US Naval Sea Cadet Corps

aka NSCC, USNSCC   |   Arlington, VA   |  http://www.seacadets.org

Mission

The mission of the United States Naval Sea Cadet Corps is to build leaders of character by imbuing in our cadets the highest ideals of honor, respect, commitment, and service.

Notes from the nonprofit

Sea Cadets is the Navy’s youth development program. We give middle school and high school students skills, knowledge and confidence to become great Americans. We offer an amazing variety of training opportunities, and our cadets work as teams in a disciplined environment. Sea Cadets are well prepared for the workforce, college or the military because of the wide variety of challenging experiences open to them including aviation, navigation, law enforcement, medical, journalism, robotics, STEM, SCUBA, cyber, and even culinary. These fun, hands-on experiences let young people step outside of their comfort zones and grow personally.

Ruling year info

1965

Executive Director

Andrew Lennon

Main address

2300 Wilson Blvd Suite 200

Arlington, VA 22201 USA

Show more contact info

EIN

52-0808385

NTEE code info

Citizenship Programs, Youth Development (O54)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The USNSCC Board of Directors and staff are working to grow enrollment and to identify additional funding sources.

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?

Leadership Training

Sea Cadets gives young Americans aged 10-18 skills, knowledge, and confidence to become productive, engaged citizens. We train 5,200+ youth annually at 380 units in 47 states, Guam and Puerto Rico. We are grateful for the support of more than 2,600 volunteers.

Sea Cadets are well prepared for the workforce, college or the military because of the wide variety of challenging experiences open to them including aviation, navigation, law enforcement, medical, journalism, robotics, and STEM. These fun, hands-on experiences let young people step outside of their comfort zones and earn self confidence.


Population(s) Served

Provide scholarship grants to deserving Sea Cadets who wish to further their education at two- or four-year schools.

Population(s) Served
Adolescents

The international exchange program offers cadets the opportunity to train in a number of foreign countries.

Population(s) Served

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.

Increased number of cadets recorded in database

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups

Type of Metric

Other - describing something else

Direction of Success

Increasing

Number of grants and research funding awarded to the institution

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Number of donations made by board members

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

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.

Strategic Goal 1: Membership
Attract, recruit, and retain a diverse body of cadets and adult volunteers

Strategic Goal 2: Training and Education
Train more cadets better through a relevant, current, compliant, and challenging program that embraces leading-edge technology, tools, and education processes

Strategic Goal 3: Financial Stability
Manage finances with integrity and transparency while operating within financial means and guidelines, optimizing resources to attain goals

Strategic Goal 4: Outreach and Fundraising
Attract, build, and retain a robust network of advocates to grow a broad range of diversified funding streams to include Navy and congressional budgets, grants, individual and corporate donations, and planned giving programs

1.1: Stop the downward trend in membership by summer 2021 and Increase sea cadet membership to 5,600 by the end of 2022.

1.2: Increase league cadet membership to 2,000 by the end of 2021.

1.3: Develop and implement a recruiting and retention plan by October 2020.

2.1: Develop a framework for evaluating the scope, relevancy, and effectiveness of the Training Program administered by NSCC Headquarters Staff.

2.2: Develop a framework for evaluating and measuring individual cadet and officer advancement training each year at each unit.

2.3: Develop a framework for evaluating and measuring the relevancy of the training curriculum that is developed and administered by NSCC Headquarters Staff.

2.4: Develop relevancy metrics pertaining to NSCC/NLCC cadets and volunteer leaders regarding age group, ability, and intended training outcome.

3.1: Oversee annual third-party audit of prior year financial records IAW GAAP and report results to Executive Committee as soon as available to assure integrity and transparency of financial management.

3.2: Review and forward annual affordable Operating and Grant budgets for approval at the Fall BoD Meeting to assure optimized use of available resources.

3.3: Meet at least four times annually (nominally quarterly) with the NSCC HQ Financial Staff to review budget execution, future year budget development, audit results and overall financial stability within pertinent financial means and guidelines to assure financial stability within pertinent financial means and guidelines.

3.4: Committee support NSCC HQ staff Congressional and Navy engagement efforts.

4.1: Conduct a minimum of two major fundraising campaigns annually via social media, email and mail

Once a full-time Development Director is hired, staff (in partnership with volunteers) will be at full capacity and able to achieve the organization's goals.

Strategic goals 2.2, 2.3, 2.4, 3.1, 3.2, 3.4 have been achieved. Staff and Board members continue to work on remaining goals.

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?

    Middle school and high school aged youth.

  • 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),

  • 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,

  • What significant change resulted from feedback?

    Based on recent cultural movements and feedback from our volunteers, we have recently engaged with a consultant to survey and perform an analysis on our our policies, procedures and practices across the board vis a vis diversity and equity. A written report of the consultant's findings will be shared with the Board of Directors and staff and will be used to identify actionable changes where necessary.

  • With whom is the organization sharing feedback?

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

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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome,

Financials

US Naval Sea Cadet Corps
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Operations

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

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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.

US Naval Sea Cadet Corps

Board of directors
as of 11/21/2022
SOURCE: Self-reported by organization
Board chair

Timothy Moon

Keith Larson

Timothy Moon

John Sutter

Thomas Klomps

Lynn Atkinson Drucker

David Ford

Vincent Patton

James Sketchley

Ronney Wright

Thomas O'Malley

J.R. Haley

Annie Andrews

Sean Cross

Gary Gertz

Bill Stephens

James Malloy

Anthony Cowden

Sarah Higgins

Cynthia Miller

Ben Stranzl

John Alger

Timothy Flatley

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 ? No
  • 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? No

Organizational demographics

SOURCE: Self-reported; last updated 11/9/2022

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

Leadership

No data

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data