College Possible Inc

“The form 990 will be reviewed by the director of finance and chief executive officer. The board will receive the form 990 via e-mail. The board will review the form 990 and authorize management to sign it on the organization's behalf.”

“All board members and officers are required to fill out an annual conflict of interest form. Employees complete a conflict of interest form as part of their employment with the organization. Board forms are reviewed by the ceo initially, then by the board of directors if potential conflicts are identified. Staff forms are reviewed by the director of finance initially, then by the coo and ceo if potential conflicts are identified. Persons with identified conflicts of interest are recused from participation in decisions affected by the conflict of interest. Transactions with parties with whom a conflicting interest exist may be undertaken only if all of the following are observed: 1. The conflict of interest is fully disclosed, 2. The person with the conflict of interest is excluded from the discussion and approval of such transaction, 3. A competitive bid or comparable valuation exists, and 4. The board chair or a duly constituted committee thereof has determined that the transaction is in the best interest of the organization. Disclosure in the organization should be made to the ceo (or if she or he is the one with the conflict, then to the board chair), who shall bring the matter to the attention of the board chair or the budget and oversight committee. Disclosure involving directors should be made to the board chair (or if she or he is the one with the conflict, then to the board vice-chair), who shall bring these matters to the board or a duly constituted committee thereof. The board or a duly constituted committee thereof shall determine whether a conflict exists and in the case of an existing conflict, whether the contemplated transaction may be authorized as just, fair, and reasonable to college possible. The decision of the board, or the designated committee, on these matters will rest in their sole discretion, and their concern must be the welfare of college possible and the advancement of its purpose.”

“The ceo's compensation is determined annually by the organization's board of directors. An independent consultant is hired regularly (most recently in 2016) to determine the market rate for the ceo's compensation. Annually, the human resources (hr) committee of the board of directors reviews comparable compensation data for nonprofit ceo's/executive directors as well as pre-determined performance metrics for the organization's ceo. 1. Following the 2016 market rate study, the ceo's base salary increases for 2017 and 2018 were determined by assessing performance against annual goals that were set by mutual agreement between the ceo and the hr committee, comparing the salary against the market rate data ('aged' by 3% each year), and then the hr committee used discretion to choose an increase. 2. The board of directors approved a salary increase for the ceo in october, 2018, which will take effect at the end of november, 2018. 3. The documentation of the process included an outline of actions required by the hr committee, materials/spreadsheets used by the committee to make the decisions, and e-mail instruction from the chair of the hr committee to the coo conveying the results of the board vote. The organization also uses an independent compensation consultant to determine market rate for the coo and cpo compensation packages.”

“The audit report and form 990 are available on college possible's website. All other documents are available upon request.”

“College possible produces unmatched results: * high school juniors have raised their act/sat scores from the bottom 15th percentile to the 46th percentile of test takers, putting college admission within reach. In 2017-18, student act/sat scores increased 14 percent. * 90 percent of 2017-18 high school seniors enrolled in college the fall immediately following high school graduation, compared to 49 percent fall enrollment for all low-income students (national center for education statistics, 2013). In order to fulfill our mission, college possible focuses on: * identifying low-income students with the potential for higher education. Nationally, 240,000 low-income high school students graduate from high school prepared for college, but don't go (georgetown university center on education and the workforce, 2013). College possible serves low-income students who have college potential but lack the tools to apply. * providing academic support for college access and success. In high school, intensive act/sat test preparation ensures that students' scores reflect their true aptitude for higher education in order to improve college admission opportunities while improving students' academic preparation. Once in college, we support students in identifying majors, courses and academic supports that will lead to college success. * increasing students' understanding of the admissions process and improving college admission rates. College possible provides intensive admissions consulting to help students compete with their more affluent peers, choose colleges that are the best fit for them and enroll in the college of their choice. * ensuring financial aid for students. College possible helps students identify scholarships, complete the annual financial aid process and secure work-study positions on campus. Students also receive financial literacy education to help them manage and make the most of their financial resources. * building and sustaining peer networks to provide social and cultural support. Research shows the importance of peer support in both preparing for and succeeding in college. College possible helps students build and expand social networks to provide this support throughout their pursuit of a college degree. * starting all students on the college-going track early, college possible coaches and high school seniors deliver college prep talks for younger students to foster early college planning and preparation. * leveraging existing networks of support through collaborative partnerships and community outreach, college possible works closely with other mentoring and enrichment programs creating a pipeline of services and limiting duplication of effort. Program results for the fiscal year ending june 30, 2018 at college possible's six flagship sites are as follows: minnesota high school students served: 2,265 area high schools served: 29 act score increase achieved by juniors: 24 percent college students served: 3,438 students renewing fafsa: 84 percent greater milwaukee, wi high school students served: 855 area high schools served: 16 act score increase achieved by juniors: 14 percent college students served: 1,389 students renewing fafsa: 90 percent greater omaha, ne high school students served: 743 area high schools served: 10 act score increase achieved by juniors: 19 percent college students served: 1,326 students renewing fafsa: 86 percent greater portland, or high school students served: 550 area high schools served: 6 act score increase achieved by juniors: 22 percent college students served: 653 students renewing fafsa: 87 percent greater philadelphia, pa high school students served: 430 area high schools served: 6 sat score increase achieved by juniors: 3 percent college students served: 639 students renewing fafsa: 88 percent greater chicago, il high school students served: 510 area high schools served: 5 sat score increase achieved by juniors: 7 percent college students served: 366 students renewing fafsa: 75 per”

“Neither the oversight process for the audit or the selection process of the independent accountant changed during the tax year.”