Attach to Form 990 or Form 990-EZ.
Information about Schedule A (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990.
| (i)Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 9 above or IRC section (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 | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .... | 1,740,538 | 2,074,069 | 615,125 | 566,209 | 1,470,664 | 6,466,605 |
| 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 | 1,740,538 | 2,074,069 | 615,125 | 566,209 | 1,470,664 | 6,466,605 |
| 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).. | 3,256,532 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 3,210,073 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 1,740,538 | 2,074,069 | 615,125 | 566,209 | 1,470,664 | 6,466,605 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 651,100 | 831,459 | 713,751 | 558,548 | 557,185 | 3,312,043 |
| 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.).. | 42 | 70 | 12,163 | 1,061 | 637 | 13,973 |
| 11 | Total support Add lines 7 through 10. | 9,792,621 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (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) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (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) |
||||
| 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) |
||||
| 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): | |||||
| 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 1-1/2% 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 .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 | ||||
| 7 | Check here if the current year is the organization's first as a non-functionally-integrated Type III supporting organization (see instructions) | |||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2014 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2014 |
(iii) Distributable Amount for 2014 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2014 from Section C, line 6 |
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|
2
Underdistributions, if any, for years prior to 2014 (reasonable cause required--see instructions) |
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| 3 Excess distributions carryover, if any, to 2014: | ||||
| a From 2009.......X | ||||
| b From 2010.......X | ||||
| c From 2011.......X | ||||
| d From 2012.......X | ||||
| e From 2013....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2014 distributable amount | ||||
|
i
Carryover from 2009 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2014 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2014 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2014, if any. Subtract lines 3g and 4a from line 2 (if amount greater than zero, see instructions) |
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|
6
Remaining underdistributions for 2014. Subtract lines 3h and 4b from line 1 (if amount greater than zero, see instructions) |
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|
7 Excess distributions carryover to 2015. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a From 2010.......X | ||||
| b From 2011.......X | ||||
| c From 2012.......X | ||||
| d From 2013....... | ||||
| e From 2014....... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| PART II, LINE 17A | While Southern Education Foundation, Inc. ("Foundation") failed to meet |
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Information about Schedule O (Form 990 or 990-EZ) and its instructions is at| Return Reference | Explanation |
|---|---|
| PART III, LINE 4A | CONTINUED FROM FORM 990, PART III, LINE 4A Founded in 1867 as the George Peabody Education Fund, the Southern Education Foundation's mission is to advance equity and excellence in education for all students in the South, particularly low income students and students of color. SEF uses collaboration, advocacy, and research to improve outcomes from early childhood to adulthood. Our core belief is that education is the vehicle by which all students get fair chances to develop their talents and contribute to the common good. SEF strives to fulfill its mission through the following core program areas: promoting early learning opportunities, advancing public education and improving college access and completion. SEF executes five primary strategies across our programs: 1. Leveraging knowledge of the field: by establishing and operating task forces, work groups, and learning communities to organize knowledge and advance new solutions to long standing problems; 2. Putting good ideas to a fair test: promoting, conducting, and using demonstrations, pilots, and evaluations to shape policy and practice; 3. Mobilizing the public: through direct engagement to educate and organize, providing research, tools, and in some cases capital assistance to organizations for advancing public education through policy and practice reforms that improve learning opportunities for vulnerable children and youth; 4. Leadership development: training the next generation of change agents focused on equity in education in the South through fellowships from undergraduate to mid-career; and 5. Communications as a change strategy: conducting and commissioning