Educational Institutions

Mentornet

  • Sunnyvale, CA
  • http://www.MentorNet.net

Mission Statement

To help science and engineering students at universities - especially women and underrepresented minorities - achieve their career goals by matching them with mentors in the professions and guiding their relationship online. Our goal is to help create a diversified global workforce as well as to produce personal and professional enrichment for proteges and mentors.

Main Programs

  1. E_mentoring for university students in engineering and science
Service Areas

Self-reported

International

ruling year

2000

Principal Officer since 2008

Self-reported

Dr. David Porush

Keywords

Self-reported

mentoring, engineering, science, women, minorities, online, higher education, e-mentoring, careers, professions, STEM, mentor, protege, talent acquisition, diversity, workforce

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EIN

77-0547710

 Number

6292589575

Physical Address

840 W California Ave Suite 200

Sunnyvale, CA 94086

Also Known As

Mentornet.Net

Contact

Cause Area (NTEE Code)

Higher Education Institutions (B40)

Women's Rights (R24)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

We serve thousands of students on approximately one hundred campuses in the U.S. and abroad each year, and mentors from nearly 2000 employers. Since our inception we have created and sustained more than 26,000 matches with strong outcomes for keeping students on track to their degrees and to professional employment.  91% of our proteges

remain in their fields through graduation and employment three years after their MentorNet program experience, and a majority explore employment with their mentors.

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

E_mentoring for university students in engineering and science

MentorNet addresses the severe underrepresentation of various groups, particularly women and people of color, in engineering and science, and has set the standard for high-quality, large scale e-mentoring. MentorNet was founded in 1997 to provide many more opportunities for students who could benefit from the motivating influence of those already out in the working world. MentorNet connects students with working professionals to encourage more of them to stick with their studies and make successful transitions into the workplace. MentorNet has evolved beyond just a one-on-one mentoring program: an online community with features including topic-based online discussion groups, a newsletter, training and coaching materials, a resume database, and more. While mentoring is an effective strategy to retain more students in engineering and related sciences, in the past this type of support has been limited to relatively few students and mentoring professionals because of time constraints, location, and/or lack of programs available. By leveraging electronic communications and new technologies, MentorNet eliminates many of these geographic and time barriers, and offers the opportunity to be mentored, or to mentor, to a far greater number of students and professionals. Furthermore, by serving students from many universities nationwide, MentorNet offers deeper and richer pools of potential mentors for students, and economies of scale in operations. Achievements to date Between its start in 1998 and Jasnuary 21, 2009, MentorNet's One-on-One programs matched 23,774 pairs of proteges and mentors for structured, email-based mentoring relationships. Ongoing external evaluations show that, through the mentoring relationship, students gain increased understanding of their chosen field of study and related occupational choices in industry. In addition, they report increased self-confidence and likelihood of persisting in scientific and technical fields. Mentors, in turn, benefit from increased understanding and awareness of their own organizations and fields, networking with newly-emerging professionals, recruiting future colleagues and successors, and also by gaining mentoring, management, and communications skills. MentorNet includes mentoring programs for students in community colleges and undergraduate and graduate colleges and universities. In addition, MentorNet community members may take part in online, topic-based discussion groups.

Category

Education

Population(s) Served

Ethnic/Racial Minorities -- General

Female Young Adults (20-25 years) -- currently not in use

Young Adults (20-25 years) -- currently not in use

Budget

$912,000.00

Service Areas

Self-reported

International

Funding Needs

Partnerships with universities and colleges for small annual fees ($5000), enabling us to open our program to any and all students the campus qualifies Sponsorships by corporations and professional organizations who wish to deploy our program in their companies to create powerful and multiple relationships with talented future professionals on 100+ campuses and gain visibility for their support for diversity, and develop the communication and leadership skills of their own employees. Funding from agencies to support our ongoing research into the impact of e-mentoring and its evolution and special projects to reach specific cohorts

External Reviews

Source: greatnonprofits.org

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

MENTORNET
Fiscal year: Jul 01-Dec 05

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Operations

The people, governance practices, and partners that make the organization tick.

Mentornet

Leadership

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  • Forms 990 for 2014, 2013 and 2012
  • Board Chair and Board Members
  • Access to the GuideStar Community
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Principal Officer

Dr. David Porush

BIO

Porush came to MentorNet after co-founding and serving as Chairman of SpongeFish, a social network for open global knowledge exchange and as Executive Director of Learning Environments for the 64 campuses and 425,000 students of the State University of New York. He grew the SUNY Learning Network to a $100+m revenue program for SUNY in addition to launching an array of innovative new online degrees, Web 2.0 technologies, programs, projects, conferences, and $3.5mm initiatives to broaden educational access for student.
From 1981-1998, Porush was Professor at Rensselaer Polytechnic Institute, where he was named Distinguished Teaching Fellow, founded and directed the program in electronic media, founded and served as co-director of the AI research lab, co-founded the Society for Literature and Science and served as its first executive director. He is the author of three books, including the widely translated The Soft Machine, and more than fifty book chapters and journal articles, reviews, plays, magazine articles, and a collection of short stories. His work has been featured on The Discovery Channel, Voice of America, in Omni magazine and The New York Times, on National Public Radio, and widely on the Internet.

 

David received his BSc from MIT and his Ph.D. from the University at Buffalo.

STATEMENT FROM THE Principal Officer

"Our mentors and proteges both testify to the positive impact of the e-mentoring relationships on their careers and lives. Remarkably, most mentors say they gain personal and professional skills in communication, leadership and understanding of the younger generation, while proteges say they gain confidence and increasing desire and will to complete their degrees and stay on track to their careers. We are grateful to the army of volunteer mentors and our generous supporters.  
 
                                       - Dr. David Porush, President & CEO"

Governance

BOARD CHAIR

Dr Linda Trocki

Bechtel 9Ret.)

Term: July 2009 - June 2011

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization


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BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?