Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 38,960,652 | 16,115,471 | 27,482,118 | 46,371,399 | 20,430,328 | 149,359,968 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 38,960,652 | 16,115,471 | 27,482,118 | 46,371,399 | 20,430,328 | 149,359,968 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | 46,636,260 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 102,723,708 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 38,960,652 | 16,115,471 | 27,482,118 | 46,371,399 | 20,430,328 | 149,359,968 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 24,046 | 80,345 | 272,169 | 395,367 | 101,343 | 873,270 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 282,730 | 1,782 | 5,751 | 5,009 | 319 | 295,591 |
| 11 | Total support. Add lines 7 through 10 | 150,528,829 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2020 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2020 |
(iii) Distributable Amount for 2020 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2020 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2020: | ||||
| a From 2015....... | ||||
| b From 2016....... | ||||
| c From 2017....... | ||||
| d From 2018....... | ||||
| e From 2019....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2020 distributable amount | ||||
|
i
Carryover from 2015 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2020 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2020 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2020, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2020. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2021. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2016..... | ||||
| b Excess from 2017..... | ||||
| c Excess from 2018..... | ||||
| d Excess from 2019..... | ||||
| e Excess from 2020..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 1, MISSION STATEMENT: | NEW PROFIT IS A NONPROFIT VENTURE PHILANTHROPY ORGANIZATION THAT BACKS BREAKTHROUGH SOCIAL ENTREPRENEURS WHO ARE ADVANCING EQUITY AND OPPORTUNITY IN AMERICA. NEW PROFIT'S STRATEGY FOCUSES ON BUILDING A BREAKTHROUGH PORTFOLIO OF GRANTEE-PARTNERS TO TAKE ON ENTRENCHED SYSTEMIC CHALLENGES IN AMERICA, INCLUDING BY DRIVING RESOURCES AND SUPPORT TO BLACK, INDIGENOUS, AND LATINO/A/X SOCIAL ENTREPRENEURS WHO HAVE UNIQUE PROXIMITY TO SOLUTIONS, BUT FACE STARK RACIAL FUNDING DISPARITIES IN PHILANTHROPY; AND INVESTING IN SOCIAL ENTREPRENEURS WITH NEW SYSTEMS CHANGE MODELS ACROSS A RANGE OF ISSUES. LEARN MORE AT WWW.NEWPROFIT.ORG. |
