PLATINUM2022

Naval War College Foundation, Inc.

aka NWCF   |   Newport, RI   |  http://www.nwcfoundation.org

Mission

The Naval War College Foundation, powered by its generous members and donors, provides critical funds needed to support the U.S. Naval War College's unique ability to develop military and civilian leaders who are: Skilled in the strategic and operational challenges of today and tomorrow; dedicated to preserving national security and a global position of leadership; and adept at navigating the challenges of war and its prevention. The Naval War College Foundation’s purposes are educational and charitable. It solicits and receives charitable gifts for the encouragement and support of the work of the U.S. Naval War College.

Notes from the nonprofit

The NWCF's support to the U.S. Naval War College investing in: Leadership education and training, faculty research and curriculum development; nationally recognized speakers series open to the public for the local community’s intellectual enrichment and education. It has establish six academic endowed chairs, as well as 51 other endowments to advance leadership development and national security. NWCF provides funds for 8 educational colleges and centers including the Colleges of Naval Warfare; Naval Command and Staff; Leadership and Ethics; Distance Education; Maritime Operational Warfare; Naval Command College; Naval Staff College; Center for Warfare Studies. It also invests in 7 research centers: Russia Maritime Institute, Center on Irregular Warfare and Armed Groups, China Maritime Studies Institute, Cyber & Innovation Policy Institute; Institute for Future Warfare Studies, John B. Hattendorf Center for Maritime Historical Research, and Stockton Center for International Law.

Ruling year info

1970

CEO

Mr. George E. Lang Jr.

Main address

686 Cushing Rd

Newport, RI 02841 USA

Show more contact info

EIN

23-7063084

NTEE code info

International Peace and Security (Q40)

Graduate, Professional(Separate Entities) (B50)

International, Foreign Affairs, and National Security N.E.C. (Q99)

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, 2019 and 2018.
Register now

Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The U.S. Naval War College's mission is to educate and develop future leaders by building strategic and cultural perspective and enhancing the capability to advise senior leaders and policy-makers. The Naval War College Foundation (NWCF) increases public awareness of the College's mission, capabilities and accomplishments and provides critical funds needed to support the College's unique ability to develop military and civilian leaders who are 1. Skilled in the strategic and operational challenges of today and tomorrow; 2. Dedicated to preserving national security and global position of leadership; 3) Adept at navigating the challenges of war and the prevention of war.

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?

Education Funding

The Foundation's purposes are both educational and charitable. It solicits, receives, administers and donates funds and property for the encouragement and support of the academic and research programs of the U.S. Naval War College. It increases public awareness of the College's mission and accomplishments. It provides financial support to the College for which public funds are not available and/or augments funding to financially supplement publicly supported projects and programs. It assists the College in sustaining an active alumni affairs program. The Foundation supports only the College and does not participate in any lobbying or political activities.

Population(s) Served
Military personnel
Adults

The U.S. Naval War College serves students annually who come from some 100 to 150 allied countries across the globe. International Programs directly support the development of robust maritime partnerships. We emphasize the "Newport Connection" to enhance trust and confidence and also promote cooperation among partner nations. World events confirm the value of developing and maintaining such friendships.

Population(s) Served
Military personnel
Veterans

Strategic and Operational Department is home to a variety of specialized centers, groups and institutes, all of which work to produce innovative research and analysis for the U.S. Navy and Department of Defense. Research Centers include the China Maritime Studies Institute, Russia Maritime Studies Institute, Cyber and Innovation Policy Institute, Institute for Future Warfare Studies.

Population(s) Served
Military personnel

Where we work

Awards

Three-Star Rating 2020

Charity Navigator

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 endowments

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

Education Funding

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

57 Endowed Funds distributed in-part as follows: *$17.7M Chairs, Professors & Instruction *$10.7M Cyber Security *$5.7M Programs & Educational Awards *$1.5M Research & Scholarship

Total dollar amount of grants awarded

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

Education Funding

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

The numbers reflect how much programmatic philanthropic support the U.S. Naval War College received in a given year. The Naval War College Foundation holds additional endowment income for College use.

Total Funds Raised

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

Education Funding

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Total funds raised are used for philanthropic support of the College, Foundation operations in service to the College and restricted endowment. 2019 the Foundation received some $11.5M in endowment.

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.

