Helios Education Foundation

“Jane roig and vincent roig have a family relationship. Form 990, part vi, line 11b the foundation's senior staff and board of directors (all voting members of the governing body) review and approve the form 990 prior to its filing with the internal revenue service. There are several review and due diligence steps that occur prior to the board receiving the completed form 990 for its consideration. The foundation's form 990 is prepared, reviewed and approved in the following manner: 1) the foundation's form 990 is prepared by a certified public accounting firm in conjunction with the foundation's chief financial officer after completion of the annual audited financial statements. The form 990 is then shared with independent tax counsel for further review and comment. 2) upon completion of the review by independent tax counsel, the chief financial officer reviews the form 990 and related schedules with senior staff. 3) following the review and concurrence by senior staff, the form 990 is reviewed with the foundation's audit committee. The audit committee is a regular standing committee of the board of directors, and it is charged with reviewing the form 990. A full copy of the form 990 and related schedules is provided to all members of the audit committee as well as all members of the board of directors (all voting members of the governing body) in advance of the review meeting in order to give the audit committee members and board members ample time for review. Once the audit committee is satisfied with the form 990 review, it approves the form 990 and recommends it to the full board of directors for approval and filing. 4) following approval and recommendation by the audit committee, the board of directors takes action on the form 990. The chair of the audit committee provides the board of directors with an overview of the form 990 review conducted by the audit committee and recommends approval by the entire board of directors. If required, the board of directors may further review the form 990 and engage in additional discussions. Once the board of directors is satisfied with the form 990, it votes on approval and acceptance. Once approved, senior staff is directed to file the form 990 with the internal revenue service.”

“The foundation has created a comprehensive conflict of interest policy for the entire organization. The conflict of interest policy is monitored and enforced at two distinct levels or tiers within the foundation. These tiers are: - board members and officers - interested persons - foundation staff - non-interested persons the primary distinguishing factor between the tiers is whether the person is considered an "interested person." an interested person is defined as any individual, related party, or entity in a position to exercise control or influence over the foundation, including, without limitation, directors, officers and members of a committee with board delegated powers, who have a direct or indirect financial or beneficial interest in a transaction with the foundation. Board members and officers - interested person: every employee, officer and board member receives a copy of the foundation's conflict of interest policy. The policy is available and incorporated into the foundation's employee handbook. The policy is reviewed and shared with all employees (including officers) every january. Additionally, the board of directors discuss and review the policy annually. - monitoring. The foundation, in conjunction with its tax advisor (a national cpa firm), has developed and customized a comprehensive conflict of interest and related party transaction questionnaire. This questionnaire addresses and aligns with the key governance and policy questions asked in the form 990. The questionnaire is reviewed and updated annually. All foundation officers and board members are required to answer the questionnaire on an annual cycle commencing in january. Additionally, each officer and board member upon completion signs an acknowledgement of duties, conflict of interest policy and confidentiality statement. Key elements of the conflict of interest policy and best practices of the foundation include the following protocols: - duty to disclose. An interested person must disclose any actual or potential conflict of interest to the board and/or member of pertinent committees of the board that are considering the proposed transaction or arrangement. - determining whether a conflict of interest exists. A determination of whether the conflict exists is made by the board or relevant committee of the board. - procedures for addressing the conflict of interest: * in the case of an actual conflict of interest, an interested person may make a presentation at the board or committee of the board concerning the transaction, but may not participate in any deliberation or vote or future meetings during the discussion of, deliberations about, and the vote on, the transaction or arrangement that results in the conflict of interest. * if appropriate, a disinterested person or committee may be appointed to investigate alternatives to the proposed transaction. If a more advantageous transaction is not necessarily attainable under circumstances that would not give rise to a conflict of interest, the board or committee may determine whether the transaction or arrangement is in the foundation's best interest. * the interested person shall not influence or attempt to influence the decisions of the board or committee considering the transaction. - violations of the conflict of interest policy. If the board or committee has reasonable cause to believe that an interested person has failed to disclose actual or possible conflicts of interest, it shall inform the interested person of the basis for such belief and afford the interested person an opportunity to explain the alleged failure to disclose. If the board or committee determines that the interested person has in fact failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action. Foundation staff - non-interested person: on an annual basis and as part of new hire orientation all foundation staff (including officers) are made aware of and briefed on”

“Compensation for the following positions is reviewed and approved by the board of directors annually. Chairman of the board treasurer secretary president and chief executive officer executive vice president and chief operating officer senior vice president and chief financial officer there is no additional compensation paid to board members who also serve as corporate officers. The most recent formal compensation study was conducted by an independent outside consulting firm in 2019. - the process for determining senior staff compensation commences with an annual performance review for each position. - salary ranges for each position are determined by the foundation's participation and review of multiple salary surveys for comparable compensation for similarly qualified individuals in functionally comparable positions at similarly situated like-kind organizations. The foundation has also engaged an independent compensation consultant to study and assist in determining appropriate compensation ranges for all staff positions. - the board reviews performance, the salary surveys, and any other comparability data. Any recommended adjustment is discussed and approved by the board of directors. - contemporaneous documentation and recordkeeping with respect to the discussion and decisions regarding the compensation arrangement are reflected in the board minutes.”

