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) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 953,586 | 2,348,231 | 1,703,515 | 1,347,562 | 2,060,666 | 8,413,560 |
| 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 | 953,586 | 2,348,231 | 1,703,515 | 1,347,562 | 2,060,666 | 8,413,560 |
| 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).. | 3,209,668 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 5,203,892 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 953,586 | 2,348,231 | 1,703,515 | 1,347,562 | 2,060,666 | 8,413,560 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 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.).. | 1,332 | 3,367 | 4,699 | |||
| 11 | Total support. Add lines 7 through 10 | 8,418,259 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (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) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (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) |
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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 0.015 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 0.035 | 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 | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2020 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2020 |
(iii) Distributable Amount for 2020 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2020 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 2020: | ||||
| a From 2015....... | ||||
| b From 2016....... | ||||
| c From 2017....... | ||||
| d From 2018....... | ||||
| e From 2019....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2020 distributable amount | ||||
|
i
Carryover from 2015 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2020 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2020 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2020, 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 2020. 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 2021. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2016..... | ||||
| b Excess from 2017..... | ||||
| c Excess from 2018..... | ||||
| d Excess from 2019..... | ||||
| e Excess from 2020..... | ||||
| 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 |
|---|---|
| Committee meeting documentation Part VI line 8b | There are no committees that have the authority to act on behalf of the governing body. |
| Form 990 governing body review Part VI line 11 | The Federal Form 990 was prepared in draft format and distributed to the Finance and Audit Committee and the Governance Committee for a detailed review prior to distribution to the entire Board for review. |
| Conflict of interest policy compliance Part VI line 12c | The conflict of interest policy was updated and approved by the Board in December 2018. This policy is reviewed and signed by all members of the Board of Directors annually. |
| CEO executive director top management comp Part VI line 15a | Compensation of the president & founder is reviewed yearly by the Board of Directors and is based on goals and targets achieved as outlined in the performance review. In addition, compensation is periodically bench marked against similar international nonprofits focused on East Africa. |
| Other officer or key employee compensation Part VI line 15b | Compensation of the members of management is determined by the president & founder based on job responsibilities and performance reviews. All staff salaries are ultimately approved by the Board of Directors yearly through the budgeting process. |
| Governing documents etc available to public Part VI line 19 | KD will provide copies of its Federal Form 990 to the general public upon request. The Federal Form 990 is also available to the general public on its website and on GuideStar. |
| Audited by an independent accountant Part XII line 2b | The process has not changed from the prior year. |
| General explanation attachment | Mission Statement Continuation: Our work demonstrates the positive social and economic impact that empowered girls and women can have on their communities. Our programs are designed to help girls realize their full potential while engaging boys and men who will play critical roles in their long-term success. We believe in the transformational power of holistic education to positively impact the lives of girls and the communities in which they live. We envision a future in which African girls are valued and respected and have equal opportunity and ability to lead and engage their families, communities and the world. Our three core programs (Centers for Excellence, Health and Leadership Training and Network for Excellence) operate in Enoosaen, Kenya and are designed to empower and motivate vulnerable and marginalized young girls through education to become agents of change and to break the cycle of destructive traditional practices such as female genital mutilation (FGM) and early forced marriage.As in most villages in Kenya, women and girls in Enoosaen remain severely marginalized by cultural traditions. Girls in the Maasai community regularly stop going to school and are married off at adolescence after undergoing FGM, a painful and dangerous practice that is considered a rite of passage to adulthood. When girls are not educated, the cycle of marginalization continues from one generation to the next, with the men and tribal elders dictating a girls present and future without considering her social, financial, physical or emotional well- being. Around the globe data clearly indicates that investing in a girls education creates profound positive outcomes that impact not only the girl herself, but her family and community as well. As we all know 2020 was a year like no other for everyone around the world. And in many places, women and girls were disproportionately affected by COVID-19. That was certainly the case in Transmara West, the rural county of Kenya where we operate. When the Kenyan government ordered schools to close, most of our girls were forced to return to difficult home environments that lacked basic necessities like clean water and food. Across the country, we saw an increase in harmful traditional practices like female genital mutilation (FGM) and child marriage, as well as unintended teenage pregnancy, all of which we had made significant progress toward eradicating over the last decade. For our girls, going from an environment where they received