NAF
Mission Statement
NAF is a national network of education, business, and community leaders who work together to ensure high school students are college, career, and future ready. NAF’s educational design ignites students’ passion for learning and gives businesses the opportunity to shape America’s future workforce by transforming the learning environment to include STEM infused industry-specific curricula and work-based learning experiences, including internships. Since 1982, NAF has been partnering with existing high schools in high-need communities to enhance school systems at a low cost by implementing NAF academies – small learning communities within traditional high schools. NAF has grown from one NAF Academy of Finance in New York City to hundreds of academies across the country focusing on growing industries including: finance, hospitality & tourism, information technology, engineering, and health sciences. During the 2015-16 school year nearly 89,000 students attended 716 NAF academies across 36 states, including DC and the US Virgin Islands. In 2015, NAF academies reported 98% of seniors graduated with 92% of graduates planning to go to college. Founded in 1982 by Sanford I. Weill, Chairman Emeritus of Citigroup Inc., NAF fosters partnerships between the business and education communities to provide opportunities to underserved students. Weill’s original intent was to connect young people to entry-level jobs in New York City's growing financial sector. His program did much more than that. His vision led to a national movement of preparing students for successful careers. After Weill received approval for his new academy plan from the New York City Board of Education, the first academy, an Academy of Finance opened at John Dewey High School in Brooklyn, NY in 1982. Since then, the NAF network has grown to 565 academies and serves more than 70,000 students across 38 states, D.C, and the U.S. Virgin Islands each year. NAF's 96% graduation rate and network of dedicated educators, business partners, and students are testament to the effectiveness of this model.
Financial Overview — FY 2024
Compared with Peers
FY 2024| Ratio | This org | Peer median | Position (P10 → P90) | |
|---|---|---|---|---|
|
Program expense ratio
Program expenses / total expenses
· higher is better
|
74.6% | 84.6% |
P10P90
|
Bottom quarter |
|
Admin expense ratio
Management and general / total expenses
· lower is better
|
16.2% | 13.3% |
P10P90
|
Below median |
|
Fundraising expense ratio
Fundraising expenses / total expenses
· lower is better
|
9.2% | 0.7% |
P10P90
|
Bottom quarter |
|
Fundraising efficiency
Fundraising expenses / gross fundraising income
· lower is better
|
3045.3% | 550.2% |
P10P90
|
Bottom quarter |
|
Operating reserve
Months of expenses covered by net assets
· higher is better
|
4.2 mo | 10.7 mo |
P10P90
|
Below median |
|
Liabilities to assets
Total liabilities / total assets
· lower is better
|
11.1% | 31.2% |
P10P90
|
Top quarter |
|
Revenue concentration
Share of revenue from the largest source
· lower is better
|
88.4% | 88.3% |
P10P90
|
Below median |
|
Revenue growth
Year over year revenue growth
|
1.2% | 7.9% |
P10P90
|
|
|
Expense growth
Year over year expense growth
|
-18.6% | 7.4% |
P10P90
|
|
|
Surplus margin
Surplus as a share of revenue
|
0.5% | 3.0% |
P10P90
|
Financial History
| Year | Revenue | Expenses | Net Assets | Program % | Staff |
|---|---|---|---|---|---|
| 2024 | $20.6M | $20.5M | $7.1M | 74.6% | 85 |
| 2023 | $20.3M | $25.2M | $7.0M | 71.5% | 90 |
| 2022 | $13.6M | $24.6M | $12.8M | 67.0% | 111 |
| 2021 | $18.8M | $23.1M | $24.4M | 65.1% | 84 |
Donor Reviews
Write a ReviewBe the first to share your experience with this organization.