The main priority of the U.S. Naval War College is to educate and develop future leaders through the development of strategic perspective, critical thinking and cultural awareness, as well a enhancing the capability to advise senior leaders and policy makers. Further goals include, but are not limited to: Helping to define the future of the Navy--it's roles and missions; supporting combat readiness; strengthening global maritime partnerships; promoting ethics and leadership; contributing knowledge to shape effective decisions through the Maritime History Center expertise and through the Stockton Center for the Study of International Law, provide expertise and advice to the international legal community. These goals will be achieved through preserving: 1. A current and relevant curriculum; 2. A world-class faculty and staff; 3) the best and brightest joint study body educated both during their time at the College and through an ongoing robust alumni and donor programs for lifelong learning and engagement. The College will continue to study warfare, to include the important dialogue on irregular warfare, cyber security and prevention of conflict. The Naval War College Foundation (NWCF) provides critical funds needed to support the College's unique ability to develop military and civilian leaders who are 1. Skilled in the strategic and operational challenges of today and tomorrow; 2. Dedicated to preserving national security and global position of leadership; 3) Adept at navigating the challenges of war and the prevention of war.

Strategies include, but are not limited to: 1) Operationalizing the College's educational and research efforts to maximize near-term support to the Fleet. In particular, the College will provide greater focus on understanding today's threats, while further enhancing military preparedness; 2) Expanding the navalization of College curriculum to best maximize understanding of sea control; 3) Aligning parts of the curricula to teach through a maritime and sea power lens; 4) Creating and infusing an understanding of future operating environments, technologies and operational concepts to continue to prepare students for the ever-increasing scope of pace of change; 5) Accelerating a process which strives to further internationalize itself so that it becomes the veritable locus of international maritime cooperation to increase the capability and capacity of the College to turn episodic engagement events into a purposeful program that leverages its reputation for neutrality and inclusiveness to build a network of reliable partnerships; 5) Attract and retain talented and expert faculty and staff through a rational and incremental approach to normalizing the conditions under which our professional faculty and staff are enabled to conduct their teaching and research efforts.

In partnership with the College, the Foundation's strategies to ensuring success are:
1. Build a state of the art fundraising operation which marries together donors' goals and intentions with College's goals and needs focusing on leadership development in areas of critical thinking and cultural awareness and the ability to advise senior-most leaders;
2. Put into place and continuously hone, nurture, review and evaluate standard best operating practices recognized in the philanthropic professional community by institutions such as GuideStar, Charity Navigator, Uniform Prudent Management of Institutional Funds Act/Uniform Law Commission, BBB Wise Giving Alliance and the Independent Sector among others to ensure successful fundraising to further ensure that the U.S. Naval War College has adequate and substantial funding to meet its goals leading to a more safe, secure and peaceful world;
3. Work with the College to ensure funding priorities and needs are consistently identified and updated linking them to donor priorities and needs.
4. Focus on areas of greatest impact and return on investment so that the College's goals are achieved and needs met by conducting internal audits in key areas 1) staff training; 2) donor stewardship 3) fundraising 4) operations;
5. Continue to develop meaningful partnerships with community partners locally, nationally and internationally to meet the College's goals for more strategic and operational challenges in today's world; preserving national security and global leadership and to ensure the greater understanding and ability to navigate the challenges of war and its prevention.

The U.S. Naval War College is an iconic symbol of the United States’ rich military history. Established in 1884, the College is the oldest educational institution of its kind in the world. It has grown to become the military’s—indeed the world’s—premier graduate institution focused on developing leaders, defining the future of the Navy, supporting combat readiness, and strengthening maritime partnerships. The Naval War College is fully accredited, and graduates over 600 resident students each year and supports a robust distance-education program serving more than 1000 students annually and more than 303,000 over time. In this regard, the goals and strategies outlined above should animate and inform the agendas of all departments within the College. Senior-most leadership, deans, chairs, directors, faculty and staff are charged with understanding the goals and strategies and implementing the vision it expounds by developing and implementing supporting objectives. The College will accomplish its goals through the joint focused efforts of its 375 faculty of which 129 are military and 246 are civilian and 312 staff of which 91 are military and 221 are civilian. It will do it through its centers for research and excellence including the Stockton Center for International Law, Center for Irregular Warfare and Armed Groups, China Maritime Studies Institute, Cyber and Innovation Policy Institute, Institute for Future Warfare Studies, John B. Hattendorf Center for Maritime Historical Research and its Russia Maritime Studies Institute. Further capabilities exist in the Academic Departments themselves, namely, the College of Distance Education, College of Leadership and Ethics, College of Maritime Operational Warfare, College of Naval Command and Staff, College of Naval Warfare, Naval Command College and the Naval Staff College. Its further capabilities are found in administrative departments such as the Office of Naval Intelligence Detachment, Public Affairs Office, Office of Alumni Affairs and Office of Reserve Affairs among others. Another important part of the College which bolsters its capability to not only address and achieve its goals, but disseminate information and research related to them is the Naval War College Press which publishes a variety of news reports, research publications, books and journals.

