Newark Trust for Education Inc

“The form 990 is prepared by an independent accounting firm and reviewed by MANAGEMENT. A draft of the Form 990 is provided to the board for review and approval pRIOR TO FILING OF THE FORM 990.”

“THE ORGANIZATION HAS A CONFLICT OF INTEREST POLICY That PROTECTs the trust WHEN IT IS CONTEMPLATING ENTERING INTO Any TRANSACTION OR ARRANGEMENT THAT MIGHT BENEFIT THE PRIVATE INTEREST OF AN OFFICER OR DIRECTOR OF THE ORGANIZATION OR MIGHT RESULT IN A POSSIBLE EXCESs BENEFIT TRANSACTION. BOARD MEMBERS AND EXECUTIVES ARE REQUIRED TO COMPLETE AN ANNUAL CONFLICT OF INTEREST QUESTIONNAIRE DISCLOSING A CONFLICT, IF APPLICABLE.”

“It is the responsibility of all representatives to report ethics violations or suspected violations in accordance with this Whistleblower Policy.”

“The Board of Directors formal evaluation of the Executive Director is based upon the goals outlined in the organizations strategic plan. The Executive Director submits an extensive self-assessment to the Board Chair and the Executive Committee of the Board of Directors. The Executive Committee of the Board meets with the Executive Director to review the assessment and track progress toward goals. Simultaneously, the Board engages in benchmarking salary guidelines across the sector in the region. The Executive Director is asked to develop an action plan and set goals on an annual basis. These goals are used to inform the annual performance review and compensation discussion. the board approves a contract with the executive director.”

“THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST AND they are also AVAILABLE ON GUIDESTAR.org.”

“Line 1 Newark Trust for Education, Inc. (the "Trust") was incorporated in the state of New Jersey as a not-for profit organization on August 23, 2002. Effective December 12, 2011, the organization registered a legal name change from Newark Public Schools Foundation, Inc. to Newark Trust for Education, Inc. The Trust is an independent non-profit dedicated to coordinating and focusing ideas, people, and resources on the efficient and effective delivery of a quality public education to all children in Newark; and to creating broad and shared accountability for student success across multiple stakeholders. The Trust envisions a public education infrastructure that leverages the wide array of opportunities available to the young people of Newark, effectively creating positive conditions for learning that help young people meet rigorous academic outcomes, develop strong socio-emotional skills, and have access to high-quality post-secondary options. To accomplish its mission the Trust leads initiatives and partners with stakeholders in the following areas: Partner to Improve Learning At the Trust we believe that partnerships between schools, families and community members are critical in developing effective learning opportunities and improving student outcomes. The Trust's Partnering to Improve Learning Initiative includes the ALI Parent Workshop Series, South Ward Community Schools Initiative ("SWCSI"), and the Parent-Child Home Program ("PCHP"). Design Safe and Supportive Schools The Trust believes that schools must create and sustain the conditions that support students' mental, physical and emotional wellbeing for effective learning to take place. We leverage current grant programs to create a learning network of school leaders focused on whole school strategies that support students' mental, emotional, and social development in service of maximizing learning. Current programs under the Safe and Supportive Schools Initiative include the Funders' Collaborative for High-Quality Schools (Funders' Collaborative) is a network of local, regional, and national funders committed to providing high-quality public-school options for all Newark students. Develop Effective, Efficient & Responsive Systems At the Trust we believe that systems must be designed to support student learning with the internal capacity and resources required to be effective. In light of the city's transition to local control we are exploring potential strategies to support residents' knowledge acquisition about the roles and responsibilities of the Board of Education. The goal is to increase positive participation in School Board meetings and increase the pool of residents interested in serving on Newark's Board of Education. Another element to developing effective, efficient and responsive systems is the identification of partners with which to collaborate as we work to develop, build and promote the use of a citywide data system (data warehouse and case management system). Line 4A South Ward Community Schools Initiative (SWCSI) South Ward Community Schools are Newark Public Schools that unite educators, families, and community partners to be responsible for the following five schools: Malcolm X, Shabazz High School, BRICK Avon Academy, BRICK Peshine Academy, Louise A. Spencer Elementary School, and Belmont Runyon School. As administrators of SWCSI the Trust has established a management team to oversee the initiative with representation from the City of Newark, Newark Public Schools and the Trust. The Community Schools strategy includes the following six key elements: 1) High Expectations for learning supported by: a. Clear Instructional Vision b. Rigorous Instructional Practice c. Integrated Student Supports 2) High Capacity, Sustainable Partnerships and Resource Coordination/Integration 3) Data-Driven Decision-Making 4) Capacity to Address Student Health and Mental Health 5) Quality, Aligned, and Sustainable Expanded Learning Time/Opportunities 6) Community of En”

“Description:trainers and facilitators total fees:16200”

“Description:research and evaluation total fees:154500”

“Description:program consultants total fees:201280”

“Description:development consultant total fees:120000”

“Description:other professional fees total fees:6424”