| FORM 990, PART III, LINE 4A, PROGRAM SERVICE ACCOMPLISHMENTS: | PORTFOLIO INVESTING - SOCIAL ENTREPRENEURS-EDUCATION AND OTHER WE STAND SHOULDER-TO-SHOULDER WITH SOCIAL ENTREPRENEURS IN SUPPORT OF THEIR VISION, WITH A SPECIFIC FOCUS ON HELPING THEM BUILD THE CAPACITY OF THEIR ORGANIZATIONS, WHICH IS KEY TO STRENGTHENING THEIR LONG-TERM IMPACT AND SUSTAINABILITY. WE ARE COMMITTED TO BACKING SOCIAL ENTREPRENEURS WHO CENTER EQUITY IN THEIR WORK AND WHO ARE PROXIMATE TO THE COMMUNITIES WE COLLECTIVELY AIM TO SERVE. PROXIMATE LEADERS BRING SKILLS, INSIGHTS, RELATIONSHIPS, AND EXPERTISE THAT OUR SOCIETY NEEDS TO ADVANCE EQUITABLE WELLBEING. OUR BIGGEST SOCIETAL CHALLENGES ARE COMPLEX AND INTERCONNECTED, SO WE BELIEVE PROGRESS DEPENDS ON INVESTING IN A BROAD RANGE OF ISSUE AREAS. WE PROVIDE TWO LEVELS OF FUNDING AND STRATEGIC SUPPORT TO ORGANIZATIONS IN OUR PORTFOLIO: "BUILD INVESTMENTS AND "CATALYZE INVESTMENTS." THROUGH OUR BUILD INVESTMENTS, WE PROVIDE GRANTEE-PARTNERS A $1M+ MULTI-YEAR, UNRESTRICTED GRANT AND DEEP ADVISORY SUPPORT. A DEDICATED NEW PROFIT DEAL PARTNER SERVES AS A TRUSTED ADVISOR TO THE SOCIAL ENTREPRENEUR AND AS A MEMBER OF THE ORGANIZATION'S BOARD OF DIRECTORS. OUR SUPPORT IS GEARED TOWARDS BUILDING THE LEADERSHIP CAPACITY OF SOCIAL ENTREPRENEURS AND THEIR ABILITY TO MAKE STRATEGIC CHOICES AS THEY NAVIGATE CHANGE AND GROWTH. THOUGH OUR CATALYZE INVESTMENTS, WE PROVIDE $50K-$100K UNRESTRICTED GRANTS, STRATEGIC ADVICE, AND A PEER LEARNING COMMUNITY OVER ONE TO TWO YEARS TO CATALYZE THE INNOVATIONS OF ORGANIZATIONS WITH LEADERS AND FOCUS AREAS THAT HAVE BEEN HISTORICALLY UNDERINVESTED IN BY PHILANTHROPY. OUR COHORT MODEL ENABLES THE SOCIAL ENTREPRENEURS TO FORM A PEER LEARNING COMMUNITY, WHICH OFFERS AN OPPORTUNITY FOR THEM TO CONNECT, GIVE ADVICE AND SUPPORT TO EACH OTHER, AND PARTICIPATE IN A SERIES OF IN-PERSON AND VIRTUAL CONVENINGS STRUCTURED AROUND TACKLING KEY LEADERSHIP AND ORGANIZATIONAL CHALLENGES THEY FACE IN ORDER TO DEEPEN THEIR IMPACT AND SCALE THEIR MODELS. OUR GRANTEE-PARTNERS ARE DRIVING IMPACT IN EDUCATION, POSTSECONDARY AND CAREER PATHWAYS, HEALTH, ECONOMIC MOBILITY, CRIMINAL JUSTICE, AND CIVIC ENGAGEMENT. EDUCATION WE INVEST IN INNOVATIVE ORGANIZATIONS WORKING TO ADDRESS THE LEARNING ASSETS AND NEEDS OF ALL STUDENTS, WITH A GOAL OF FOSTERING GREATER COLLABORATION ACROSS THE FULL EDUCATION CONTINUUM FROM EARLY CHILDHOOD TO K-12 TO POST-SECONDARY. WE INVEST IN ORGANIZATIONS CREATING AND SPREADING HIGH-QUALITY LEARNING EXPERIENCES (BOTH IN SCHOOL AND OUT OF SCHOOL) THAT PROMOTE COMPREHENSIVE STUDENT DEVELOPMENT, INDIVIDUALIZED LEARNING PATHWAYS, AND LEARNER AGENCY. WE ALSO INVEST IN EFFORTS TO INFORM AND ORGANIZE PARENTS, YOUNG PEOPLE, TEACHERS, AND COMMUNITIES-INDIVIDUALLY AND COLLECTIVELY-SO THAT THEY CAN EXERCISE THEIR INNATE POWER TO CREATE AND SUSTAIN THESE LEARNING ENVIRONMENTS. PERSONALIZED LEARNING (2017-2021) WAS LAUNCHED IN 2017 WITH SUPPORT THROUGH A COLLABORATION BETWEEN NEW PROFIT, THE CHAN ZUCKERBERG INITIATIVE, AND THE BILL & MELINDA GATES FOUNDATION. THIS INITIATIVE IS AN EFFORT TO INVEST IN PROMISING NEW APPROACHES AND TECHNOLOGIES THAT CAN GIVE STUDENTS MORE AGENCY IN THEIR OWN LEARNING JOURNEY AND PROVIDE TEACHERS WITH TOOLS TO TAILOR CLASSROOM INSTRUCTION TO THE UNIQUE NEEDS OF EACH STUDENT. AS A PART OF THIS FOUR-YEAR INITIATIVE, SEVEN ORGANIZATIONS