research and messaging campaigns to support progressive public policy and practice reforms in education, from early learning through higher education. A summary of our strategies, activities and accomplishments in 2014 follows for each program area. Promoting Early Learning Opportunities: Decades of studying the link between poverty and education have confirmed for SEF, high quality early childhood programs may be the single best investment for getting young children, especially the new majority of low incomes students in the South, to be school-ready and succeed. Early education system leaders are under tremendous pressure to show they are making the most of public monies and putting funds toward high quality centers with proven strategies for increasing student outcomes. A number of states have in response implemented higher credentialing standards for their workforce, instituted systems for evaluating and ranking center quality in both public and for-profit spaces, and developed systems for creating state curriculum standards. In some states this takes the form of voluntary and/or mandated center participation in Quality Rated Improvements Systems to receive public funds. And in even more advanced states, kindergarten entry assessments have been instituted to better inform these accountability efforts as well as make adjustments to K-12 curriculum. Our Strategy: 1. Providing research, technical assistance and tools: uncovering early education trends, impact, and best practices in financing and aligning early education systems (birth-to-eight) stakeholders can use for informing policymaking decisions; 2. Creating opportunity for cross-state collaboration: sharing information related to strategies for equitably raising the quality of early learning systems without lowering access; 3. Building community awareness and support: bringing new partners to the table and ensuring current stakeholders and allies are working more strategically together. Goal: Increase access to high-quality early learning opportunities for all students. In 2014, SEF continued to monitor the challenges facing early education system leaders, to include tracking policy developments across the South. We were especially concerned with the issues faced by six Deep Southern states (AL, AR, GA, LA, MS, SC) for which a variety of indicators suggest that disparities in needs and opportunities are the greatest. In addition, SEF made a special effort to improve the Southern states presence in the national discourse on early learning issues and connected Southern leadership with national advocacy organizations leading these efforts. 2014 Activities and Outcomes: 1. Engaged with early childhood leadership across the Deep South to better understand challenges for expanding early education access, workforce development needs, and opportunities for improving teacher preparation and partnerships between institutions of higher education and low income workforce in child care sector; 2. Joined a variety of learning communities focused on improving early childhood outcomes like the Georgia Department of Early Care and Learning Statewide Family Engagement Task Force; and Georgia Birth to Five Coalition. 3. Concept papers were developed with national partners around new ways of engaging business leadership to improve early education access and advocacy efforts. Advancing Public Education: Public education for all children has long been a cornerstone of democracy in the United States, and the American South has been the center of the battle to achieve this goal. Today, we see disinvestment in our public schools and increasing efforts to divert funds to private and charter schools as a hindrance from achieving equity in education for all, and we work to push back on these efforts and advance well-funded, safe, supportive, and diverse public schools that are held to meaningful and fair standards. Our Strategy: 1. Informing and supporting public education campaigns across the South, to help engage, connect, and align diverse coalitions within and across states to employ multi-strategy approaches to advance public education; 2. Regionalizing efforts through policy research and communications efforts, to help marshal evidence about what works in the region and strengthen the public education narrative; and 3. Advancing new designs for teaching and learning, so as to create environments where defensive battles can become offensive ones that shift from simply protecting public education to re-envisioning public education systems that support all children. Goal: Improve understanding of and constituency for high-quality public schools in the South. In 2014, SEF worked closely throughout the year with key national stakeholders interested in education justice in the American South (including the National Education Association, the Center for Popular Democracy, Advancement Project, the Alliance for Education Justice, and the American Federation of Teachers), together with folks who have a history of advocacy and organizing work in the region (including from Power U Center for Social Change, MS NAACP, Z. Smith Reynolds Foundation, Southern Initiative Algebra Project, and the Arkansas