2019-11-14T13:05:59-06:00 2018-12-31 GRANT THORNTON LLP 757 THIRD AVENUE 4TH FLOOR NEW YORK NY 100172013 990 2018-01-01 237379473 MDRC % MAHENDRA BUDHRAM CONTROLLER MDRC 2125323200 200 Vesey Street 23rd Floor NEW YORK NY 102812103 MAHENDRA BUDHRAM Controller 2125323200 2019-11-14 true Scott Thompsett P00741490 2125990100 209.220.136.124 26377520193185000016 2019-11-14 P 616499AAE914CCE770BB400E887BF1218FAF8889 53F3E6840D653250BC02858DC60F5F1014CD29E2 2018 2020-03-31 21:24:44Z Virginia Knox as of 101519 200 Vesey Street 23rd Floor NEW YORK NY 102812103 79630879 false X www.mdrc.org X 1974 DE MDRC is dedicated to improving the well- being of low-income people. Through our research, we seek to enhance the effectiveness of social policies & programs that affect the poor. 14 14 362 0 0 48554 62938410 65542515 1379036 1626223 1636821 2267636 0 0 65954267 69436374 6027932 6654796 0 0 36651736 36010377 0 0 6817 31591412 29696759 74271080 72361932 -8316813 -2925558 101295132 101779979 20315496 26403556 80979636 75376423 X FOUNDED IN 1974, MDRC IS A NONPROFIT, NONPARTISAN SOCIAL POLICY AND EDUCATION RESEARCH ORGANIZATION THAT IS DRIVEN BY ITS MISSION: MDRC IS DEDICATED TO LEARNING WHAT WORKS TO IMPROVE THE WELL-BEING OF LOW-INCOME PEOPLE. THROUGH OUR RESEARCH AND THE ACTIVE COMMUNICATION OF OUR FINDINGS, WE SEEK TO ENHANCE THE EFFECTIVENESS OF SOCIAL POLICIES AND PROGRAMS THAT AFFECT THE POOR. WITH A DIVERSE STAFF OF MORE THAN 350 AND OFFICES IN NEW YORK CITY, OAKLAND, LOS ANGELES, AND WASHINGTON, DC, MDRC CARRIES OUT ITS MISSION BY MOUNTING LARGE-SCALE EVALUATIONS OF GOVERNMENT AND COMMUNITY PROGRAMS TARGETED TO LOW-INCOME PEOPLE, DEVELOPING AND FIELD-TESTING PROMISING NEW APPROACHES, PROVIDING TECHNICAL ASSISTANCE, AND WORKING TO ENSURE THAT OUR EVIDENCE INFORMS THE DESIGN AND IMPLEMENTATION OF POLICIES AND PROGRAMS. WE HELPED PIONEER THE USE OF RANDOM ASSIGNMENT - THE SAME METHODOLOGY USED TO TEST NEW MEDICINES - IN SOCIAL POLICY RESEARCH. WORKING WITH OTHERS, MDRC IS BUILDING AN IMPORTANT BODY OF EVI false false 14214395 3116658 393240 Youth Development, Criminal Justice, and Employment MDRC was originally established to study programs for the "hard-to-employ," Americans who face serious obstacles to finding and keeping steady work. Our very first project, the National Supported Work Demonstration, tested the impact of paid work experience for long-term welfare recipients, ex-offenders, high school dropouts, and substance abusers, and it is still regarded as one of the most comprehensive sources of evidence on employment programs targeted to these groups. Today we are testing tailored interventions for specific hard-to-employ groups - young people disconnected from the worlds of school and work, young people and adults at risk of entering the criminal justice system, ex-prisoners reentering their communities, long-term welfare recipients, and people with work-limiting disabilities. The findings of our new studies as they emerge will dramatically expand the body of knowledge about how to address particular barriers to employment - and how to implement effective programs in the different public assistance, enforcement, and service delivery systems that interact with the hard-to-employ population. 