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AFTERSCHOOL ALLIANCE Organization Name provided in the GuideStar Exchange* as of 06/08/2012: AFTERSCHOOL ALLIANCE

Organization Name as listed in the IRS Business Master File as of 06/09/2014: AFTERSCHOOL ALLIANCE

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Washington, DC
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GuideStar Summary

&1002;                GuideStar Exchange Committed to transparency ?
This organization is a Silver-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Evidence of Impact Expert Reviews available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2012, 2011, and 2010 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

AFTERSCHOOL ALLIANCE Organization Name provided in the GuideStar Exchange* as of 06/08/2012: AFTERSCHOOL ALLIANCE

Organization Name as listed in the IRS Business Master File as of 06/09/2014: AFTERSCHOOL ALLIANCE

* 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: Washington, DC 20006 
EIN: 52-2275123
Web URL: www.afterschoolalliance.org 
NTEE Category: O Youth Development
O99 Other Youth Development N.E.C.
Ruling Year: 2001 


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Mission Statement

The Afterschool Alliance is a nonprofit public awareness and advocacy organization working to ensure that all children and youth have access to quality afterschool programs. It seeks to: Engage public will and increase public and private investment in quality afterschool program initiatives at the national, state and local levels. Serve as an information source on afterschool programs and resources.   Encourage the development of local, state and national afterschool constituencies and systems.   Communicate the impact of afterschool programs on children, families and communities.

Legitimacy Information

This organization is registered with the IRS.

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

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses (GuideStar Exchange,
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June 2012)

Fiscal Year Starting: January 1, 2008
Fiscal Year Ending: December 31, 2008

Total Revenue --
Total Expenses --

Revenue & Expenses

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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June 2012)

Mrs. Jodi Grant

Term:

Since Jan 2005

Profile:

As Executive Director, Jodi Grant oversees all aspects of the Afterschool Alliance’s work, building support and increasing funding for quality afterschool programs, setting goals and strategies for reauthorization of the Elementary and Secondary Education Act and overseeing a team of top researchers, policy analysts and communications specialists who are creating materials and advocating for policies that will help make afterschool programs available to all children nationwide. Prior to joining the Afterschool Alliance, Jodi served as Director of Work and Family Programs for the National Partnership for Women & Families.  In that position, she worked to protect and to expand the Family & Medical Leave Act, and was a member of the team that successfully defended the law before the U.S. Supreme Court.  Prior to that, she worked on Capitol Hill as General Counsel to the Senate Budget Committee and as Staff Director for a Senate Committee.  She also served as liaison to the National Governors’ Association, where she worked closely with Republican and Democratic governors. Jodi graduated from Yale University with honors in 1990 and was elected senior class president.  She received her law degree from Harvard University, where she was elected class president (first marshall).  She currently serves on the Board of the Partners for Livable Communities and as a Trustee of America’s Promise.

Board Chair (GuideStar Exchange,
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June 2012)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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June 2012)

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Board Leadership Practices (GuideStar Exchange,
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June 2012)
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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

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 June 2012

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Programs

Program: Afterschool Alliance Programs (GuideStar Exchange,
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June 2012)

Budget:
$2,400,543
Category:
Youth Development
Population Served:
General Public/Unspecified

Program Description:

As the national organizing body and voice of the afterschool field, the Afterschool Alliance works at the National, State and local level by engaging in the following efforts: research and policy analysis; public awareness and media outreach; technical assistance; and opinion leader and policy maker education.

Program Long-Term Success:

In 2007 House and Senate drafts of NCLB legislation that incorporated many of our recommendations, including giving states more flexibility to fund programs whose 21st CCLC grants expired; giving states more flexibility to provide additional support for technical assistance and infrastructure; and making it easier for afterschool programs to become eligible for Supplemental Educational Services funds.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit

To advance quality afterschool programming, the Afterschool Alliance works to build:   A strong, broad and diverse national coalition of organizations and individuals to champion afterschool for all. Capable, influential state networks to push for expansion and support of quality afterschool. An active, diverse, confident field of local programs and providers adept at building partnerships and accessing resources. An environment where every parent and community should expect and demand quality, affordable afterschool programs.

Expert Reviews and Comments

These expert reviews were generated through Philanthropedia's research methodology to identify high-impact nonprofits. Learn more

Evidence of Impact

There are no summaries available for this organization.

This organization has nationwide reach and is impacting the lives of thousands of children in K-12 education programs. Nonprofit Senior Staff

Organizational Strengths

There are no summaries available for this organization.

Their strengths are their leadership, knowledge, and expertise. Nonprofit Senior Staff

Areas for Improvement

There are no summaries available for this organization.

They could improve with increased capacity to do more work and serve more children. Additionally, increased marketing and communication would be helpful. Nonprofit Senior Staff
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Reviews

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