Public Policy Panel among others) to discuss the potential for a coordinated, proactive, long-term strategy in the region. A convening was held late in the year that surfaced a number of distinguishing features about organizing and advocacy work in the South: the importance of building interracial and intergenerational coalitions; the power of the clergy and faith-based organizations relative to unions and professional organizations; the fact that in the South, demographics are rapidly shifting to younger, more racially diverse populations; and that there is significant contextual variation within the region -- rural, urban, Appalachia, the Gulf, the Black Belt, and the Deep South. Our colleagues agreed on the need for a "Southern strategy" - one that takes into account the unique nature of advocacy and organizing work in the region, given both historical and current contexts. It was clearly revealed that our partners 'on the ground' face similar challenges in their efforts to push for equity and quality education in their communities. They agreed there was a needed mechanism to share data, confer on ideas and strategies and build a broad consensus on the kind of education system needed across the South. We focused in 2014 on beginning the processes that could give rise to this forum. A second arena of activity for the program area was focused on engaging organizations around out-of-school suspension and juvenile justice. SEF has long thought raising awareness about the importance of push-out policies and juvenile justice trends in the region is critical to closing the achievement gap for low income and minority students across the South. SEF tracked discipline data, as well as distributed resources to partners that could be useful for working on a local and state level to address issues with the school to prison pipeline. One of the major reports developed as part of this effort was, Just Learning: The imperative to Transform the Juvenile Justice System, released in the 2014 year. The report provided powerful evidence that young people placed in the juvenile justice systems across the nation, |
| PART VI, LINE 11A | The 990 is reviewed by the Finance, Audit, and Administration Committee, the CEO and the CFO. After all questions and concerns are addressed a copy of the 990 is presented to each Board member and the 990 is then filed. |
| PART VI, LINE 12C | Annually, each Trustee and SEF staff member execute a disclosure form identifying any relationships, positions or circumstances in which he/she is involved that could contribute to a real or perceived conflict of interest. Any information regarding business interest of a Trustee is treated as confidential and is generally made available to the Chair, the President, and any committee appointed to address conflicts of interest, except to the extent additional disclosure is necessary in connection with the implementation of this policy. Trustees do not vote on any matter in which they believe there is duality of interest and may, if asked, be called upon to share with fellow Trustees such information related to the duality of interest as may be necessary and appropriate. The minutes of Board meetings will show that the Trustee having a duality of interest disclosed same and abstained from voting on related matters. A copy of this policy is furnished to each person who is or becomes a member of the Board of Trustees or staff. Each such person is required to review a copy of this policy and acknowledge in writing that he or she has done so. |
| PART VI, LINE 15 | IN ORDER TO DETERMINE STAFF COMPENSATION LEVELS FOR ITS SMALL STAFF AND CONSERVATIVE MODEST RESOURCES, SEF CONSULTS SOURCES SUCH AS THE ANNUALLY COMPENSATION SURVEY PUBLISHED BY THE COUNCIL ON FOUNDATIONS, REPORTS IN THE CHRONICLE OF PHILANTHROPY, AND THE CHRONICLE OF HIGHER EDUCATION, RATHER THAN HIRING INDEPENDENT CONSULTANTS TO CONDUCT DETAILED COMPENSATION SURVEYS AND AUDITS. SEF BOARD MEMBERS AND STAFF, AS APPROPRIATE, ALSO CONSULT WITH PEER ORGANIZATIONS TO ASCERTAIN APPROPRIATE COMPENSATION RANGES FOR STAFF. MANY SEF BOARD MEMBERS SERVE, AS WELL, ON OTHER NON-PROFIT ORGANIZATIONAL BOARDS AND BRING THAT KNOWLEDGE AND PERSPECTIVE TO BEAR IN SETTING COMPENSATION FOR SEF STAFF. SEF'S FINANCE, AUDIT AND ADMINISTRATION COMMITTEE REVIEWS COMPENSATION AS PART OF THE ANNUAL BUDGET-SETTING CYCLE AND DETERMINES COMPENSATION OF THE PRESIDENT BASED UPON AN ANNUAL APPRAISAL OF PERFORMANCE. THAT APPRAISAL CONSIDERS ALL ASPECTS OF THE PRESIDENT'S WORK INCLUDING FUNDRAISING, MANAGEMENT, PROGRAM DEVELOPMENT AND IMPLEMENTATION, GOVERNANCE AND COMMUNICATIONS. SEF'S PRESIDENT APPRAISES THE PERFORMANCE OF OTHER SUBORDINATE SEF STAFF ANNUALLY. ALL SEF STAFF ARE PART OF A MERIT PAY PROGRAM IN WHICH THERE ARE NO AUTOMATIC OR COST OF LIVING INCREASES. |
| PART VI, LINE 19 | All SEF public documents are available upon request. Once a request is received the documents can be sent either electronically or through the US postal system. The 2012 CPA audit, conflict of interest policy and whistleblower policy can also be found on the SEF web site in the "Public Documents Listing" |
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