daily encouragement, support, nourishment, and opportunity, back to homes where those things were simply not available and they were expected to pick back-up the cultural rolls of household chores from sunup to sun down, was a major set-back. In the face of these immense challenges brought on by the pandemic, we made it our goal to find creative ways to continue to fulfill our commitment to positively impact the lives of our students, their families, and our community. Through the Angaza Project, which means to Shine a Light in Swahili, our team provided monthly care packages for six months to our students households that included the basic food and personal hygiene necessities they and their families lacked at home, as well as educational lessons and supplies necessary to take part in distance learning opportunities including solar radios and lights. To address the alarming surge in unintended teen pregnancies across Kenya, we launched the Linda Dada Campaign, meaning Protect a Sister in Swahili, to raise awareness and reduce unplanned teen pregnancies by working with a variety of stakeholders across communities, from government officials to religious leaders, the media, parents, and youth. The Linda Dada Campaign provides education about sexual and reproductive health, safe sex practices, and healthy interpersonal communication and relationships. The campaign also aims to fight stigma and encourage open communication around topics related to the rise of teen pregnancy that are commonly viewed as taboo, like child marriage, FGM, and GBV. For the first 2 months of 2020 we were able to operate our normal programming which is outlined below. Centers for Excellence: Our Centers for Excellence are located in Enoosaen, a rural village in southwestern Kenya, and serve the regions most vulnerable and underprivileged girls. The program launched in 2009 with 30 students at our first school, the Kakenya Center for Excellence, and just one building on site for girls to learn. Since then, this 4th-8th grade primary boarding school has grown into a transformative model that serves 200 students each year. 100% of our current students and alumnae are continuing their education, free from female genital mutilation (FGM) and early marriage. We are also in the process of constructing a second K-12 boarding school. Our first class of 9th graders were enrolled in May 2018, and we take a new class of 9th graders each year. Currently, we serve 80 girls on our second campus and, when completed, it will serve grades K-12, tripling our enrollment.KD is committed to providing our students with all the resources they need to excel, addressing the girls physical, social, and emotional needs. We believe education is the key to unlocking each girls unique potential. For this reason, we ensure our academics are held to an international standard. The school offers a variety of subjects needed for a girl to succeed in high school and beyond, including English, Swahili, Mathematics, and Science. Our girls regularly score in the top 5% in their county. Our school is staffed with well-trained teachers and our 16:1 student to teacher ratio is less than a third of the national average of 56:1 or half the government mandated ratio of 40:1 for public primary schools. As a boarding school, we enable the girls to spend more time on their studies, since many are tasked with household chores and childcare for younger siblings when at home. We offer a supportive environment in which they can continue learning outside of the classroom. We provide the girls with all their school needs, including uniforms, textbooks, learning materials, and three nutritious meals per day, supplemented by fresh produce from our campus garden. We enhance the girls academic experiences with extracurricular activities, clubs, sports, field trips, and more. Finally, in order to overcome the significant challenges facing girls, especially socialized norms that seek to oppress women, we work hard to ensure our girls know they are capable, supported, and strong.From public speaking to self-defense, we teach girls a variety of skills to help them become independent and confident young women. The success of the KD boarding school has also highlighted gaps in the Kenyan public education system. Many of our students are illiterate when entering at grade 4 due to inadequate early childhood education. There is also a shortage of secondary schools around Kenya; in fact, many of our 8th grade girls struggle to secure a high-quality high school placement. In our Campaign for Kakenyas Dream, we want to address both of these problems by designing a complete kindergarten through 12th grade curriculum that offers a comprehensive knowledge base of STEM, liberal arts, art, and music. Network for Excellence:KDs Network for Excellence was developed in 2013 as a way to continue to support our graduates as they transition from primary education at our boarding school to secondary education in different high schools around the country. In 2020, all of our KCE I boarding school alumnae and select additional students participated in our Network for Excellence, bringing our current number of students served to 200. Our first class of KCE girls, who entered our boarding school in 2009, completed secondary school in 2017, and the Network for Excellence expanded to provide support as they pursue post-secondary education options around the world in 2018. In 2020, our third class was prepared to enter university/college as well but were delayed due to COVID-19. We are committed to supporting our girls from start to finish, ensuring that they have the tools they need to succeed throughout secondary school and beyond. In our students home communities, fewer than 50% of all girls are able to continue beyond primary school due to prohibitive costs and cultural expectations, with 15% receiving no education at all. Even for those who are able to attend high school, most schools have substandard curricula that do not prepare girls for continued education or successful careers. With this in mind, the Network for Excellence program includes five key components: mentorship, scholarships, academic support, continued leadership training, and college/vocational and/or career counseling. Through trainings at our campus in Enoosaen during academic holidays, the girls maintain their connection to KD and our current KCE st |
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