11445350 976399 538655 Family Well-Being and Children's Development Children who grow up in poverty face much greater risks of academic failure, poor health, and emotional distress and, as adults, are more likely to be unemployed and poor. MDRC's studies on children and families are providing a new generation of reliable evidence for policymakers about strategies that benefit the social, emotional, and cognitive development of low-income children - some by improving the life prospects of parents and others by working directly with children. For more than two decades, MDRC has been a leader in an expanding field of research that examines how children are affected by welfare reform and other social policies that are primarily designed to affect the employment and income status of their parents. MDRC is studying several initiatives that seek to benefit children by building healthier family relationships, including federal Responsible Fatherhood programs. MDRC is the lead evaluator of the federal government's $1.5 billion investment in home visiting programs, which provide preventive services to families with young children to prevent child maltreatment, improve maternal and child health outcomes, and increase school readiness. Our child care and early education studies aim to deepen policymakers' understanding of the effects of early care environments, including Head Start. We have been a leader in developing and testing programs that bolster the emotional and behavioral development of preschoolers and the math skills of preschool children and kindergartners. We're leading the Expanding Children's Early Learning (ExCEL) Network, a collaboration of local officials, preschool providers, and researchers as active partners in innovation and evidence-building. K-12 Education For 25 years, MDRC has been learning what works best to raise the academic achievement of young people who are at risk of failing. We partner with public school systems, charter organizations, and national nonprofits to evaluate their programs and to use that information to help them develop evidence-based strategies for continuous program improvement. At a time of growing national and state interest in improving low-performing schools and better preparing students for college and work, our evaluations of comprehensive high school reform models and career and technical education programs have established MDRC as a respected voice in education research and policy and as a leader in designing rigorous education evaluations. At the elementary school level, we are studying a cluster of programs designed to raise literacy and math skills in elementary and middle schools and to improve teaching and learning by investing in the skills of teachers. Postsecondary Education Access to higher education has been greatly expanded since the mid-1960s. Unfortunately, rates of persistence and credential completion remain distressingly low, particularly at community colleges - where only one third of all students who enter with the intention of earning a degree or certificate actually meet this goal within six years. The reasons behind this problem are myriad: some have to do with the students themselves (for instance, a lack of adequate preparation in the K-12 system and the challenge of balancing work, family, and school responsibilities) and others are the result of institutional or policy constraints (for instance, insufficient advising and financial aid, uncertainty over how to teach basic skills to adults, and constraints in course offerings and inflexible scheduling). Policymakers and the philanthropic sector have focused new efforts on increasing student persistence and achievement in postsecondary education. Since the launch of its Opening Doors Demonstration in the early 2000s, MDRC has been at the forefront of developing and evaluating strategies to help students succeed, particularly students at community colleges and nonselective four-year institutions. Through our work, we have identified the most effective programs developed by others, helped replicate those programs in new contexts, and assisted communities and institutions in developing new interventions based on the best evidence available. 