Educational Institutions

Scholarship America, Inc.

  • Minneapolis, MN

Mission Statement

Scholarship America's mission is to mobilize communities, through scholarships and educational support, to make postsecondary success possible for all students.

Main Programs

  1. Dollars For Scholars
Service Areas



United States

ruling year


Principal Officer since 2010


Ms. Lauren Segal



scholarships, financial aid, education, college, postsecondary education

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Also Known As

Scholarship America National Headquarters






Cause Area (NTEE Code)

Scholarships, Student Financial Aid, Awards (B82)

Student Services and Organizations (B80)

Educational Services and Schools - Other (B90)

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?


Self-reported by organization

whether they are pursuing certificate programs or studying at a 2-year or 4-year college or university, too many students are dropping out of college, swimming in debt, leaving this nation in a crisis of too few people prepared to fill the jobs of the future.

To combat this crisis, Scholarship America's programs raise and distribute millions in scholarship funds. Last year (2012-13), Scholarship America distributed 102,000 awards to students totaling $202 million. Since we were founded by Dr. Irving Fradkin in 1958, that’s more than $3.1 billion in scholarships and educational assistance distributed to 2 million students through Scholarship America 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

Dollars For Scholars

At the heart of Scholarship America lies our Dollars for Scholars division—more than 1,200 locally based, volunteer-driven chapters serving students in nearly 4,000 communities across the country. With support from our national office and six regional offices, Dollars for Scholars chapters help hometown students achieve their educational goals by raising scholarship funds, establishing endowments, providing assistance with college readiness and the financial aid process, and distributing scholarships each year.
 Dollars for Scholars is also the parent group of two other major initiatives. There's ScholarShop, an activity-based college-readiness curriculum that helps students in grades 4-12 (and their parents) identify career paths, prepare for postsecondary education, and navigate the admissions and financial aid process. Over 700,000 students have graduated from the ScholarShop program ready to face what's next.
 The Collegiate Partners program involves nearly 500 colleges, universities and technical schools to help maximize the impact of financial aid from our organization. Many even have matching-fund agreements, and all are committed to helping students get the most out of their Dollars for Scholars scholarshibenefits for each, and contact information, click here.
 If you're interested in starting a Dollars for Scholars chapter in your community, click here to find out more benefits and how to sign uclick here to log in to the Chapter Portal.



Population(s) Served

Youth/Adolescents only (14 - 19 years)



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?
    We have an ambitious goal to help 750,000 students complete their education -- whether it's a certification, a two-year degree or a four-year degree -- by 2025 with a manageable level of debt.
  2. What are the organization's key strategies for making this happen?
    We are employing four major strategies to ensure our goals. (1) Becoming a leader of the national education conversation by demonstrating the impact of private and community scholarships. (2) Harnessing the power of relationships and strategic alliances to ensure students are prepared to choose, enroll in and succeed in college on all levels. (3) Increasing national recognition of our organization and its affiliates. (4) Diversifying and maximizing our fundraising efforts to ensure sustainable scholarship growth.
  3. What are the organization's capabilities for doing this?
    Our staff, capital investments and growth are all focused on achieving our mission goal of helping 750,000 students between 2011 and 2025. We have created a Programs and Policy department that works in Washington, connecting our expertise and grassroots efforts to the national conversation on education.

    Our significant technology investments over the past several years have focused on two areas: streamlining scholarship management for clients and volunteers, and establishing a robust CRM system for stakeholders. Thanks to the former efforts, our 500 volunteer-driven affiliates now all have branded websites and online scholarship management -- and all of our staff and stakeholders can raise funds and award scholarships more efficiently than ever before.
  4. How will they know if they are making progress?
    Each of our four strategies comes with a built-in indicator of progress. For (1), we will looking at the establishment of baseline metrics and the growth of our role in national discussions. For (2), we are looking to deepen existing partnerships and create new and ongoing ones. For (3), we are monitoring a wide variety of awareness metrics both online and off, ranging from social-media engagement to media appearances. And for (4), we will be measuring both revenue growth and donor and client retention consistently.

    For our big goal, we need to effectively measure completion rates of our recipients; our technology improvements will help us do so, and that will ultimately be the most telling indicator.
  5. What have and haven't they accomplished so far?
    In addition to the $202 million in scholarships we awarded last year, important progress has been made on all areas of our strategic plan. Through the introduction of the Dream Award -- a scholarship given to current college students, providing funds for their second year and beyond -- we have created a flagship national program that focuses not on getting into college, but on completing a degree. We have reinforced this focus by providing matching grants for renewable scholarships to our volunteer affiliates, and by encouraging corporate scholarship sponsors to fund renewable, completion-focused awards.

    The Dream Award -- whose recipients were announced live on national TV by award supporter Katie Couric -- also helped us diversify fundraising and attain more brand recognition. And our association with Higher Ed Not Debt, a bipartisan higher-ed advocacy group, has raised our profile in Washington and led to new partnership avenues.

    We continue to strive to help students complete school, and to successfully measure completion rates among our scholarship recipients. As we work toward our large goal, this is where we'll be focusing ongoing efforts.
Service Areas



United States

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

Scholarship America Inc
Fiscal year: Jan 01-Dec 31
Yes, financials were audited by an independent accountant.


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

Scholarship America, Inc.



Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Principal Officer

Ms. Lauren Segal


Scholarship America® welcomed Lauren Segal as President & CEO beginning in April 2010. Lauren came to Scholarship America with 30 years of nonprofit sector experience, including several years as president and chief executive officer of Greater Twin Cities (MN) United Way.
Lauren joined United Way in 1980, and worked in several capacities in various local United Way organizations before taking the reins as president of United Way of Somerset County in New Jersey. She moved to St. Paul to head up the St. Paul organization in 1994, and then became CEO of Greater Twin Cities United Way in 2004 following its merger with the Minneapolis United Way organization. Greater Twin Cities United Way is the second largest local United Way organization in the country, raising over $85 million annually.
Under Lauren’s leadership, Greater Twin Cities United Way moved from a funder of agencies, to an organization with funding priorities focused on efforts that positively affect individuals at or below the poverty line in the nine-county Twin Cities region. She also implemented a data-based impact model, measuring United Way’s results on issues at a community level.
Lauren received a bachelor of science in business management from Guilford College in Greensboro, North Carolina. She has served on a variety of nonprofit boards, including the Minnesota Early Learning Foundation, United Way of Minnesota, and The Itasca Project. In addition, Segal served on the Governor’s Ending Long Term Homelessness Advisory Council and was an instructor for the Center for Community Leadershiincluding The Business Journal’s “40 under 40” in 1995 and “25 Women to Watch” in 2004.



Mim Schreck



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. Self-reported by organization



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?



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



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



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



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