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)
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(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 1,229,855 | 963,872 | 1,130,617 | 1,870,608 | 3,802,087 | 8,997,039 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | 0 | |||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 4 | Total. Add lines 1 through 3 | 1,229,855 | 963,872 | 1,130,617 | 1,870,608 | 3,802,087 | 8,997,039 |
| 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) .. | 3,548,364 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 5,448,675 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 1,229,855 | 963,872 | 1,130,617 | 1,870,608 | 3,802,087 | 8,997,039 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 11,575 | 5,504 | 782 | 9,187 | 27,048 | |
| 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.).. | 5,000 | 5,701 | 10,701 | |||
| 11 | Total support. Add lines 7 through 10 | 9,034,788 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (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) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (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 on 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 2022 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-2022 |
(iii) Distributable Amount for 2022 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2022 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2022 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2022: | ||||
| a From 2017....... | ||||
| b From 2018....... | ||||
| c From 2019....... | ||||
| d From 2020....... | ||||
| e From 2021....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2022 distributable amount | ||||
|
i
Carryover from 2017 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2022 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2022 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2022, 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 2022. 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 2023. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2018..... | ||||
| b Excess from 2019..... | ||||
| c Excess from 2020..... | ||||
| d Excess from 2021..... | ||||
| e Excess from 2022..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|
| Software ID: | 22015565 |
| Software Version: | 2022v5.0 |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| Form 990, Part VI, Section B, Line 11b | The Chief of Staff reviews the Form 990 with the CEO. Board members are emailed a copy of the Form 990 for review prior to filing. |
| Form 990, Part VI, Section B, Line 12c | Members of the Board are covered under the conflict of interest policy; all members must sign a Conflict of Interest Policy & Form. Duty To Disclose: In connection with any actual or possible conflict of interest, an interested person must disclose the existence of the financial interest and be given the opportunity to disclose all material facts to the directors and members of committees with governing board-delegated powers considering the proposed transaction or arrangement. Determining Whether a Conflict of Interest Exists: After disclosure of the financial interest and all material facts, and after any discussion with the interested person, he or she shall leave the governing board or committee meeting while the determination of a conflict of interest is discussed and voted upon. The remaining board or committee members shall decide if a conflict of interest exists. Procedures for Addressing the Conflict of Interest: An interested person may make a presentation at the governing board or committee meeting, but after the presentation, he or she shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. The chair of the governing board or committee shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. After exercising due diligence, the governing board or committee shall determine whether the organization can obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a conflict of interest. If a more advantageous transaction or arrangement is not reasonably possible under circumstances not producing a conflict of interest, the governing board or committee shall determine by a majority vote of the disinterested directors whether the transaction or arrangement is in the organization's best interest, for its own benefit, and whether it is fair and reasonable. In conformity with the above determination, it shall make its decision as to whether to enter into the transaction or arrangement. Violations of the Conflicts-of-Interest Policy: If the governing board or committee has reasonable cause to believe a member has failed to disclose actual or possible conflicts of interest, it shall inform the member of the basis for such belief and afford the member an opportunity to explain the alleged failure to disclose. If, after hearing the member's response and after making further investigation as warranted by the circumstances, the governing board or committee determines the member has failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action. |
| Form 990, Part VI, Section B, Line 15a | We run a market comparison analysis and recalculate career framework compensation levels every other year in Q3 starting 2021, following the release of the yearly Fair Pay for Northern California Nonprofits (FPNCAN) salary survey. Updated compensation levels go into effect for the following calendar year. For instance, compensation levels set in Q3 '21 based on the 2021 FPNCAN survey would become effective in January 2022. Salaries are determined by placement on our Career Framework, as determined by a team member's Performance Evaluation, led by their Manager (in the ED's case, the Board). The Career Framework lays out different Levels and Steps for each functional role, corresponding to a level of responsibility and performance. In 2021, there were two changes to ED compensation:- 2/1/21: ED comp adjustment per BoD performance review, from $121,000.00 to $135,000.00 - 8/1/21: Compensation adjustment per board approval, dated 7/7/21, effective 8/1/21. Email from Board Chair logged. From $135,000 to $150,000.00, to increase ED compensation above that of the incoming COO. This process last occurred in 2022. |
