Achieving the Dream Inc

What it reported doing in 2024

I. Network engagements -servicesachieving the dream (atd) is a partner and champion of more than 300 community colleges across the country. Drawing on our expert coaches, groundbreaking programs, and national peer network, we provide institutions with integrated, tailored support for every aspect of their work from foundational capacities such as leadership and data to intentional strategies for supporting students holistically, building k12 partnerships, and more. We call this whole college transformation. We know that with the right partner and the right approach, colleges can drive access, completion rates, and employment outcomes so that all students can access life-changing learning that propels them into community-changing careers.through application of atd's community vibrancy framework, atd supports colleges in expanding access to higher education, creating greater social and economic mobility for more learners and their families, and helps communities flourish across a broad range of measures. Work with colleges emphasizes a set of next generation metrics pertaining to access, early momentum, milestone momentum, mobility, and community vibrancy.a college will typically join the atd national network through a structured 3-year experience, foundations of transformation, in which it is supported by coaches to examine institutional data, assess core institutional capacities and develop strategies to redesign policies, practices and structures so that all students have accessible and relevant academic and social experiences. Throughout this three-year foundations of transformation experience and beyond, atd supports colleges in building their capacity to conduct continuous improvement. In fy25, atd brought in 15 new colleges into the network. Colleges who have completed their first three years move to accelerate their transformation by selecting more tailored supports in subsequent years. Colleges can delve into holistic student supports, k12 partnerships, or teaching and learning services, which come with more in-depth assessments, coaching and technical assistance. Atd also continued its work, with support from ascendium education group, coaching 28 tribal college and universities. These institutions have demonstrated significant progress in strengthening their data capacity and using evidence to improve outcomes. With continued support from an anonymous funder, atd has sustained and deepened its focus on high-impact practices by curating holistic student supports and teaching & learning seminars tailored to the tribal college and university context. Evidence-based institutional transformation requires colleges to understand their data. Through a bill & melinda gates foundation postsecondary data partnership initiative, we are supporting dozens of atd network colleges' transition to the post-secondary data partnership, allowing schools to capture more precise data points and access data from one portal. Learning events throughout the year serve an important role in furthering the transformational work at the colleges. These events include our marquee network-wide convening, dream, where more than 2300 community college leaders, practitioners, and funders gathered in person in philadelphia, Pennsylvania to work together and learn best practices and the annual data & analytics summit, attended by more than 400 practitioners, focused on improving student success outcomes by building capacity and developing a culture of inquiry across the institution. Dream and other highly focused peer-learning events allow atd to deepen its connection to network colleges, showcase effective practices, and draw in new colleges interested in engaging in institutional transformation.

Financial Efficiency

• Mission deployment rate: 64.2%; rating input score 64
• Program expense ratio: 66.1%; rating input score 66
• Fundraising efficiency: $34.84 raised per $1 spent on fundraising; rating input score 69; 69th percentile among comparable filings

Transparency & Controls

• Consistency checks: 93.3%; rating input score 93; 14th percentile among comparable filings
• Pay-setting controls: 4 of 6 controls in place; rating input score 67
  • Compensation committee: Missing
  • Independent consultant: Pass
  • Other Form 990s reviewed: Pass
  • Written employment contract: Missing
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: 63.7%; rating input score 64; 13th percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 66th percentile among comparable filings
• Governance controls: 9 of 9 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 8.4%; rating input score 64; 64th percentile among comparable filings
• Total-asset coverage ratio: 2.23; rating input score 65; 65th percentile among comparable filings
• Liabilities to assets ratio: 0.12; rating input score 70; 70th percentile among comparable filings
• Officer compensation ratio: 14%; rating input score 10; 10th percentile among comparable filings

Growth

• Program expense growth: 2.2% per year; rating input score 100; 21st percentile among comparable filings
• Revenue growth: 2.7% per year; rating input score 100; 23rd percentile among comparable filings
• Asset growth: 9.6% per year; rating input score 100; 63rd percentile among comparable filings