Youth Development

NAF

  • New York, NY
  • http://www.naf.org

Mission Statement

NAF helps solve some of the biggest challenges in education and the economy by bringing education, business, and community leaders together to transform the high school experience and ensure students are college, career, and future ready. Through its innovative educational design, NAF engages corporate partners to shape America's future workforce and ignites students' passion for learning.

Main Programs

  1. NAF Academies
Service Areas

Self-reported

National

NAF currently enrolls 88,684 students in 716 academies across 34 states, Washington, DC, and the US Virgin Islands. NAF targets underserved and at-risk students--65% percent are Black or Latino, and 69% qualify for free or reduced-price lunch.

In 2015, 98% of NAF seniors graduated, and 92% planned to attend college.

ruling year

1989

Principal Officer

Self-reported

Ms. JD Hoye

Keywords

Self-reported

Academy, Finance, Hospitality, Tourism, Information Technology, Engineering, career education, school/business partnerships, education reform, internships, pipeline, workforce development, advisory boards

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EIN

13-3480246

 Number

7534012061

Physical Address

218 West 40th Street 5th Floor

New York, NY 10018

Contact

Cause Area (NTEE Code)

Other Youth Development N.E.C. (O99)

Secondary/High School (B25)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

NAF Academies

NAF academies feature cutting-edge curricula and project-based learning, which hone analytic skills, encourage innovation, and allow students to make connections between their academic work and its real-world applications. NAF programs offer impactful professional opportunities that expose students to a variety of careers and empower them to network with businesspeople who can guide and mentor them.

NAF’s design enhances the public school model, and students take at least one career-themed course per semester that is integrated with their core academics. Students also engage in a variety of work-based learning activities inside and outside the classroom.

NAF's proven educational design is defined by:

• Open enrollment based on student interest
• A four-year academic experience of personalized learning in small communities that encourage teacher collaboration across subject areas, creating meaningful interdisciplinary connections
• Rigorous, theme-specific curricula that are reviewed by industry leaders for currency and relevancy and use research-based instructional methodologies
• STEM education integrated into lesson plans in all career themes
• A four-year continuum of work-based learning experiences that includes career awareness, exploration, and preparation activities such as workshops, mock interviews, worksite visits, and job-shadowing, and culminates in an internship or comparable paid professional experience
• Advisory Boards that contribute to curricula development, connect NAF students to the business world, and provide work-based learning opportunities and individual mentoring

Throughout the academy experience, students work toward earning NAFTrack Certification, a credential that confirms their knowledge and application of key career-related technical content and foundational skills. Students are evaluated on:

• Academic proficiency - through end-of-course assessments, students exhibit mastery of course content as well as proficiency in critical thinking, systems thinking, and written communication
• Project execution - students complete a semester-long, culminating project for each course, and these work samples exhibit their mastery of content, project work and teamwork
• Internship performance - students complete a 120-hour paid internship, and their supervisor conducts a formal assessment that sets clear targets for foundational, applied workplace, and self-management skills

NAFTrack Certification establishes students’ readiness upon graduation for college or entry-level jobs. More significantly, it makes them eligible for NAFTrack Certified Hiring, an innovative initiative through which many of NAF’s corporate partners—including Cisco, Hewlett Packard Enterprise, Juniper Networks, Verizon, and Xerox—offer students pre-interview coaching and support as well as paid high school and college internships. They pledge to engage in work-based learning and invest in NAF programmatic enhancements. In addition, some companies have committed to give special hiring consideration to NAF alumni after college graduation. NAFTrack Certification is a true differentiator in the hiring process, as it holds real value to both the applicant and the employer.

Category

Education

Population(s) Served

Youth/Adolescents only (14 - 19 years)

Budget

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    By 2020, NAF aims to graduate 100,000 college and career ready students. NAF will open additional academies across the country, effect systemic change by engaging in district- and state-level work, and ensure that every NAF academy demonstrates high fidelity to our design. 

    Additionally, NAF is developing an innovative new strategic plan to broaden our reach and ensure that all young people—within the NAF network and beyond—have equal opportunities for success. In August 2015, NAF initiated a planning phase for the Future Ready Venture, designed to launch a national dialogue that builds public will and understanding of the crucial role business leaders and policymakers must play in preparing young people for college and career. A cornerstone of the plan is to amplify work-based learning and internship opportunities by executing strategies that dramatically increase corporate engagement at the national, state, and local levels. A key goal is to provide internships to 100% of NAF students prior to graduation. These early professional experiences can be transformative, as they orient students to the working world and expand their sense of possibility. NAF is developing an implementation plan for the Future Ready Venture, which will launch in January 2017.
  2. What are the organization's key strategies for making this happen?
    Not available.
  3. What are the organization's capabilities for doing this?
    Not available.
  4. How will they know if they are making progress?
    Not available.
  5. What have and haven't they accomplished so far?
    Not available.
Service Areas

Self-reported

National

NAF currently enrolls 88,684 students in 716 academies across 34 states, Washington, DC, and the US Virgin Islands. NAF targets underserved and at-risk students--65% percent are Black or Latino, and 69% qualify for free or reduced-price lunch.

In 2015, 98% of NAF seniors graduated, and 92% planned to attend college.

Social Media

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

NATIONAL ACADEMY FOUNDATION
Fiscal year: Jan 01-Dec 31
Yes, financials were audited by an independent accountant.

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Operations

The people, governance practices, and partners that make the organization tick.

NAF

Leadership

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Free: Gain immediate access to the following:
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  • Forms 990 for 2014, 2013 and 2012
  • Board Chair and Board Members
  • Access to the GuideStar Community
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Principal Officer

Ms. JD Hoye

BIO

With a deep commitment to preparing students for college and meaningful careers, JD has worked at both the grassroots level and the highest levels of government to reform how young people are engaged in learning and how they are positioned to pursue their academic interests and career goals. Through this work, she has become a nationally recognized leader in forging partnerships between educators and employers.

In leading NAF, JD oversees a network of 716 career-themed academies in 34 states, Washington, DC, and the US Virgin Islands. Prior to her appointment at NAF, JD served as President of Keep the Change, Inc., a nationally recognized consulting business focused on helping communities reform education and develop a skilled workforce.

During her years in the public sector, JD developed and implemented policy at the highest level of federal government. In 1994, she was selected by US Secretary of Education Richard Riley and US Secretary of Labor Robert Reich to head the new Office of School-to-Work in Washington, DC. She served in that role for four years, overseeing a $1.1 billion budget and spurring nationwide progress in education reform and workforce development.

JD has also been a leader for education reform at the state and local levels. She was Associate Superintendent of the Office of Professional/Technical Education for the Oregon Department of Education and Office of Community Colleges and served as the leader of a 27-county organization that managed federal job training funding for rural counties in Oregon.

JD's commitment to the mission of NAF is rooted in her genuine passion to make young people's lives better.

Governance

BOARD CHAIR

Sanford I. Weill

No Affiliation

BOARD LEADERSHIP PRACTICES

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BOARD ORIENTATION & EDUCATION

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

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?