ARE RECEIVING A $1M UNRESTRICTED GRANT AND STRATEGIC ADVISORY SUPPORT FROM NEW PROFIT, AND EACH OF THE ORGANIZATION'S CEOS ARE PARTICIPATING IN A PEER LEARNING COMMUNITY TO SHARE INSIGHTS ACROSS DIFFERENT MODELS AND TO PARTNER TO ACCELERATE THE OVERALL DEVELOPMENT OF THE FIELD. WELLBEING IN EDUCATION (2020-2024) WAS LAUNCHED IN 2020 TO INVEST IN ORGANIZATIONS THAT ACTIVELY ADVANCE THE WELLBEING OF THEIR CONSTITUENTS AS A PRIMARY ELEMENT OF THEIR MODEL. THIS INCLUDES INVESTING IN ORGANIZATIONS THAT PROVIDE: SOCIAL EMOTIONAL LEARNING FOR YOUNG PEOPLE, EDUCATORS, AND/OR FAMILIES; MENTAL HEALTH SUPPORTS TO ASSIST STUDENTS, AND; ONGOING WELLBEING SUPPORTS FOR YOUNG PEOPLE, EDUCATORS, AND FAMILIES AS THEY NAVIGATE A VARIETY OF CHALLENGES - PERSONAL AND EDUCATIONAL - WHILE ESTABLISHING A 'NEW NORMAL'. OTHER UNLOCKED FUTURES (2017-2021) LAUNCHED IN 2017 AS A PARTNERSHIP BETWEEN NEW PROFIT AND JOHN LEGEND'S FREEAMERICA WITH FOUNDING SUPPORT FROM BANK OF AMERICA, AS PART OF THE LATTER'S BROADER FOCUS ON REMOVING BARRIERS TO SUCCESS FOR VULNERABLE POPULATIONS. EIGHT SOCIAL ENTREPRENEURS FROM ACROSS AMERICA WHO FOUNDED MISSION-DRIVEN ORGANIZATIONS WERE SELECTED TO BE PART OF THE SECOND COHORT, AND EACH IS WORKING TO BREAK DOWN BARRIERS TO SUCCESSFUL REENTRY INTO SOCIETY FOR MILLIONS OF PEOPLE RETURNING FROM INCARCERATION AND TO REFORM THE CRIMINAL JUSTICE SYSTEM OVERALL. CIVIC LAB (2019-2024) LAUNCHED IN 2019 WITH THE AIM TO INVEST IN 30 NONPARTISAN DEMOCRACY ORGANIZATIONS BY 2024 IN ORDER TO ADDRESS THE CRISIS OF CIVIC TRUST IN AMERICA AND THE LACK OF PHILANTHROPIC INVESTMENT IN OUR DECLINING CIVIC INFRASTRUCTURE. IN ITS INAUGURAL YEAR, CIVIC LAB INVESTED IN SEVEN LEADING DEMOCRACY ORGANIZATIONS THAT ADDRESS DEMOCRACY-RELATED ISSUES FROM THE LACK OF ENDURING INFRASTRUCTURE TO BUILD CIVIC POWER TO AN OPAQUE AND ELITE-DOMINATED POLITICAL AND POLICY INDUSTRY, TO NARRATIVE AND PRACTICES THAT REINFORCE SYSTEMIC RACISM. POSTSECONDARY INNOVATIONS FOR EQUITY (2020-2025) LAUNCHED IN 2020 TO SUPPORT INNOVATORS THAT ARE BUILDING EVIDENCE BEHIND NEW APPROACHES TO CONNECTING YOUNG ADULTS FROM LOW-INCOME COMMUNITIES WITH THE POSTSECONDARY CREDENTIALS AND WORK EXPERIENCE NEEDED TO ACCESS UPWARDLY MOBILE CAREERS. AN INITIATIVE OF LEARN TO EARN, NEW PROFIT'S POSTSECONDARY AND CAREER STRATEGY, PIE IS A TWO-PHASE EFFORT. THE FIRST 20 GRANTEE-PARTNERS WILL BE ELIGIBLE FOR THE SECOND PHASE OF THE PIE INITIATIVE, SLATED FOR LAUNCH IN 2021, IN WHICH SELECTED ORGANIZATIONS WILL EACH RECEIVE $1 MILLION BUILD INVESTMENTS FROM NEW PROFIT OVER FOUR YEARS TO FURTHER ADVANCE AND SCALE THEIR IMPACT. EDCATALYST (2020-2021) IS AN INITIATIVE TO SUPPORT A SET OF HIGH POTENTIAL ORGANIZATIONS SPEARHEADING INNOVATION IN K-16 EDUCATION AND BEYOND ON THEIR CAPACITY BUILDING TO ACCELERATE THEIR GROWTH AND POTENTIAL FOR SCALED IMPACT. THE ORGANIZATIONS AND THEIR VISIONARY LEADERS ARE WORKING DIRECTLY ON ADVANCING EDUCATIONAL EQUITY FOR LEARNERS FROM HISTORICALLY UNDERSERVED POPULATIONS, FROM ENGLISH LANGUAGE LEARNERS TO FIRST-GENERATION COLLEGE STUDENTS. |
