Oberlin College

“Form 990 review - the board of trustees delegated the task of reviewing form 990 to the audit committee, pursuant to the college's by-laws and approved via a vote of the entire board. An electronic draft copy of form 990 was provided to the audit committee in advance of its meeting on may 1, 2019, for review. Following the review with the outside public accounting firm, the audit committee approved form 990.”

“Form 990 provided to governing body - because of schedule b's private and confidential nature, the college has distributed form 990 to the full board of trustees with the exception of donor information on schedule b. As such, we are required to answer "no" to the question on line 11a even though a copy of form 990 (with redacted donor information on schedule b) was provided to the trustees before filing.”

“Monitoring and enforcement of conflict policy - all officers, trustees, directors, and key employees are required to disclose at least annually, and within thirty days after a material change, any relationships, positions, or circumstances that they believe could contribute to a conflict of interest, via a disclosure form that is circulated, along with the college's conflict of interest policy, to all such individuals. The general counsel and secretary of the college reviews and analyzes any conflicts and maintains copies of disclosure statements. Violations of the conflict of interest policy are communicated to the chair of the audit committee and the controller of the college, investigated by the college, and promptly corrected, including, where applicable, disciplinary action, up to the individual's removal from his or her position.”

“Compensation review and approval - pursuant to the college's by-laws, approved via a vote of the full board, the compensation arrangements for the president and select officers and key employees are approved in advance through the following process. The compensation subcommittee of the board's executive committee organizes and conducts the review of the president as the college's chief executive officer, and makes recommendations to the executive committee and the board concerning the compensation of the president and select officers and key employees. The compensation subcommittee consists of trustees without a conflict of interest with respect to the compensation arrangement. In formulating its recommendations, the compensation subcommittee obtains and relies upon comparability data regarding the compensation of the president and select officers and key employees at similarly situated private colleges and universities. The subcommittee presents to the executive committee its written report and recommendations. The executive committee may approve the subcommittee's report and recommendations or act otherwise, and the executive committee's action is then presented to the full board in executive session for ratification. A written report of the approved compensation determination and the basis for that determination is subsequently filed and preserved with the college's general counsel and secretary.”

“Availability of documents - the college makes its governing documents available to the public upon request. Its audited financial statements are posted on its web site. The college does not make its conflict policy available to the public.”

“The college's process regarding making investments, initiating capital projects, and creating new subsidiaries requires thorough board review and approval. The college has reviewed with its board its participation in its existing joint ventures and ensured that the college's tax-exempt status has not been compromised. The college formed two for-profit entities that are currently treated as "joint ventures." these for-profit entities were formed to facilitate the qualification for and use of historic and other tax credits for the college's apollo theater building renovation. Apollo theater holdings, inc. Is 100% owned by the college, and apollo theater, lcc is 98.8% owned by the college. As such, the college has sufficient control to ensure that the for-profit entities operate in a manner that furthers the exempt purposes of the college. The college formalized in a written policy these existing procedures and processes regarding its participation in joint ventures with for-profit entities, and the policy was approved by the board in june of 2013.”

“Oberlin college and conservatory educate students for lives of intellectual, musical and artistic rigor and breadth, sustained inquiry, creativity and innovation, and leadership. Oberlin aims to prepare graduates with the knowledge, skills, and perspectives essential to confront complex issues and to create change and value in the world. Oberlin is committed to educational access and opportunity, embraces a diverse and inclusive residential learning environment defined by a free and respectful exchange of ideas, and shares an enduring commitment to a sustainable and just society. Core values derived from our mission include: - educational excellence: the college of arts and sciences and conservatory of music are committed to educating students to achieve academic and musical excellence in an environment where equity, diversity, and inclusion are a central mode for achieving such excellence. An oberlin education prepares students for successful lives, careers, and leadership by enabling them to see and develop meaningful connections and integration with all aspects of their oberlin experience, and with the wider world. The oberlin conservatory provides professional education at the highest level, enabling students to reach their greatest potential both as musicians and individuals, and to attain skills and perspectivesnot only in music, but in other disciplinesthat will prepare them to become leaders. - diversity and community: a diverse residential community is critical to fostering the spectrum of perspectives, interactions, and approaches upon which the most effective teaching and learning depend. - stewardship: oberlin seeks life-long engagement with and wise stewardship of the institution by students, parents, faculty, staff, and alumni. - sustainability: oberlin remains committed to leadership in environmental sustainability and education.”

“The alumni association would not be able to support such a wide range of programs and activities without the dedication and commitment of many alumni. We value the contributions of alumni and encourage them to find a volunteer activity of interest. We offer many ways for alumni to stay engaged and to support the college and our students. Volunteers can: - get involved with a regional or international club. - recruit new students for oberlin as an alumni admissions recruiter. - attend an admissions fair or host an admissions gathering. - become an alumni advisor on our online networking platform, wisr. - encourage others to make a difference through fundraising as a class ambassador. - volunteer for an affinity or chartered group. - serve on the alumni leadership council or a working committee. - serve on a reunion planning committee. - offer summer and winter term internships. - serve as a social media ambassador. - host a student intern in their home. - host an event in their home or office.”

“Change in interest rate swap liability 3,968,539. Post-retirement benefit obligation adjustment 506,869.”