“The following foundation documents are not required to be made available to the general public. - governing documents - financial statements - conflict of interest policy certain documents and financial information may be found through other sources such as the arizona corporation commission or guidestar. Form 990, part xi, line 9 expired and terminated prior years grants $724,077 net change in northern trust note $ 76,415 -------- total $800,492 ========”

“HELIOS EDUCATION FOUNDATION IS DEDICATED TO CREATING OPPORTUNITIES FOR INDIVIDUALS IN ARIZONA AND FLORIDA TO ACHIEVE A POSTSECONDARY EDUCATION. THE FOUNDATIONS WORK IS DRIVEN BY ITS FOUR FUNDAMENTAL BELIEFS: 1) COMMUNITY - EDUCATION CHANGES LIVES AND STRENTHENS COMMUNITIES. 2) INVESTMENT EDUCATION IS AN INVESTMENT, NOT AN EXPENSE. 3) EQUITY EVERY STUDENT, REGARDLESS OF ZIP CODE, DESERVES A HIGH- QUALITY EDUCATION. 4) PARTNERSHIP THE FOUNDATION WILL ACHIEVE ITS MISSION THROUGH PARTNERSHIP AND COLLABORATION. Helios Education Foundation has a deep and longstanding commitment to the values of diversity, equity, and inclusion. We seek to integrate this commitment into all aspects of the Foundations operations and we seek the same commitment from our external partners. Our commitment is rooted in our mission, our values, and in our four fundamental beliefs of Community, Investment, Equity, and Partnership. HELIOS INVESTS IN PROGRAMS AND INITIATIVES ACROSS THE FULL EDUCATION CONTINUUM, FROM EARLY GRADE SUCCESS THROUGH POSTSECONDARY EDUCATION. HELIOS PARTNERS WITH UNIVERSITIES, COLLEGES, ELEMENTARY AND SECONDARY SCHOOLS, AND OTHER ELIGIBLE EDUCATIONAL ORGANIZATIONS AS DESCRIBED IN SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. IN ARIZONA, WHERE LATINO STUDENTS COMPRISE THE LARGEST PERCENTAGE OF THE K-12 PUBLIC SCHOOL POPULATION, THE FOUNDATION IS IMPLEMENTING ITS ARIZONA LATINO STUDENT SUCCESS INITIATIVE FOCUSED ON PREPARING ALL STUDENTS FOR SUCCESS WITH EMPHASIS ON FIRST GENERATION, LOW-INCOME, AND UNDERSERVICED COMMUNITIES. IN FLORIDAS THREE LARGEST METROPOLITAN REGIONS, MIAMI, ORLANDO, AND TAMPA, HELIOS IS HELPING FIRST GENERATION, LOW-INCOME, AND UNDERSERVED STUDENTS ACHIEVE A POSTSECONDARY EDUCATION THROUGH THE FOUNDATIONS REGIONAL STUDENT SUCCESS INITIATIVE. THE FOUNDATION'S COMMITMENT TO EDUCATION IS LONG-TERM AND ITS FINANCIAL SUPPORT IS FOCUSED ON INVESTING IN SUSTAINABLY IMPACT THE EDUCATIONAL SUCCESS OF ALL STUDENTS. DURING FY20, HELIOS EDUCATION FOUNDATION PROVIDED APPROXIMATELY $17.5 MILLION IN GRANTS AND $237 THOUSAND IN-KIND GIVING TO EDUCATIONAL ORGANIZATIONS LOCATED IN ARIZONA AND FLORIDA. THIS FUNDING AND IN-KIND GIVING PROVIDED SUPPORT TO SCHOOLS, UNIVERSITIES AND OTHER EDUCATIONAL ORGANIZATIONS AND NON-PROFITS THAT IMPROVE THE CONDITIONS OF AND ACCESS TO EDUCATION. HELIOS VIEWS COLLABORATION AND PARTNERSHIP AS A KEY COMPONENT TO CULTIVATING INNOVATIVE IDEAS AND DEVELOPING SOLUTIONS TO THE COMPLEX CHALLENGES FACING EDUCATION. THROUGH COLLABORATION, STRATEGIC PARTNERSHIPS, AND INVESTMENTS, HELIOS FOCUSES ITS WORK IN THREE AREAS: EARLY GRADE SUCCESS, COLLEGE AND CAREER READINESS AND POSTSECONDARY COMPLETION. PRIORITIES IN ACHIEVING OUR LONG-TERM GOAL: 1) EARLY GRADE SUCCESS - HELIOS IS PARTNERING TO ENSURE CHILDREN IN ARIZONA AND FLORIDA, AGES BIRTH TO EIGHT, ENTER KINDERGARTEN PREPARED TO SUCCEED AND ARE READING AT GRADE LEVEL BY THE END OF THIRD GRADE. 2) COLLEGE AND CAREER READINESS - THROUGH THE FOUNDATIONS COLLEGE AND CAREER READINESS INITIATIVE, HELIOS IS CREATING PARTNERSHIPS THAT STRIVE FOR ALL ARIZONA AND FLORIDA HIGH SCHOOL GRADUATES TO BE PREPARED TO ENTER COLLEGE AND PURSUE AND COMPLETE A POSTSECONDARY EDUCATION. 3) POSTSECONDARY COMPLETION IMBEDDED IN THE FOUNDATION'S POSTSECONDARY COMPLETION STRATEGIES IS A FOCUS AND CONCENTRATION IN ASSISTING MORE TRADITIONALLY UNDERSERVED STUDENTS IN ARIZONA AND FLORIDA ACCESS, PERSIST AND ATTAIN A HIGH-QUALITY POSTSECONDARY CERTIFICATE OR DEGREE.”