| FORM 990, PART III, LINE 4B, PROGRAM SERVICE ACCOMPLISHMENTS: | PORTFOLIO INVESTING - SYSTEMS ENTREPRENEURS SYSTEMIC SOLUTIONS INITIATIVE SSI BACKS INNOVATIVE, NIMBLE LEADERS WHO SEE A PATHWAY TO DISRUPTING AND RESHAPING SYSTEMS, AND FOSTERING NEW CAPACITY IN THEM, TO ACHIEVE EQUITABLE AND SUSTAINABLE OUTCOMES. SSI HAS KEY THREE OBJECTIVES IN SUPPORT OF THIS GOAL: (1) IDENTIFY AND INVEST IN PROMISING "SYSTEM ENTREPRENEURS" WHO HAVE THE POTENTIAL TO CREATE NATIONALLY SIGNIFICANT SYSTEMIC IMPACT; (2) DEVELOP FRAMEWORKS AND TOOLS NEEDED TO ADVISE AND SCALE HIGH-POTENTIAL SYSTEMS CHANGE INITIATIVES; AND (3) FOSTER A LEARNING COMMUNITY OF LIKE-MINDED SYSTEMS CHANGE ACTORS (E.G., FUNDERS, ENTREPRENEURS, AND PRACTITIONERS). IN ADDITION TO MAKING INVESTMENTS IN SYSTEMS ENTREPRENEURS AND THEIR ORGANIZATIONS, THE SSI TEAM FACILITATES A GROWING LEARNING COMMUNITY OF OVER 50 SYSTEMS CHANGE LEADERS - INCLUDING ENTREPRENEURS, FUNDERS, AND PRACTITIONERS - WHO ENGAGE IN COLLABORATIVE DISCUSSIONS TO BUILD THE FIELD'S UNDERSTANDING OF THE WORK OF SYSTEMS CHANGE AND THE CAPABILITIES REQUIRED. THE LEARNING COMMUNITY REGULARLY MEETS FOR IN-PERSON WORKING SESSIONS TO DISCUSS PROBLEMS OF PRACTICE AND ARE ACTIVE THOUGHT PARTNERS TO THE SSI TEAM. EARLY CHILDHOOD SUPPORT ORGANIZATION INITIATIVE THROUGH THE EARLY CHILDHOOD SUPPORT ORGANIZATION (ECSO) INITIATIVE, WE ARE WORKING TO PROVIDE RESOURCES AND ALIGN FINANCIAL INCENTIVES TO SUPPORT BETTER EARLY EDUCATION OUTCOMES FOR CHILDREN FROM LOW-INCOME COMMUNITIES. ECSO IS A $20M PUBLIC-PRIVATE PARTNERSHIP BETWEEN NEW PROFIT AND THE COMMONWEALTH OF MASSACHUSETTS DEPARTMENT OF EARLY EDUCATION AND CARE (EEC). THE INITIATIVE BACKS ECSOS, WHICH WILL SERVE AS INTERMEDIARY ORGANIZATIONS THAT PARTNER WITH LOCAL CENTER AND FAMILY-BASED EARLY CHILDHOOD PROVIDERS TO HELP THEM IMPLEMENT EVIDENCE-BASED STRATEGIES TO ACHIEVE HIGHER-QUALITY PROGRAM DELIVERY AND LONG-TERM IMPACT. FUTURE OF WORK NEW PROFIT AND A COALITION OF PARTNERS LAUNCHED THE FUTURE OF WORK GRAND CHALLENGE IN 2020. THE CROSS-SECTOR, EQUITY-FOCUSED EFFORT AIMS TO RAPIDLY RESKILL 25,000 DISPLACED WORKERS INTO HIGHER-WAGE JOBS IN 24 MONTHS AND EQUIP INFLUENTIAL WORKFORCE BOARDS WITH VETTED TOOLS TO SUPPORT THE WAVE OF DISPLACED WORKERS IN SIX MONTHS. NEW PROFIT'S FUTURE OF WORK STRATEGY AIMS TO ALIGN EMPLOYER, NONPROFIT, PHILANTHROPIC, AND GOVERNMENT SECTORS TO CREATE A NEW LEARNING ECOSYSTEM THAT WORKS FOR THE MOST VULNERABLE AMERICANS. |
