Thrive on Network

“During the tax year, the organization delegated key aspects of day-to-day operational oversight-typically the responsibility of officers-to Sonia Narvaez of Operation QOL. Sonia provided contracted executive-level administrative and operational support to help manage the nonprofit's internal systems, scheduling, financial coordination, and communications. Although she was not a formal officer, her role functioned in alignment with certain officer responsibilities during this formative period. The organization maintained oversight through regular check-ins, financial tracking, and deliverables as outlined in the service agreement with Operation QOL.”

“The Form 990 was prepared by the Executive Director and reviewed internally by other senior staff and the Board of Directors. The draft return was circulated to all board members, who were given the opportunity to review and ask questions prior to filing. Final approval was provided after discussion and confirmation of accuracy by both the executive team and the board.”

“Yes. The organization regularly and consistently monitored and enforced compliance with its written conflict of interest policy. All officers, directors, and key contractors were required to complete an annual conflict of interest disclosure form. These disclosures were reviewed by senior staff and, when necessary, discussed with the board to identify and address any potential conflicts. Any party with a disclosed conflict was recused from related decision-making processes. Compliance with the policy was revisited annually during board review and onboarding of new leadership or contractors.”

“Yes. The organization followed a formal process to establish the compensation of its Executive Director and key contractors during the tax year. The process included: A review of compensation for comparable positions at similarly sized nonprofits, including roles involving community development, youth leadership, and research-based programming. Documentation of this review in internal memos and discussions with fiscal sponsor advisors. Board-level discussion and approval of the final compensation structure. This process was used specifically for: Executive Director (compensation set in 2022) Lead Program Contractors, including instructors and evaluators (rates reviewed and established in 2022) The organization intends to revisit this process annually or upon significant role changes to ensure fair and reasonable compensation in accordance with IRS guidelines.”

“During the tax year, the organization made its governing documents, conflict of interest policy, and financial statements available to the public upon request and through its publicly accessible profile on GuideStar (Candid). In addition, the organization is in the process of creating a dedicated transparency section on its website, where these documents will be published moving forward to ensure continued public access and accountability.”

“This Form 990 is being amended to correct inaccuracies that were identified after the original return was filed. Similar to the 2021 tax year, the original filing included incorrect allocations and omissions due to errors made by our external accountant. After conducting a thorough internal review, we determined that revisions were necessary to accurately reflect the organization's functional expenses, classifications, and overall financial activity. The amended return presents the corrected information, and we have since implemented improved financial review protocols to prevent similar issues in the future.”

“Other services include $21,323.60 paid to Sonia Narvaez of Operation QOL for Operations Manager services and $43,226.36 paid to program contractors such as instructors and facilitators.”