“The following due diligence and oversight procedures are followed prior to awarding and funding a grant: the foundations due diligence process for first-time grantees begins in early conversations between the community engagement lead and the prospective partner (grantee). Management and financial risk are informally explored through questions such as: 1. What is the organizations process or practices for financial planning? This question seeks to understand: a. Whether financial planning happens, with what longitudinal outlook, and to what degree b. The planning timeframe annual or multi-year c. The degree to which the planning is inclusive or functional areas or siloed d. How financial management is aligned to organizational goals 2. How does the organization consider and plan for the full cost of operations? A. Do financial practices ensure operational costs are covered over time? B. Ability to identify any potential hidden issues 3. What were the key findings of the most recent audit? 4. How does your organization think about and account for indirect costs? - community engagement lead may use this question to start a financial conversation that can evolve potential partners expect limitations on indirect costs. When exploratory conversations lead to an invitation to submit a concept paper, the prospective partner validates two compliance criteria in the foundation's grant management program when they establish their online profile: existence of equal opportunity employer and anti-discrimination policies. Concurrently, grants administration obtains the most recent management audit letter from the organization, and, using publicly available information from guidestar by candid, collects information to document the following: -irs nonprofit status and category -net revenue -top 3 revenue sources -liquidity -solvency -cash on hand -percent of project funding requested from helios -helios grant request as a percent of organizational annual budget project lead in collaboration with broader team considers any potential risks and how to manage them should the foundation choose to invite a full proposal following assessment of the concept paper. Once a grant has been awarded, a customized contract is developed and executed. Contracts generally contain customized deliverables including interim reporting, site visits, and final report. Deliverables are entered into a tracking database and monitored for compliance. Community engagement staff, in collaboration with grant administration staff, monitors grant compliance and proactively addresses any grant exceptions. Returning grantees proposing a new project provide a current management audit letter. If the foundation is aware of other areas of particular concern through past work with the grantee, additional documents may be requested (e.g., annual operating budget). Existing grantees with multi-year projects in progress are not required to renew any due diligence documents during the course of the grant.”

“As described in part iii of the form 990, helios education foundation focuses its community investments across three priority areas: 1) early grade success; 2) college and career readiness; and 3) postsecondary completion. Early grade success for our youngest children, we are working to create learning opoortunities that will prepare children to enter kindergarten and read at grade level by the end of third grade through: - fostering collaborative and sustainable early childhood education systems - improving access and quality of early childhood professional development - bridging early childhood and k-3 education college and career readiness - ensuring arizona and florida high school graduates are prepared to enter the workforce or credit-bearing college courses without remediation by: - improving academic rigor and relevance - embedding a college-going culture by fostering high expectations and engaging communities postsecondary completion - helping traditionally underserved students in arizona and florida access, persist and attain a high-quality postsecondary certificate or degree by: - structuring supports to facilitate successful transition to credit bearing courses - constructing scholarships to support persistence and completion - focusing supports and guidance on certificate and degree pathways innovative - programs aligned to the values, vision and mission of the foundation that fall outside of our other priority areas.”