10632914 1015052 227558 Low-Wage Workers and Communities Long regarded as the premier investigator of policies to improve the lives of families on welfare, MDRC has brought its program development skills and reputation for methodological rigor to the challenge of learning how best to improve the economic health of low-income workers and communities. In a focused portfolio of projects, we are investigating strategies to "make work pay" - providing financial supports that build a safety net around work while continuing to encourage employment - and initiatives to help low-income people find more stable jobs, advance in the labor market, and achieve long-term self-sufficiency. Our studies are among the largest and evaluations of such interventions in the country. The concentration of poverty - and an associated lack of access to good jobs, affordable housing, quality goods and services, and economic and political resources - presents special challenges for improving the prospects of residents of low-income neighborhoods. MDRC has evaluated a number of "place-based" projects that addressed urban poverty and joblessness. Most notable of these was our Jobs-Plus initiative, one of the most ambitious employment programs ever attempted inside some of the nation's poorest inner-city housing projects. Based on the positive findings from Jobs-Plus, the U.S. Department of Housing and Urban Development (HUD) launched the program in nine locations across the country in 2015. Additional Program Service Accomplishments: Achievements in 2018 MDRC accomplishes its work through two technical assistance centers and seven departments focused on policy domains. Technical Assistance Centers: Center for Applied Behavioral Science (CABS) Too often, programs and policies do not consider the way people actually think and behave. It is often assumed that those most in need will find a way to overcome obstacles, but behavioral science demonstrates that even small hassles create barriers that prevent those in need of services from receiving them. Applying these insights can improve the way programs are designed and services are delivered. CABS has collaborated with scores of education and human service programs in more than two dozen states to develop and test behavioral interventions to improve outcomes for clients and students. CABS combines MDRC's expertise in social programs with insights from behavioral science. Projects that are affiliated with CABS develop innovative, low-cost interventions to improve the effectiveness of social programs and the experiences of the families and individuals receiving these services. Interventions are based on research from behavioral science, including behavioral economics, social psychology, cognitive psychology, and organizational behavior. Problems tackled by the Center address relevant policies in human services programs, educational settings, and employment training programs. Using a diagnostic methodology to identify opportunities most amenable to light-touch, high-impact interventions, CABS designs interventions and tests their impact through experimentation and provides technical assistance to social service agencies implementing such approaches. Center for Data Insights Across the social sector, government agencies, educational institutions, and nonprofit organizations are all benefiting from greater access both to more detailed and frequent data and to a variety of options for increased computing power. With data-science tools and guidance in applying them, practitioners can harness multiple sources of data to gain new insights about the individuals they serve, the contexts in which they operate, their staff members, and their program features. When such tools are incorporated into daily operations in a responsible way, they can help practitioners improve their programs and the lives of those they serve. With the launch of the