Mills College

“Crowe llp and mills college finance staff worked together in gathering the required tax information necessary to complete the tax returns. Crowe llp, the college president, and the college vice president for finance and administration and treasurer reviewed the form 990 draft for accuracy and completeness. The board of trustees audit committee, college management, and crowe llp representatives met to review the full form 990 draft in detail. After this review, the form 990 was finalized and provided to the full board of trustees, a public copy via email and a full copy for in person review. Thereafter, the final form 990 was filed. In addition, a copy of the mills college audited financial statements was provided to the full board of trustees.”

“The conflict of interest policy is regularly and consistently enforced by the audit committee with the advice and assistance of the vice president for finance and administration and treasurer. The audit committee requires each college trustee, officer, and key employee to complete annually a conflict of interest questionnaire. The questionnaires are filed with the vice president for finance and administration and treasurer and reviewed by the audit committee, which makes recommendations about the potential conflicts of interests to the full board. The committee and the board maintain minutes and other documentation to record their review of actual or potential conflicts. College trustees, officers, and key employees are also aware of the duty to disclose any potential conflicts of interest during the year. These additional disclosures by an individual covered by the policy are submitted to the audit committee chair and the vice president for finance and administration and treasurer. The audit committee will review the potential conflicts and make recommendations to the full board. At regularly scheduled meetings of the audit committee and the full board, the audit committee reports on any actual or potential conflicts of interest and their resolution or recommendation. The audit committee reviews the operation of the policy and makes recommendations to the board of trustees regarding any proposed changes. The vice president for finance and administration and treasurer (or his or her representative) attends all relevant meetings and assists in preparing the minutes. If an individual believes that she/he may have an actual or potential conflict of interest, she/he shall immediately and fully disclose the potential conflict in writing, and shall refrain from participating in any transactions or decisions of any actual or potential ethical, legal, financial or other conflicts of interest involving the college that may involve the potential or actual conflict of interest.”

“College President, other college officers, and key executives for approval by the board. The Executive Committee, as well as any third parties providing professional advice to the committee, must be independent. The Executive Committee annually conducts a review of the College President's, other college officers', and key executives' compensation. Timely minutes of all final recommendations and actions by the executive compensation committee and board regarding the College President's compensation are recorded. The policy provides that executive compensation arrangements should fall within the bounds of market practice for comparable positions at comparable organizations. Factors that are reviewed in determining comparability include: (1) Compensation levels paid by similarly situated organizations, both taxable and tax-exempt, for functionally comparable positions; (2) The availability of similar services in the geographic area of the organization; (3) Current compensation surveys compiled by independent firms; and (4) Actual written offers from similar institutions competing for the services of the affected person. Compensation packages and contracts for college officers and key executives are reviewed for internal consistency and equity as well as comparability with external market data. Salaries of college officers and key employees were reviewed by the Mills College Board of Trustees Executive Committee at their April 21, 2020 meeting and the committee reported on their meeting to the Board of Trustees on May 15, 2020.”

“The Mills College Board of Trustees has approved the executive compensation policy. The Mills College Board of Trustees Executive Committee has oversight of all elements of executive compensation and is responsible for recommending the compensation of the college president, other college officers, and key executives for approval by the board. The Executive Committee, as well as any third parties providing professional advice to the committee, must be independent. The Executive Committee annually conducts a review of the college president's, other college officers', and key executives' compensation. Timely minutes of all final recommendations and actions by the Executive Committee and board regarding the college president's compensation are recorded. The policy provides that executive compensation arrangements should fall within the bounds of market practice for comparable positions at comparable organizations. Factors that are reviewed in determining comparability include: (1) compensation levels paid by similarly situated organizations, both taxable and tax exempt, for functionally comparable positions; (2) the availability of similar services in the geographic area of the organization; (3) current compensation surveys compiled by independent firms; and (4) actual written offers from similar institutions competing for the services of the affected person. Compensation packages and contracts for college officers and key executives are reviewed for internal consistency and equity as well as comparability with external market data. Salaries of college officers and key employees are reviewed by the Mills College Board of Trustees Executive Committee meeting scheduled for April 20, 2021 and the committee will report on their meeting to the Board of Trustees on May 14, 2021. Other employees' compensation is recommended during the annual budget process by the college officers and key executives and reviewed and recommended for approval by the college's human resource department.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request.”

“Box Office Receipts - Total Revenue: 3351, Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 3351; Other Sales & Svcs., Ed. Act. Rev. - Total Revenue: 121257, Related or Exempt Function Revenue: 121257, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; MTS Workshop Revenue - Total Revenue: 16811, Related or Exempt Function Revenue: 16811, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; APER Leadership Camp Revenue - Total Revenue: 425, Related or Exempt Function Revenue: 425, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Library Fines & Lost Book Charges - Total Revenue: 2050, Related or Exempt Function Revenue: 2050, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Vehicle Parking Permit Fee-Students - Total Revenue: 26503, Related or Exempt Function Revenue: 26503, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Vehicle Parking Permit Fee-Other - Total Revenue: 26800, Related or Exempt Function Revenue: 26800, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Dog Registration/Citation - Total Revenue: 4000, Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 4000; Traffic Fines - Total Revenue: 15011, Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 15011; Event Sponsorship/Advertising Rev - Total Revenue: 1182, Related or Exempt Function Revenue: 1182, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Other Revenue, PY Exp Reversal - Total Revenue: 26625, Related or Exempt Function Revenue: 26625, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Mills Farm Produce Sales Rev - Total Revenue: 7582, Related or Exempt Function Revenue: 7582, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“Consistently ranked one of the top master's universities and one of the best value colleges in the west by u.s. News & world report, the college also has been named one of the best colleges in the nation by the princeton review. The college experience is distinguished by small, interactive classes, one-on-one attention from exceptional faculty, a culture of creative experimentation, and cutting-edge interdisciplinary learning opportunities that empower students to lead successful careers and lives. As one of the most diverse liberal arts colleges in the country, the college has a strong record of academic success with first-generation students, students of color, latinx students, lgbtq students, and other underrepresented students. The college's curriculum fosters excellence: the college educates its students to think critically and communicate responsibly and effectively, to accept the challenges of their creative visions, and to acquire the knowledge and skills necessary to understand the natural world and affect thoughtful changes in society. The curriculum combines the traditional liberal arts with new educational initiatives that recognize the value of cultural, racial, and ethnic diversity.”

“Actuarial adjustment - 1664850;”