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National Association For Family School And Community Engagement

National Association For Family School And Community Engagement

Alexandria, VA 22314
Tax ID47-0968569

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About this organization

Revenue

$796,018

Expenses

$681,004

Website

nafsce.org

Mission

Advancing high-impact family, school and community engagement to promote child development, and support student achievement and school improvement.

About

FAMILY, SCHOOL, AND COMMUNITY ENGAGEMENT THE IMPORTANCE OF WELL-DESIGNED FAMILY, SCHOOL, AND COMMUNITY ENGAGEMENT (FSCE) IN SUPPORTING CHILDREN'S 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, RESEARCHERS, AND POLICYMAKERS WHO ARE COMMITTED TO DEVELOPING EFFECTIVE POLICIES, PROGRAMS, AND 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 AND 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. NAFSCE'S 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 COALITIONS TO SUPPORT AND SUSTAIN THE EFFORT. NAFSCE'S 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 EDUCATION (IHE) TO PARTICIPATE IN A CONSORTIUM THAT WILL CREATE A PRE-SERVICE FAMILY ENGAGEMENT FRAMEWORK, FOLLOWED BY PARTICIPATING IHE'S 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, RAISED MORE THAN 2.5 MILLION, SECURED ALMOST 2,000 INDIVIDUAL AND ORGANIZATIONAL MEMBERS, AND AS MENTIONED ABOVE, BEGUN IMPLEMENTATION OF STRATEGIC AND SYSTEMIC 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 (WITH CURRENT READERSHIP EXCEEDING 2,000 STAKEHOLDERS) ENTITLED NAFSCE NEWS. NAFSCE HAS ALSO INCREASED ITS POLICY PRESENCE. THE ASSOCIATION HAD 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 SUMMER 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 OF THIS LEGISLATION TO FAMILY ENGAGEMENT. MOST RECENTLY (2018), NAFSCE ADVOCATED FOR INCREASED AFTERSCHOOL AND FAMILY ENGAGEMENT PROGRAM FUNDING.

Interesting data from their 2019 990 filing

The filing documents outline the non-profit's mission as “The national association for family, school, and community engagement envisions a world where effective family engagement practices are universally practiced as a strategy to improve children's learning, and advance equity.”.

When detailing its duties, they were outlined as: “The national association for family, school, and community engagement envisions a world where effective family engagement practices are universally practiced as a strategy to improve children's learning, and advance equity.”.

  • The non-profit's reported state of operation is MD as per legal requirements.
  • The filing reveals that the address of the non-profit in 2019 is 601 KING ST SUITE 401, ALEXANDRIA, VA, 22314.
  • The non-profit's form for the year 2019 reports a total of 4 employees on their payroll.
  • Does not operate a hospital.
  • Does not operate a school.
  • Does not collect art.
  • Does not provide credit counseling.
  • Does not have foreign activities.
  • Is not a donor advised fund.
  • Is not a private foundation.
  • Expenses are between $500,000 and $1,000,000+.
  • Revenue is between $500,000 and $1,000,000+.
  • Revenue less expenses is $115,014.
  • The compensation policy for the CEO of the organization is established through a review and endorsement from an independent source.
  • The organization has a written policy that describes how long it will retain documents.
  • The organization has 16 independent voting members.
  • The organization was formed in 2014.
  • The organization has a written policy that addresses conflicts of interest.
  • The organization is required to file Schedule B.
  • The organization is required to file Schedule J.
  • The organization is required to file Schedule O.
  • The organization pays $444,799 in salary, compensation, and benefits to its employees.
  • The organization pays $14,210 in fundraising expenses.
  • The organization provides Form 990 to its governing body.
  • The organization has minutes of its meetings.
  • The organization has a written whistleblower policy.
  • The organization's financial statements were reviewed by an accountant.

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