MDRC Center for Data Insights, MDRC is furthering its long-standing commitment to helping our partners improve their programs and systems by harnessing the benefits of operational data-science techniques - those that produce actionable insights that can affect daily practice. Ranging from simple descriptive summaries to advanced machine learning algorithms, the center's projects aim to use institutions' increasingly rich data to provide new insights that can help them refine and target their services. Center for Effective Career and Technical Education Motivated by a desire to address both education and wage disparities, policymakers, educators, employers, and philanthropists have increasingly begun to invest in new models of career and technical education (CTE) that are based on the premise that all students need postsecondary credentials to adapt to an increasingly complex labor market. No longer simply a stand-alone vocational class in high school or an occupational skills course at a community college, CTE now encompasses a broad range of multi-faceted models - including career pathways, apprenticeships, sectoral training, and employer partnerships - and serves everyone from secondary and college students to at-risk youth and adult workers. Building on MDRC's 20-year history of studying CTE programs, the Center incubates new ideas, synthesizes findings and lessons learned, and disseminates this knowledge to policymakers, practitioners, and other researchers in order to ensure that expansion of CTE programs is informed by a growing evidence base. The Center draws on knowledge across education and training systems and uses a broad lens to detect cross-cutting issues, develop a targeted research agenda, and share findings. Center for Criminal Justice Research The criminal justice system is emerging from decades of "get tough" policies that quadrupled the rate of incarceration nationally, to the point where the United States, with less than 5 percent of the world's population, now holds more than 20 percent of the world's prisoners. Driven by budget pressures, questions about the most effective way to respond to crime, and concerns about unequal treatment under the law, a growing number of states and localities are reforming their criminal justice systems. They seek to reduce incarceration and increase fairness by changing the way cases are handled from the front end of the system (arrest and pretrial) to the back end (incarceration and reentry). The MDRC Center for Criminal Justice Research works with national and local criminal justice agencies, policymakers, courts, and community-based organizations to answer pressing questions and improve both the effectiveness of the criminal justice system and the outcomes of individuals involved in it. In 2019, MDRC plans to continue building knowledge in the policy areas in which we work and communicating the lessons from our demonstrations and evaluations to policymakers and practitioners at the federal, state, and local levels. Through our technical assistance centers, we'll be expanding our services to states, localities, and nonprofits, particularly in program improvement, predictive analytics, real-time data, analysis, and behavioral interventions. We'll continue to develop new tools to expand our dissemination efforts; to pioneer advances in research methodology; and to accelerate the development of projects with real-world lessons for policy and practice. Finally, we will embark on a leadership transition as MDRC President Gordon Berlin steps down after 15 years of accomplishment. Planned publications for 2019 . Results from the Evaluation of PACE Center for Girls . Results from the Mother and Infant Home Visiting Program Evaluation . How Can Community Colleges Increase Student