PLATINUM2023

Naval Postgraduate School Foundation

aka NPS Foundation; NPS Alumni Association; Naval Postgraduate School Foundation & Alumni Association   |   Monterey, CA   |  www.npsfoundation.org

Mission

The Naval Postgraduate School Foundation is a 501(c)(3) nonprofit providing support and advocacy to the Naval Postgraduate School, our Nation’s only graduate institution to serve, develop, and educate students with operational experience in order to serve the unique needs of the Naval and Joint Forces.  By funding defense innovation research, student and alumni programs, and Naval Postgraduate School facilities and initiatives, the Naval Postgraduate School Foundation empowers NPS to develop leaders who think critically, navigate obstacles and anticipate the unknown, and solve urgent and complex problems facing our Nation. When we attack today’s global challenges through integrated knowledge, perspectives and strategies, we are better prepared to face the uncertainties of tomorrow.

Ruling year info

1971

President/CEO

Richard Patterson

Vice President

Todd Lyons

Main address

PO Box 8626

Monterey, CA 93943 USA

Show more contact info

EIN

23-7098729

NTEE code info

Graduate, Professional(Separate Entities) (B50)

Single Organization Support (B11)

Historical Societies and Related Activities (A80)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2020, 2020 and 2019.
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Communication

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

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

Human Enhancement Research Group

The Human Enhancement Research Group (HERG) is an organization functioning as a center for research and innovation in the field of human enhancement. It takes a proactive stance utilizing student and faculty research in human enhancement to keep our service members combat-ready and to prolong health and advance capabilities.

Setting it apart from other military programs, the HERG emphasizes applied research within the domains of behavioral, cognitive, physical, ethics of war, moral and cognitive dissonance, organizational psychology, and personal leadership development. The HERG’s focus on individual readiness and collaborative research will improve combat effectiveness, now and into the future, with a strong, educated, agile, resilient, and longer-serving force.

Population(s) Served
Researchers
Military personnel

As an alumnus of the Naval Postgraduate School, you belong to an elite group of nearly 50,000 distinguished professionals. NPS graduates are leading and innovating in their fields worldwide, both in the military and in private industry. But without easy access to these professionals, it’s difficult to leverage the power of this community. That’s where our Alumni Association comes in. With a searchable online directory and regional alumni events, we provide the resources needed for NPS alumni to foster both professional and personal relationships within this network, and to capitalize on the value of the NPS community.

Population(s) Served
Military personnel
Veterans

Each year, NPS outlines its institutional priorities. These priorities reveal where we concentrate our support to the school for the coming year. While priorities change from year to year, the mission of the school and the effects of our support do not: Together, we are enhancing national security, strengthening our military capability, and funding essential programs to hasten innovation in our Department of Defense.

Examples of the NPS Foundation's support to NPS initiatives includes support of STEM outreach through NPS Discovery Day, student and faculty awards, speaker series and communication outreach such as the Trident Room Podcast, and facility development or enhancement.

Population(s) Served
Academics
Military personnel

To elevate the NPS student, we offer memberships that include various benefits for students and their families. To help students and their families take advantage of this break from operational duty and all that the Monterey Peninsula has to offer, we create a community around shared interests through funding a wide variety of recreational, student-run clubs, including Chess, Cyber, Cycling, Flying, Golf, International, Makers, Outdoors, Running, Sailing, Skydiving, Soccer, Vehicle and Wine. We also host quarterly social events to help NPS students and their families connect with each other and build community during their time in Monterey.

Population(s) Served
Military personnel

We increase the margin of excellence at NPS by funding innovative national security research through our Defense Innovation Fund and Seed Program. These programs allow private funding to quickly and directly propel innovation in the Department of Defense and strengthen our national security. The research we help fund is at the forefront of responding to the new threats facing our country.

The Defense Innovation Fund (DIF) supports early-stage research and development projects at NPS that focus on improving national security, increasing warfighting capabilities, and addressing military inefficiencies. Our Seed Program uses a venture capital model to support early-stage research projects that originate from boots-on-the-ground experiences unique to service members. When we add private funding to these students’ unique perspectives, intelligence and work ethics, big things happen.

Population(s) Served
Military personnel
Researchers

In order to best educate and prepare NPS students for 21st century warfare, a modern, state-of-the-art, educational venue is required on the NPS campus. The Naval Innovation Center at NPS, will enable multi-disciplinary, project-based learning that creates warfighting solutions at the speed of relevance. The U.S. will win future wars by outthinking our enemies. The Naval Innovation Center will enable multi-disciplinary, technologically grounded, project-based innovation. Deliberately designed to prioritize collaboration, hands-on experimentation, advanced analytics, autonomous technologies, increasingly classified work and immersive demonstrations, this facility will be optimized to create solutions with direct relevance to the Fleet, while also sustaining long-term thinking for the future of the Navy and broader Department of Defense.

