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American Indian College Fund Organization Name provided in the GuideStar Exchange* as of 02/13/2013: American Indian College Fund

Organization Name as listed in the IRS Business Master File as of 06/09/2014: AMERICAN INDIAN COLLEGE FUND

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Denver, CO
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GuideStar Summary

&1002;                GuideStar Exchange Committed to transparency ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

American Indian College Fund Organization Name provided in the GuideStar Exchange* as of 02/13/2013: American Indian College Fund

Organization Name as listed in the IRS Business Master File as of 06/09/2014: AMERICAN INDIAN COLLEGE FUND

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Physical Address: Denver, CO 80221 4488
EIN: 52-1573446
Web URL: www.collegefund.org 
Blog URL: www.collegefund.org/blog/ 
NTEE Category: B Educational Institutions
B82 Scholarships, Student Financial Aid, Awards
A Arts, Culture, and Humanities
A23 Cultural, Ethnic Awareness
S Community Improvement, Capacity Building
S99 Community Improvement, Capacity Building N.E.C.
Ruling Year: 1989 
How This Organization Is Funded: Individuals
Foundations
Corporations


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Mission Statement

The American Indian College Fund transforms Indian higher education by funding and creating awareness of the unique, community-based accredited tribal colleges and universities, offering students access to knowledge, skills, and cultural values which enhance their communities and the country as a whole.

Legitimacy Information

This organization is registered with the IRS.

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

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Annual Revenue & Expenses (GuideStar Exchange,
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February 2013)

Fiscal Year Starting:
Fiscal Year Ending:

Total Revenue --
Total Expenses $14,422,252

Revenue & Expenses (GuideStar Exchange,
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February 2013)

Fiscal Year Starting:
Fiscal Year Ending:

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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February 2013)

Ms. Cheryl Crazy Bull

Term:

Since Aug 2012

Profile:

Dr. Cheryl Crazy Bull (Sicangu Lakota), whose Lakota name Wacinyanpi Win means “they depend on her,” has more than 30 years of experience working in education for adults, higher education, and K-12 with Native American institutions. Dr. Crazy Bull is experienced with community and organization development with strong skills in strategic planning, assessment and evaluation, public relations, and fundraising.  In addition to her experience with education, she has worked extensively with tribal economic development, entrepreneurship, and development of cultural arts and outreach programming. Dr. Crazy Bull has served as the President of Northwest Indian College (NWIC), a tribally-controlled institution located on the Lummi Nation in Washington.  During her tenure at NWIC, the college became a four-year degree-granting institution and completed substantial campus improvements, including seven new buildings as part of a capital campaign. Prior to joining NWIC, Dr. Crazy Bull served as the superintendent of St. Francis Indian School, and in several teaching and administrative capacities at Sinte Gleska University. Dr. Crazy Bull graduated from the University of South Dakota with a B.A. in Business Management and South Dakota State University (SDSU) with a Master’s in Education Administration.

Leadership Statement:

Tribal colleges have rewritten the history of Indian Education. For many Native people, education did not represent opportunity or hope; it represented a loss of identity and important knowledge based in our languages and relationships. Tribal colleges and universities restore that knowledge and rebuild relationships. Students at tribal colleges are among the most resilient, talented individuals in higher education today. They eagerly study, research, serve, and learn together. They overcome tremendous economic and personal obstacles in order to achieve their dreams of a higher education that provides them with both employment and the security of their rich tribal identity. Today this is even more important because economic policies and political approaches to social change are having a challenging impact on already impoverished tribal communities. Tribal college students with their talents and education can change the future of tribal nations. Our students hold the promise of opportunity and prosperity in their hearts and hands. I have witnessed how the resources of the friends and supporters of the American Indian College Fund made higher education possible for tribal college students. I have seen the many incredible improvements in human capital and physical capacity at the TCUs as a result of the investment of contributors in the Fund. As the incoming President of the American Indian College Fund, I look forward to creating more opportunities for investment in our tribal colleges and universities and most importantly in our students. I believe that the generosity of our contributors will continue to support the diversity of cultures represented by American Indian tribes that are such an important part of American democracy. Pilamaya he, thank you, for your friendship, Wacinyanpi Win (They Depend on Her) Cheryl Crazy Bull President, American Indian College Fund

Board Chair (GuideStar Exchange,
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February 2013)

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Board Co-Chair

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February 2013)

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Board Leadership Practices (GuideStar Exchange,
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February 2013)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

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 ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in February 2013

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Programs

Program: Scholarship Programs (GuideStar Exchange,
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February 2013)

Budget:
$5,600,000
Category:
Education
Population Served:
Native Americans/American Indians
Adults

Program Description:

The Fund provides approximately 6,000 scholarships annually to American Indian students attending the nation's tribal colleges. Each scholarship awarded can mean the difference between a student receiving a college degree or dropping out. In survey after survey, scholarship recipients indicate that securing financial aid is the key factor contributing to their ability to attain their educational goals. Ninety-five percent of tribal college students applying to the American Indian College Fund demonstrate financial need. Thus, increasing the number of scholarships awarded each year is the Fund's first priority.

Program Long-Term Success:

With the help of the American Indian College Fund, 2,000 students graduated from tribal colleges.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: Sovereign Nations Scholarship Fund Endowment (GuideStar Exchange,
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February 2013)

Budget:
$700,000
Category:
Education
Population Served:
Native Americans/American Indians

Program Description:

The Sovereign Nations Scholarship Fund Endowment provides scholarships to American Indian students attending tribal and mainstream colleges for professional certifications, undergraduate, and graduate degrees.  The endowment goal is $10,000,000 of which $3,000,000 has been raised to date.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit

Since 1989, the American Indian College Fund has awarded over 83,000 scholarships to American Indian students.  The Fund disbursed approximately $9.8 million in scholarships and tribal college support during the fiscal year ended June 30, 2011.  The American Indian College Fund is the nation's largest private provider of scholarships to American Indians.
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