College Possible Inc

“The form 990 will be reviewed by the senior director of finance. The budget & oversight committee will receive the form 990 and review. The committee will vote to authorize management to sign it on the organization's behalf at the committee meeting. A copy of the form 990 will be distributed to all members of the organization's governing body prior to filing.”

“Employees review and agree to our conflict of interest policy included in our employee handbook at the onset of their employment. All board members and officers are required to fill out an annual conflict of interest form. Board and officer forms are reviewed by the senior director of finance initially, then by the ceo and board of directors 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 hired in 2023) to determine the market rate for the ceo's compensation. The organization also uses an independent compensation consultant to determine market rate for all svp compensation (most recently hired in 2023).”

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

“Funding from bloomberg philanthropies for the collegepoint program ended in fy22 with a slight carryover of work into fy23 (no student services). New funding from bloomberg philanthropies was received in fy23 to support programming similar to our flagship program. Students will begin enrolling in this new virtual program during fy24 and form 990 will be updated, as necessary.”

“College possible's flagship high school programming starts at the beginning of students' junior year. Americorps service members, called coaches, serve full-time at the high school. Coaches serve as student mentors, resources and advocates, building a culture of high expectations in which students excel. Each high school student has the opportunity to receive a total of 320 hours of direct instruction. In their senior year, students work with coaches to apply to "best-fit" schools that fit their academic, social and financial needs. Students also work with coaches to apply for financial aid through the free application for federal student aid (fafsa) and by completing scholarship applications. Once a senior selects the school they will attend for the fall, they receive continued coaching support to guide them through the complex enrollment process which includes accepting and managing financial aid packages, registering for classes, and developing a housing and/or transportation plan. After high school graduation, americorps coaches help foster our students' successful transition to college by providing summer bridge services, which is intensive one-on-one support to ensure that they complete all necessary tasks for successful enrollment in and matriculation to college. External data signals that, while many students intend to go to college, something happens to prevent them from enrolling in college on time and, often, at all. This phenomenon, called "summer melt", especially impacts students from low-income backgrounds. After high school, college possible continues to serve our students throughout their college career as they work toward graduation and workforce entry. College coaches are highly trained to assist with the challenges students from low-income backgrounds face when navigating higher education. They provide targeted, proactive support to foster college enrollment, persistence and graduation by addressing common academic, financial and cultural barriers to students' college success. Coaches continue to work with students through college graduation. Navigate high school programming: in response to the needs in areas outside of the metropolitan areas where we are based, college possible also operates a tech-connected model focused on improving achievement of students from low-income backgrounds, in geographically underserved areas. College possible operates this programming in minnesota, wisconsin, texas, and oregon. In order to fulfill our mission, college possible focuses on: * identifying low-income students with the potential for higher education. 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 throu”

“Catalyze: catalyze builds the capacity of colleges and universities to adopt and integrate college possible's proven college coaching model into their own infrastructure to better support every low-income and first-generation college student on campus, from matriculation through graduation. A catalyze partnership allows colleges and universities to tailor the college possible model to meet their unique needs. By partnering with college possible, campuses can enhance their support services for students from low-income backgrounds and close the opportunity gap. In 2016 we started pilot programs at three universities in minnesota. In our 2022-2023 program year we partnered with a total of ten institutions across six states. Each of these institutions hosts on-campus coaches who support college students, from low-income backgrounds, with college possible's tried-and-true curriculum and coaching. Catalyze students served: 4,201”

“Collegepoint student programming ended following the 2021-22 academic year.”

“Change in value of endowment funds 380,248.”

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