preschool classroom experiences and early childhood skills development. - the personalized learning initiative: conducted with the university of chicago education lab, pli is helping school districts scale high-dosage tutoring. A rigorous, national study will measure the comparative effectiveness of various forms of tutoring for students. Technical assistance centers: center for data insights the center for data insights helps government agencies, educational institutions, and nonprofits use data analytics to improve their practices, organizational cultures, and the structure of their work in sustainable ways, to ultimately lower their costs and improve outcomes for their clients. Center for applied behavioral science (cabs) cabs works with organizations and programs to design and test creative, cost-effective, evidence-based interventions informed by principles of behavioral science and human-centered design to improve the way social services and education programs are delivered. Policy domains: family well-being and children's development for decades, mdrc has been a leader in developing and studying interventions to improve outcomes for children living in families with low incomes. Our current work in this area focuses on two main domains: early care and education (ece) systems and family-focused service systems. In early care and education, we've worked with practitioners to develop and test interventions to improve classroom quality, curriculum and professional development, math interventions and supports, early childhood assessments, and p-3 alignmentas well as studied ways to support and build the ec”