Among the U.S. Naval War College's many accomplishments which is tied directly to its goals and strategies was the Naval War College's hosting along with the National Center for Disaster Medicine & Public Health, a war-game simulation called "Urban Outbreak." The simulation was held in September, 2019 with some 50 experts in disaster response from the College, academia, military, nonprofit and private sectors for a two-day exercise held at Johns Hopkins University's Applied Physics Lab. The exercise simulated a fictional outbreak of what might happen if a pandemic were to break out and determined the nation would not be prepared. The simulation was specifically designed to reveal gaps in communication and resources and expose areas in which leadership and new and/or revised strategies were needed and should be implemented. The simulation was designed to raise hidden critical issues lying just under the surface of a problem like a pandemic. This work was completed three months prior to the Coronavirus becoming known and helped begin a very important dialogue to lessen the impact of Coronavirus and future pandemics.

Another major accomplishment was the establishment of one of its newest center of excellence, the Cyber and Innovation Policy Institute (CIPI) which furthers its missions and related goals and strategies, particularly in the complex and ever changing world of cyber security. Protecting our nation is not just about traditional threats and battlefield weapons. Challenges also lurk in cyberspace, including surveillance programs and wide-scale disruptions to government and corporate operations. CIPI advances and promotes research, education, and analysis in the evolving field of digital defense. The College and Naval War College Foundation, working in partnership with the public and private sectors put forth the goal and vision for the creation and endowment of such a center. The Foundation launched a ten million dollar capital campaign in 2014 and to-date, more than $10 million in funds were raised, endowing and establishing the Institute. CIPI's research creates new knowledge about cyber security and military innovation to help shape the future of the Navy, joint force, and national policy.

The Naval War College Foundation works in partnership with the College to ensure simulations like Urban Outbreak and centers of excellence like the Cyber & Innovation Policy Institute have the necessary funding to meet goals for the broadest possible impact in today's 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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    The Naval War College Foundation serves its primary client, the U.S. Naval War College--its 375 faculty (of which 129 are military and 246 are civilian), 312 staff (of which 91 are military and 221 civilian) and 525 U.S. military, civilian and international students (of which 144 are Navy, 41 Marines, 54 Air Force, 8 Coast Guard,129 Army, 40 civilian and 108 International military. It also serves its more than 4,500 members from all 50 states and around the globe.

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

    Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Suggestion box/email,

  • 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 identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    Recently, the Naval War College Foundation increased its amount of content delivery--both hardcopy and online--to consituents in response to surveys which noted constituents liked the content but wanted more of it. We are providing more content on many different platforms to reach constituents where they are e.g. people who like traditional hardcopies receive content in that form; those who prefer electronic specifically email receive it in that form and those who prefer social media receive it in that form. Constituents also wanted to better understand the impact of their giving. We listened and reinstituted and upgraded our annual report of donors as well as other reporting mechanisms including donor stories in our monthly newsletters.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders,

  • How has asking for feedback from the people you serve changed your relationship?

    It has made them feel and become more engaged. They are stronger partners in the enterprise understanding that they are valued members of the community and can help make a difference not just as financial contributors, but as influencers who have good ideas, opinions and thoughts which can transform and have impact on the institution. They can help the institution stay on course and/or direct it back on course if we internally do not realize we might be veering off course. Input from our community helps us truly serve them much more efficiently, effectively which of course helps our institution operate more efficiently and effectively.

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

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback,

Financials

Naval War College Foundation, Inc.
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • 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.

Operations

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

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • 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.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • 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 War College Foundation, Inc.

Board of directors
as of 05/24/2022
SOURCE: Self-reported by organization
Board chair

Mr. Philip Bilden

No Affiliation

Term: 2020 - 2023

Philip Bilden

Phil Dunmire

Stephanie Bennett-Smith

Daniel Holland

Duncan Cocroft

Paula Dobriansky

David Hunter

Carl Liebert

Juliette McLennan

Allen Myers

Douglas Newhouse

Kevin Rochford

Dwight Sipprelle

Daniel Quigley

Archbold van Beuren

Michael Coulter

Duncan Chapman

Paul Dimitruk

Virginia Richard

Ralph Isham

Byron Marchant

Julius Caesar

Barbara Schoenfeld

AB Cruz

Scott DePasquale

Dominic Dannessa

Waring Partridge

Douglas Matthews

Howard Morgan

Mitch Walman

Joseph Nicholas

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

Organizational demographics

SOURCE: Self-reported; last updated 5/24/2022

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, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person with a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 05/24/2022

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

Data
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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 help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.