Use of Year-Round Pell Grants? Two Proven Strategies to Boost Summer Enrollment . Early Findings from the Family Self-Sufficiency Program Evaluation . Findings from a Study of Teach For America's Summer Institutes . Evaluation of Pretrial Justice System Reforms That Use the Public Safety Assessment: Results from Mecklenburg, NC, and New Jersey . Microfinance in the United States: Early Impacts of the Grameen America Program . Missing from the Start: Engagement in New York City's Kindergarten Application . Interim Findings from the Detroit Promise Path Evaluation . The Chicago Community Networks: Mapping Neighborhood Networks . New York City's Small Schools of Choice: A First Look at Effects on Postsecondary Persistence and Labor Market Outcomes . Final Report on Aid Like A Paycheck . How Community-Based Organizations Can Use New York State Employment and Wage Data . College to Work: Findings from a Study of the Career Readiness Internship Program . Integrating Technology and Advising: Studying Enhancements to Colleges' iPASS Practices . Practitioner Perspectives on Equity in Career and Technical Education . Preschool to Third Grade Alignment: What Do We Know and What Are We Learning? . Integrating Workforce and College-Readiness Training into California's Adult Basic Skills Programs . 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Form 990, Schedule D, Part X, Line 2 MDRC follows guidance that clarifies the accounting for uncertainty in tax positions taken or expected to be taken in a tax return, including issues relating to financial statement recognition and measurement. This guidance provides that the tax effects from an uncertain tax position can only be recognized in the financial statements if the position is more-likely-than-not to be sustained if the position were to be challenged by a taxing authority. The assessment of the tax position is based solely on the technical merits of the position, without regard to the likelihood that the tax position may be challenged. MDRC is exempt from federal income tax under IRC section 501(c)(3), though it is subject to tax on income unrelated to its exempt purpose, unless that income is otherwise excluded by the Code. MDRC has processes presently in place to ensure the maintenance of its tax-exempt status; to identify and report unrelated income; to determine its filing and tax obligations in jurisdictions for which it has nexus; and to identify and evaluate other matters that may be considered tax positions. 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EACH RECIPIENT SIGNS AN AGREEMENT WITH MDRC WHICH SPECIFIES THE RESTRICTED PURPOSE AND PERIOD OF THE AWARD, A PAYMENT SCHEDULE, AND A REPORTING SCHEDULE FOR FINANCIAL AND PROGRAMMATIC REPORTS. MDRC FINANCE AND PROGRAMMATIC STAFF PERFORM A COORDINATED REVIEW OF REPORTS SUBMITTED TO ENSURE COMPLIANCE WITH THE TERMS OF THE AWARD. PROGRAMMATIC STAFF COMMUNICATE FREQUENTLY WITH RECIPIENTS REGARDING THE RESEARCH ACTIVITIES BEING FUNDED AND MAKE PERIODIC SITE VISITS TO THE RECIPIENT. IN ADDITION, FINANCE STAFF AT MDRC REVIEW AUDIT REPORTS OF RECIPIENTS AND PERIODICALLY PERFORM ON-SITE FINANCIAL REVIEWS. X X X X X false false false false false false false true false Gordon Berlin President 478088 106945 7454 24856 22768 640111 Jesus M Amadeo Sr. Vice President 338448 45944 12318 24856 22928 444494 Barbara Goldman Vice President 208494 3138 9432 17159 11550 249773 Frederick Doolittle Vice President 210618 6148 9741 17159 11550 255216 James A Riccio policy area director 218077 5699 6519 18471 33082 281848 Charles Michalopoulos Senior Fellow 226534 5817 3235 19416 14143 269145 Virginia W Knox Vice President 231344 8266 2608 20063 33778 296059 Dan J Bloom Vice President 225309 8210 2156 19820 34297 289792 Sharon Rowser Vice President 