| Form 990, Part VI, Section B, Line 15b | We run a market comparison analysis and recalculate career framework compensation levels every other year in Q3 starting 2021, following the release of the yearly Fair Pay for Northern California Nonprofits (FPNCAN) salary survey. Updated compensation levels go into effect for the following calendar year. For instance, compensation levels set in Q3 '21 based on the 2021 FPNCAN survey would become effective in January 2022. Salaries are determined by placement on our Career Framework, as determined by a team member's Performance Evaluation, led by their Manager. The Career Framework lays out different Levels and Steps for each functional role, corresponding to a level of responsibility and performance. For the COO role specifically, we hired for this position and set a range of $125 - $140k, which reflected a wide range for various levels of expertise and experience. It was calculated based on our comp analysis of this role using the 50th - 75th percentile of salaries for our org size by budget. This process last occurred in 2022. |
| Form 990, Part VI, Section C, Line 19 | Copies of documents shall be made available upon request. |
| Page 12, Part XII - Financial Statements and Reporting | In 2022, the Organization exceeded $2 million in revenue. Accordingly, the Organization adopted the accrual basis of accounting (US GAAP) as required by the California Nonprofit Integrity Act. |
| Page 2, Part III, 4a - Program Accomplishments | (Cont'd from Page 2) The Educator Pathway (our first Career Pathway program in K-12 Education) makes up a bulk of those new students. We also secured a new partnership with Study.com to provide free access for aspiring teachers to prepare for teacher licensure exams through their diagnostic tools and academic modules. In our core College program, we focused on two key initiatives: 1) helping students stay on pace to graduation (we supported 22 new graduates this year!) through new academic programming, and 2) refining the ways we support our students' overall wellness. Each year, we also collect feedback directly from students through our annual Student Experience Survey. Achieving a 75% response rate in 2022, we were able to capture the broad, diverse experiences of our student body. Our main measure of student satisfaction is our Net Promoter Score (NPS). Our 2022 NPS is 87, considered "world classX and representative of the stellar educational experience we craft for our students. This fall, we launched access to altAid, which provides up to $500 in direct payments to students who have a high-stakes, one-time financial need. Coupled with our in-house emergency grant program, we disbursed nearly 100 emergency grants totalling over $70,000 in 2022 to help students resolve everyday issues preventing them from focusing on college. The top three reasons for accessing this aid included covering medical bills, adjusted work hours, and rising household expenses like food, gas and rent. And by the end of the year, we launched a new partnership with ThinkHopeful to support our students' mental health and wellness. ThinkHopeful combines an online wellness resource portal with anonymous, 1:1 coaching sessions available to 170 of our active students. Our Career team doubled in size this year. With added capacity, we were able to flesh out our first set of Career-related programs, and begin the nitty-gritty work of operations codification and data collection. This allowed us to finally onboard each newly enrolled student to learn about our Career Competencies framework and begin crafting personalized career goals. In addition to operationalizing our strategy, we also built out Career Central - a new online library full of organized, high quality resources to support our students on their unique career journey. This fall, we also launched a revamped version of our signature in-house externship program, RivetWorks, pairing ten Rivet School students with volunteers called Project Mentors at large employers and small local businesses. Finally, we deepened our partnerships with high quality third party organizations like Braven to provide personalized career programming and experiences for over 25 of our students. We also successfully became a Talent Development Partner of OneTen, a nationwide initiative to support Black Americans to secure great jobs in the knowledge economy. As of 12/31/22, we had 191 total composite students. Of these students, 75% were first generation college students; 71% were Black or Latino, 85% were working full-time, and 45% were parents. The median (individual, annual) income of our students in 2022 was $30,000, and the median age was 30 years old. 50% of our students are on pace to a 4-year completion rate, and 72% are on pace to a 6-year completion rate. Among graduated students, our median time to a BA degree is 2.4 years. Our 1-year retention rate is 88%, our 2-year retention rate is 70%, and our 3-year retention rate is 63%. The lifetime persistence of our students is 70%. As of 12/31/22, we've conferred 39 AA degrees and 46 BA degrees. 73% of our graduates have secured a "strong job" (either a full-time job (32-40 hours/week) at an annual salary of $47,000 or higher, with employer-provided paid time off and/or health benefits OR enrolled in a graduate program or fellowship requiring a BA degree. We also count graduates who state a desire for part-time work, but still meet the thresholds for benefits and (prorated) salary.) |
| Software ID: | 22015565 |
| Software Version: | 2022v5.0 |