Population(s) Served
Military personnel
Academics

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of alumni (regardless of last date of enrollment) who submit updated contact information to the alumni office within the most recent academic year

This metric is no longer tracked.
Totals By Year
Related Program

Naval Postgraduate School Alumni Association

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of grants and research funding awarded to the institution

This metric is no longer tracked.
Totals By Year
Related Program

Research Funding

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Fiscal Year 2022 dates: July 1, 2021- June 30, 2022

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

National security is a shared responsibility. The Naval Postgraduate School Foundation & Alumni Association is the nexus between the Department of Defense, industry, academia and private support of national security and an innovation ecosystem that will create enduring advantages. NPS and the NPS Foundation are working together on the transformation of the school to better serve the DOD with national security research and solutions, and to serve our military students and their families. We pledge to support NPS as it attacks global challenges and develops military leaders, better preparing our Nation to face the uncertainties of tomorrow.

Meeting the challenges on the horizon will require the Naval Postgraduate School to expand its applied and
interdisciplinary research functions, grow a culture of experimentation, and expedite capability development
across all domains while developing agile, innovative leaders.

The NPS Foundation & Alumni Association will continue to connect with the best industry partners in critical
emerging technology areas, endow modernized and new on-campus facilities, invest in research by our Nation’s
brightest to transform ideas into scalable national security advantages, and fund NPS’ strategic initiatives critical to
advancing the operational effectiveness, technological leadership and warfighting advantage of our Joint Forces.

NPS needs private support to sustain and expand key programs that advance quality of life for students and faculty, engage the community and advance innovative research. The Naval Postgraduate School Foundation makes direct investments in strengthening national security and developing future leaders of our Department of Defense and Department of Homeland Security.

The Naval Postgraduate School Foundation is able to step in when federal funding is unavailable, unable to support a specific project, or moving too slowly. Similar to a venture capital model, we invest in research, facilities and programs through proof of concept and until government funding is available. The Foundation’s flexibility allows us to fill gaps that would otherwise halt research and programs critical to our Nation’s advantage and improve quality of life for students, their families and NPS alumni through recreational clubs, activities and community-building events.

Each year, NPS outlines its institutional priorities. These priorities reveal where the NPS Foundation will concentrate our support to the school for the coming year. While priorities change from year to year, the mission of the school and the effects of our support do not. Together, we are enhancing quality of life for students and their families, strengthening our military capability, and funding essential programs to hasten innovation in our Department of Defense. Foundation support is directed to three key areas, institutional support, research support and people support.

Institution: The Naval Postgraduate School Foundation provides that margin of excellence to the Naval Postgraduate School by providing rapid support of NPS initiatives when government funding is unavailable, unable to support a specific project, or moving too slowly. We focus on institutional priorities that Strengthen
NPS Core, Enhance NPS Competitiveness and Increase NPS Impact.

Research: By funding innovative national security research through our Defense Innovation Fund and Seed Program, the Naval Postgraduate School Foundation creates opportunities for NPS and the DOD to develop capabilities before they are needed. These programs allow private funding to propel innovation quickly and directly in the Department of Defense and strengthen our national security. The research we help fund is at the forefront of responding to the new threats facing our country.

People: The Naval Postgraduate School Foundation funds programs that enhance quality of life for NPS students and their families, faculty, and alumni. For current students, we create a community around shared interests through a wide variety of recreational, student-run clubs, hosted social and networking events, and on-campus resources. For graduates, the Alumni Association connects NPS’ distinguished alumni community across the world.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    Naval Postgraduate School Leadership, Faculty, Staff, Students and Alumni

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Constituent (client or resident, etc.) advisory committees,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve,

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our community partners,

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

Financials

Naval Postgraduate School Foundation
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Naval Postgraduate School Foundation

Board of directors
as of 01/19/2023
SOURCE: Self-reported by organization
Board chair

Hank Plain

Naval Postgraduate School Foundation

Term: 2017 - 2021

Evan Allen

Kenneth Beall

James Carey

Gary Coughlan

Richard Elster, PhD

Chris Fussell

Karen Hargrove

Robert Jaunich

Craig Johnson

Mark Kaufman

Steven Lerman, PhD

Susan Montgomery

Michael Morgan

Scott Negri

Daniel Oliver, VADM (USN Ret)

Andrew Paul

Thomas Prescott

Hank Plain

David Rice

Leonard Riggs, MD

Andrew Rosenberg

Julie Roth, Lt Col (USAF Ret)

Michael Shute

Robert Skinner

William Tyler

Norm Wesley

Dan Lynch

John Micek

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and 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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes

Organizational demographics

SOURCE: Self-reported; last updated 11/4/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male
Sexual orientation
Decline to state
Disability status
Decline to state

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 10/14/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.