218394 3199 10901 18470 12257 263221 Carolyn Hill Senior Fellow 182502 52851 932 15454 36849 288588 Cynthia Miller Senior Fellow 189696 6734 2245 15424 35155 249254 Patricia Weiss Human Resources Director 186853 6734 2245 15318 34025 245175 Robert J Ivry Senior Vice Pres. (thru 08/18) 289986 23154 9401 21328 15421 359290 Part I, Line 7 The procedures used for determining bonus payouts to individuals listed in the Form 990, Part VII, are described in Schedule O, Part VI, Line 15 narrative. Form 990, Part VI - Policies & Procedures 990 REVIEW PROCESS THE FORM 990 REVIEW PROCESS AT MDRC INCLUDES AN INTERNAL REVIEW BY MDRC'S SENIOR VICE PRESIDENT/CHIEF FINANCIAL OFFICER AND PRESIDENT, AS WELL AS EXTERNAL REVIEW BY GRANT THORNTON. THE FORM 990 IS THEN REVIEWED BY THE AUDIT COMMITTEE OF THE BOARD OF DIRECTORS. THE FULL BOARD IS PROVIDED WITH A COPY OF THE FORM 990 PRIOR TO ITS BEING FILED WITH THE IRS. THE FULL BOARD DISCUSSES THE FORM 990 POST-FILING AT ITS SCHEDULED ANNUAL MEETING IN DECEMBER. PART VI, SECTION B LINE 12C CONFLICT OF INTEREST POLICY ENFORCEMENT & MONITORING DIRECTORS AND OFFFICERS ARE REQUIRED TO COMPLETE AND SIGN AN ANNUAL CONFLICT OF INTEREST DISCLOSURE STATEMENT. THE STATEMENTS ARE REVIEWED BY THE CORPORATE SECRETARY AND THE PRESIDENT FOR ACTUAL OR POSSIBLE CONFLICTS OF INTEREST. IF ANY IS DISCLOSED, OR INFERRED, THESE ACTUAL OR POSSIBLE CONFLICTS OF INTEREST ARE BROUGHT TO THE ATTENTION OF THE CHAIRMAN OF THE BOARD. IN RESPONSE, THE CHAIRMAN MIGHT CONVENE A GROUP OF DISINTERESTED DIRECTORS TO DISCUSS AND ADDRESS THE CONFLICT. ALL EMPLOYEES, INCLUDING OFFICERS WHO ARE ALSO STAFF MEMBERS AND KEY EMPLOYEES, ARE REQUIRED TO READ AND SIGN A CODE OF ETHICS, WHICH INCLUDES INFORMATION ABOUT CONFLICTS OF INTEREST. ANNUALLY, EACH EMPLOYEE MUST SIGN A STATEMENT DISCLOSING THE PRESENCE OR ABSENCE OF CONFLICTS OF INTEREST ON BEHALF OF THE EMPLOYEE AND FAMILY MEMBERS. FAILURE TO DO SO CAN RESULT IN DISCIPLINARY ACTION UP TO AND INCLUDING TERMINATION. THESE STATEMENTS ARE REVIEWED BY THE HUMAN RESOURCES DEPARTMENT AND, AS APPROPRIATE, BY COUNSEL FOR A DETERMINATION REGARDING ACTION THAT SHOULD FOLLOW THE REPORTING OF AN ACTUAL OR POTENTIAL CONFLICT. IN ADDITION TO THE REQUIRED ANNUAL REPORT, ALL EMPLOYEES ARE INSTRUCTED BY THE CODE OF ETHICS THAT THEY HAVE A RESPONSIBILITY TO REPORT A VIOLATION OF THE CODE. EMPLOYEES CAN REPORT ANY SUCH VIOLATION TO MDRC SUPERVISORY PERSONNEL, THE HUMAN RESOURCES DEPARTMENT, OR TO AN INDEPENDENT ORGANIZATION, LIGHTHOUSE SERVICES, WHICH HOSTS AN ONLINE SITE AND TOLL-FREE NUMBER WHICH EMPLOYEES CAN USE TO MAKE COMPLAINTS ANONYMOUSLY OR IN IDENTIFIABLE FORM. PART VI, SECTION B LINE 15A PROCESS FOR DETERMINING COMPENSATION THE FINANCE AND COMPENSATION COMMITTEE ("THE COMMITTEE") OF MDRC'S BOARD OF DIRECTORS ESTABLISHES EACH YEAR THE COMPENSATION AND BONUS PAYMENTS, IF ANY, FOR THE TOP PAID AND NEXT TWO TOP PAID OFFICERS OF THE ORGANIZATION BASED ON SURVEY INFORMATION PROVIDED TO THEM FROM BOTH INTERNAL AND EXTERNAL SOURCES. THE INDIVIDUALS ARE MESSRS BERLIN, and AMADEO EACH YEAR MDRC'S HUMAN RESOURCES FUNCTION CONDUCTS A REVIEW OF FORM 990'S AND OTHER DOCUMENTS OF RESEARCH ORGANIZATIONS THAT PERFORM SIMILAR RESEARCH AS MDRC, TO ASCERTAIN THEIR PAY STRUCTURES FOR THE TOP AND SECOND TOP PAID OFFICERS - TYPICALLY THE CEO OR PRESIDENT AND THE COO/CFO. INCLUDED IN THIS SURVEY IS THE BASE SALARY AND BONUS PAYMENTS MADE TO THE TOP AND SECOND TOP PAID EXECUTIVES OF THESE OTHER POLICY RESEARCH FIRMS, ALONG WITH SUCH COMPARABLE FACTORS AS SIZE OF THE ORGANIZATION AS MEASURED BY HEADCOUNT AND OPERATING BUDGETS. THIS SURVEY INFORMATION IS SUPPLEMENTED BY COMPARABLE INFORMATION PROVIDED FROM AN EXTERNAL, THIRD PARTY CONSULTING FIRM CALLED THE NATIONAL THINK TANK COMPENSATION SURVEY (NTTC) CONDUCTED BY AKRON