| FORM 990, PART III, LINE 4C, PROGRAM SERVICE ACCOMPLISHMENTS: | PORTFOLIO PERFORMANCE & SUPPORT NEW PROFIT ASSUMES A VARIETY OF ROLES INCLUDING WITH GRANTEE-PARTNERS INCLUDING ADVISOR, COACH, AND BOARD MEMBER IN ORDER TO PROVIDE STRATEGIC GUIDANCE GEARED TOWARDS BUILDING ORGANIZATIONS' KEY CAPABILITIES. WE BELIEVE THAT INCREASES IN THESE CAPABILITIES - INCLUDING LEADERSHIP, IMPACT MODEL, STRATEGIC MANAGEMENT AND PLANNING, AND ECONOMIC MODEL - ARE THE NECESSARY FOUNDATION FOR IMPACT, SCALE, AND REACH AND SUSTAINABILITY, IN THE LONG-TERM. THROUGHOUT THE INVESTMENT PERIOD, NEW PROFIT ALSO INVITES GRANTEE-PARTNERS AND ALUMNI TO TAKE PART IN CONVENINGS THAT BRING TOGETHER PEER ORGANIZATIONS, FIELD EXPERTS, AND PHILANTHROPIC PLAYERS FROM ACROSS OUR NATIONAL NETWORK. |
| FORM 990, PART VI, SECTION B, LINE 11B | CERTAIN EMPLOYEES OF THE ORGANIZATION REVIEW THE FORM 990 PRIOR TO THE FILING. IN ADDITION, THE FULL FORM 990 WAS REVIEWED BY NEW PROFIT'S FINANCE COMMITTEE BEFORE BEING FILED WITH THE IRS. A FULL COPY OF THE 990 WAS EMAILED TO THE ENTIRE BOARD PRIOR TO ITS FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE NEW PROFIT BOARD OF DIRECTORS ADOPTED A CONFLICT OF INTEREST POLICY IN 2005 AND REVISED THE DOCUMENT DURING 2009 AND 2011. ALL NEW DIRECTORS ARE GIVEN A COPY OF THE POLICY WHEN THEY ARE VOTED ONTO THE BOARD. ALL BOARD MEMBERS ARE ALSO REQUIRED TO DISCLOSE INTERESTS THAT COULD GIVE RISE TO CONFLICTS AND PROVIDE ANNUAL CONFLICT OF INTEREST SIGNOFFS. ADDITIONALLY, WHEN DIRECTORS HAVE DIRECT RELATIONSHIPS WITH CURRENT PORTFOLIO ORGANIZATIONS OR PIPELINE ORGANIZATIONS (E.G. THEY SERVE ON THE BOARD OF AN ORGANIZATION), DIRECTORS ARE ASKED TO RECUSE THEMSELVES FROM VOTING WHEN DECISIONS REGARDING THESE ORGANIZATIONS ARE MADE BY THE BOARD OF DIRECTORS. WHEN COMPENSATION OF MANAGEMENT IS DISCUSSED AND DECIDED BY THE BOARD, DIRECTORS WITH DIRECT RELATIONSHIPS WITH INDIVIDUALS ON THE MANAGEMENT TEAM ARE ASKED TO RECUSE THEMSELVES. |
| FORM 990, PART VI, SECTION B, LINE 15 | COMPENSATION FOR CERTAIN MEMBERS OF NEW PROFIT'S EXECUTIVE TEAM IS SET BY THE COMPENSATION COMMITTEE OF THE NEW PROFIT BOARD OF DIRECTORS. AS INPUT TO THIS DECISION-MAKING PROCESS, MANAGEMENT PROVIDES THE BOARD'S COMPENSATION COMMITTEE WITH SALARY DATA FOR COMPARABLE POSITIONS WITHIN COMPARABLE ORGANIZATIONS, AN ASSESSMENT OF NEW PROFIT'S PERFORMANCE AGAINST GOALS FOR THE PREVIOUS FISCAL YEAR, AND PERFORMANCE ASSESSMENTS FOR EACH STAFF MEMBER, INCLUDING A SELF-ASSESSMENT. MANAGEMENT MEETS WITH THE COMPENSATION COMMITTEE TO DISCUSS THE MATERIAL PROVIDED. THE COMPENSATION COMMITTEE THEN MEETS INDEPENDENTLY TO DETERMINE COMPENSATION. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE DOCUMENTS ARE PROVIDED UPON REQUEST AND IN ACCORDANCE WITH APPLICABLE STATES AND FEDERAL LAWS. |
| FORM 990, PART IX, LINE 11G | OTHER PROFESSIONAL FEES: PROGRAM SERVICE EXPENSES 5,178,945. MANAGEMENT AND GENERAL EXPENSES 213,194. FUNDRAISING EXPENSES 388,642. TOTAL EXPENSES 5,780,781. |
| FORM 990, PART XI, LINE 9: | CANCELLED COMMITMENTS RECEIVABLE -75,000. PROVISION FOR UNCOLLECTIBLE COMMITMENTS 211,286. |
| FORM 990, PART XII, LINE 2C: | THE PROCESS HAS NOT CHANGED FROM THE PRIOR YEAR. |
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| Software Version: |