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) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 1,022,076 | 745,245 | 743,455 | 299,022 | 1,186,477 | 3,996,275 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 1,022,076 | 745,245 | 743,455 | 299,022 | 1,186,477 | 3,996,275 |
| 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).. | 1,368,322 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 2,627,953 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 1,022,076 | 745,245 | 743,455 | 299,022 | 1,186,477 | 3,996,275 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 16 | 30 | 30 | 5,137 | 2,001 | 7,214 |
| 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.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | 4,003,489 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (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) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (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) |
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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 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 | ||||
| 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 |
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| 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 |
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| 9 Distributable amount for 2019 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-2019 |
(iii) Distributable Amount for 2019 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2019 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2019: | ||||
| a From 2014....... | ||||
| b From 2015....... | ||||
| c From 2016....... | ||||
| d From 2017....... | ||||
| e From 2018....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2019 distributable amount | ||||
|
i
Carryover from 2014 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2019 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2019 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2019, 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 2019. 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 2020. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2015..... | ||||
| b Excess from 2016..... | ||||
| c Excess from 2017..... | ||||
| d Excess from 2018..... | ||||
| e Excess from 2019..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| Members or stockholder classes and rights Part VI line 6 | NAFSCE is committed to a spirit of inclusiveness and anyone interested in working with NAFSCE to promote the importance of family engagement, including parents and family members are welcomed as a member. To become a member of the corporation, a membership application must be completed, and a dues payment must be received. General membership does not have any voting rights. |
| Form 990 governing body review Part VI line 11 | After approval by the Executive Director, the Form 990 is submitted to the board for their review. Once the board conducts their review and all questions are answered, the Executive Director is given authorization to file the 990 tax return on behalf of the organization. |
| Conflict of interest policy compliance Part VI line 12c | Annually all key employees and members of the Board of Directors are required to read and understand the conflict of interest policy, agree to comply with the policy, make disclosures as necessary and sign the organizations conflict of interest statement as a condition of their position with the organization. |
| CEO executive director top management comp Part VI line 15a | The Executive Directors compensation is determined and approved by the board through Form 990s of other comparable positions of similar sized organizations. |
| Governing documents etc available to public Part VI line 19 | Available upon request. |
| List of other fees for services expenses Part IX line 11g | Consultant fees 103,890 33,440 |
| Part III response or note to any other line in Part III | Part III Line 4a- First AccomplishmentsFamily, School, and Community EngagementThe importance of well- designed family, school, and community engagement (FSCE) in supporting childrens learning from cradle to career is well documented by a growing body of research. Not only does family, school, and community engagement lead to improved student achievement, it strengthens our schools and communities. Yet the current climate of school reform continues to disregard the importance of engaging families and community. Professionals responsible for this important work frequently are isolated and wear multiple hats. Teachers, who bear a primary responsibility for contact with families, reveal that reaching families is their number one challenge and the area where they feel least prepared. Few National organizations have family, school, and community engagement as a priority, and those that do, are not designed or positioned to build and strengthen the field. Despite the obstacles, family, school, and community engagement is increasingly recognized as an essential element of child development programs and a significant lever for school improvement and efforts to reduce the achievement gap. Taking the next step to broad acceptance and implementation, however, requires a coordinated effort dedicated to transforming the conversation of family, school, and community engagement,as well as linking and supporting various stakeholders,including parents, teachers, administrators, researcher, and policymakers who are committed to developing effective policies, programs, & practices. The national association for family, school, and community engagement (NAFSCE), Founded in September 2014, provides the necessary platform for advancing high impact practices, promoting evidence- based policies, building capacity and leadership in the field, and upholding family, school and community engagement as a core strategy for improving child development, student achievement, and school improvement. It achieves its goals through a professional membership program, a member online community, various communities of practice, nine webinars annually, a robust website and resource center containing best practices policies, virtual and on-site special events and technical assistance. Based on the approval of its strategic framework, NAFSCE is now pursuing strategic initiatives that address the systemic obstacles to the advancement of FSCE policy and practice. These strategic initiatives partner with some of the premier national education organizations. NAFSCEs state capacity building initiative is in partnership with the council for chief state school officers (CCSSO), where it is supporting state education agencies (SEAS) in the development of birth through grade 12. Family engagement frameworks and establishing statewide coalition to support and sustain the effort. NAFSCEs pre-service higher education initiative is in partnership with the National Education Association, where the partners will conduct a national landscape assessment of state policies around family engagement professional development connected to educator licensing requirements, recruit best- practice SEAS and their associated best practice institute for higher learning (IHE) to participate in a consortium that will create a pre- service family engagement framework, followed by participating IHEs piloting the framework. Finally, NAFSCE has subcontracted the renowned Frameworks Institute to conduct research regarding current messaging and communication pertaining to FSCE and offer recommendations for new messaging which will support a national communications campaign. NAFSCE has made significant progress in its goal for sustained impact and growth as an organization in its infancy. In the past three years, NAFSCE has officially spun off as a not-for-profit association, completed a comprehensive planning and stakeholder engagement initiative resulting in a strategic plan and aligned business plan, raided more than $2.5 million, secured almost 2,000 individual and organizational members, and as mentioned above, begun implementation of strategic and systematic initiatives to transform FSCE policy and practice. The association continues to make marked progress in diversifying its revenue through foundation grants, contracts, corporate sponsorships, and member dues. NAFSCE continues to build the capacity of its organization. Following its spin- off as a 501 (c)(3) organization, it recruited and hired three full- time staff members; Keami Harris, Director of capacity building programs (October 2015); Lisa Aramony, Director of Communications (November 2016); and Georgia Decker, Program and Communications Coordinator (February 2017). Most recently, the Association hired Reyna Hernandez as its Director of Research and Policy Development (6/18), added a graduate student- level policy fellow and an undergraduate student intern (6/18). It has also launched a volunteer ambassador program comprised of select members to support member engagement and retention. NAFSCE greatly enhanced its online presence with the launch of an expanded website and members- only online community, built on the association management platform., Your Membership. Online programming has expanded through ongoing implementation and improved overall experience of its monthly webinar series, monthly community of practice meetings, and professional learning communities. NAFSCE elevated its outreach through increasing its list- serve from 1,700 to 8.000 addresses, launching a bi- monthly blog, and launching a bi- monthly online newsletter 9with current readership exceeding 2,000 stakeholders) entitled NAFSCE News. NAFSCE has also increased its policy presence. The Association has a strong presence in the development of the USDE/ HHS interagency policy board family engagement statement from the early years through the early grades; Through testimony prior to the draft statement, then through written feedback on the draft, and finally through engaging the USDE in a webinar to NAFSCE stakeholders (April 2016) explaining the process and opportunities provided through the approved statement. The Association provided written comments on the head start program performance standards in the summer of 2015. NAFSCE also provided a strong presence as it relates to The Every Student Succeeds act (ESSA), through presenting at a USDE regional conference in Washington, DC (January 2016), through written feedback regarding non- regulatory guidance for the legislation (January 2016), followed by an April 2016 webinar explaining the potential impact if this legislation to family engagement. Most recently (2018), NAFSCE advocated for increased afterschool and family engagement program funding. |
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