INCORPORATED, A WASHINGTON DC BASED COMPENSATION CONSULTING FIRM. THE NTTC COMPILES THE BASE SALARY AND ANY BONUS PAYMENT INFORMATION PROVIDED BY SURVEY PARTICIPANTS AND DISPLAYS THE INFORMATION ANONYMOUSLY BY QUARTILE, LOCATION, AND FIRM SIZE (STATED IN TERMS OF EMPLOYEES AND BUDGET). SURVEY PARTICIPANT INCLUDE COMPETING POLICY RESEARCH ORGANIZATIONS, AS WELL AS FOUNDATIONS, ENDOWMENTS, AND UNIVERSITIES. IN 2018, MERCER CONSULTING WAS CONTRACTED TO CONDUCT A COMPARISON OF COMPENSATION FOR EXECUTIVES BASED ON AN ANALYSIS OF INFORMATION REPORTED ON FORMS 990. THE RESULTS OF BOTH THE IN-HOUSE AND EXTERNAL SURVEYS AND COMPARISON OF FORM 990'S FOR THOSE COMPARABLE NON-FOR-PROFIT ORGANIZATIONS ARE PRESENTED TO THE COMMITTEE, WHICH THEN DELIBERATES, AND BASED ON THE INFORMATION PROVIDED, ESTABLISHES THE PAY LEVEL FOR MDRC'S PRESIDENT, CHIEF FINANCIAL OFFICER, AND DEVELOPMENT & EXTERNAL AFFAIRS SENIOR VICE PRESIDENT. THE COMPENSATION OF THE PRESIDENT AND THE CHIEF FINANCIAL OFFICER IS APPROVED BY THE BOARD. PART VI, SECTION B LINE 15B PROCESS FOR DETERMINING COMPENSATION THE COMMITTEE ESTABLISHES COMPENSATION LEVELS FOR THE CHIEF FINANCIAL OFFICER, AS REQUIRED BY THE CALIFORNIA NONPROFIT INTEGRITY ACT OF 2004, AND FOR ONE OTHER SENIOR OFFICER. COMPENSATION FOR THE REST OF THE OFFICERS AND EMPLOYEES IS BASED ON A RECOMMENDATION BY THE PRESIDENT TO THE COMMITTEE. HIS RECOMMENDATION ESTABLISHES A MERIT AND BONUS POOL FOR THE COMING YEAR, BASED ON THE ORGANIZATION'S STANDARD PAY PRACTICE (DESCRIBED BELOW). THE PRESIDENT SETS AND APPROVES THE SALARY LEVEL AND BONUS PAYMENTS FOR OFFICERS OTHER THAN THE CHIEF FINANCIAL OFFICER AND THE DEVELOPMENT AND EXTERNAL AFFAIRS SENIOR VICE PRESIDENT, AND FOR OTHER KEY EMPLOYEES. EACH YEAR MDRC'S PRESIDENT RECOMMENDS TO THE BOARD A SALARY POOL FOR MERIT INCREASES AND DISCRETIONARY BONUSES TO BE PAID TO OTHER OFFICERS AND KEY EMPLOYEES IN THE ORGANIZATION. THE MERIT INCREASE AND BONUS POOLS ARE GENERALLY COMPETITIVE WITHIN THE TWO MARKETPLACES IN WHICH THE ORGANIZATION COMPETES FOR HUMAN TALENT (NEW YORK AND CALIFORNIA). THE PRESIDENT BASES HIS RECOMMENDATIONS ON SURVEY INFORMATION PROVIDED BY THE ORGANIZATION'S HUMAN RESOURCES DEPARTMENT, WHICH IN TURN OBTAINS LOCAL LABOR MARKET PAY PRACTICES FROM EXTERNAL THIRD PARTY CONSULTING FIRMS SUCH AS MERCER HUMAN RESOURCES CONSULTING AND TOWERS PERRIN COMPENSATION CONSULTING, AS WELL AS CONDUCTING A SURVEY OF PAY PRACTICES FROM OTHER POLICY RESEARCH ORGANIZATIONS. TYPICAL MERIT INCREASE POOLS IN RECENT YEARS HAVE BEEN IN THE FOUR PERCENT (4%) TO FIVE PERCENT (5%) RANGE. ONCE THE MERIT INCREASE POOL HAS BEEN ESTABLISHED AND APPROVED BY THE BOARD, MDRC ESTABLISHES EACH EMPLOYEE'S SALARY BASED ON TWO FACTORS: PERFORMANCE ON THE JOB DURING THE MOST RECENT CALENDAR YEAR (MDRC USES A FOUR TIER PERFORMANCE RATING SYSTEM), AND WHERE AN EMPLOYEES SALARY FALLS WITHIN THE SALARY RANGE ESTABLISHED FOR THEIR POSITION (CALLED A COMPA-RATIO). HOLDING PERFORMANCE CONSTANT, MDRC'S COMPENSATION SYSTEM PROVIDES A GREATER INCREASE IN SALARY TO THOSE EMPLOYEES WHO ARE LOW IN THEIR SALARY RANGES AND PROVIDES SMALLER INCREASES IN SALARY TO THOSE EMPLOYEES WHO ARE HIGH IN THEIR SALARY RANGES. SALARY RANGES ARE DETERMINED BY AN INTERNAL JOB EVALUATION COMMITTEE BASED ON JOB DESCRIPTIONS OF WORK PERFORMED, COUPLED WITH LABOR MARKET SALARY INFORMATION FROM THIRD PARTY SOURCES. THE SAME SALARY SYSTEM IS DEPLOYED FOR OTHER OFFICERS, KEY EMPLOYEES, AND THE GENERAL EMPLOYEE POPULATION OF THE ORGANIZATION. PART VI, SECTION C LINE 19 AVAILABILITY OF DOCUMENTS MDRC'S FINANCIAL STATEMENTS ARE MADE AVAILABLE TO THE PUBLIC THROUGH THE MDRC WEBSITE AND A HARD COPY IS PROVIDED UPON REQUEST. MDRC'S GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY ARE GENERALLY AVAILABLE TO THE PUBLIC UPON REQUEST.