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First Command Educational Foundation

Financial Readiness for Life

aka FCEF   |   Fort Worth, TX   |  https://www.fcef.com

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First Command Educational Foundation

EIN: 75-1973894


Mission

Empowering those who serve our Nation, and those who support them, to Take Command of positive financial behaviors through education and scholarships. We serve active-duty service members, veterans, federal civilian employees and their families, as well as various educational, business, social service, civic, and faith-based organizations across the country. We partner with organizations across the country to provide scholarships to hard-working students seeking college or trade school degrees.

Notes from the nonprofit

FCEF is ready to educate those who serve!

Ruling year info

1984

President

Mr. Thomas Kuhar

Main address

1 FirstComm Plaza, Suite 210

Fort Worth, TX 76109 USA

Show more contact info

Formerly known as

USPA/IRA Educational Foundation

EIN

75-1973894

Subject area info

Vocational education

Higher education

Financial counseling

Economics for youth

Education

Population served info

Children and youth

Adults

Students

Military personnel

Emergency responders

NTEE code info

Education N.E.C. (B99)

Scholarships, Student Financial Aid, Awards (B82)

Business, Youth Development (O53)

What we aim to solve

SOURCE: Self-reported by organization

Service members need better and more frequent financial readiness training. Existing financial readiness programs do not adequately educate service members and their families on financial matters, as reported by the Military Compensation and Retirement Modernization Commission. In written testimony submitted to the House Armed Services Committee on Feb. 4, 2016 the commission noted that the services provide personal financial management training for their members according to their internal policies, but shortfalls in that training have created longstanding problems. We believe that through our educational presentations and scholarship programs we can help educate those who serve.

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?

Financial Readiness for Our Troops

We offer 60+ financial education presentations for active-duty, reserve/national guard, veterans, spouses, and dependents.
Customizable
Virtual or In-person
45 – 60 minutes
Most speakers have military and financial experience.
Addresses all levels of career from entry to separation/retirement
Topics include, but are not limited to: Budgeting, Managing Credit, Controlling Debt, Investing, Retirement Planning, Understanding Military Pay System, Blended Retirement System, Thrift Savings Plan, Military Benefits, Preparing Financially for Deployment


Population(s) Served
Military personnel
Adults
Families
Veterans
Widows and widowers

We contribute to continued formal education through scholarship programs awarding approximately $125,000 annually.
We partner with organizations across the country to provide scholarships to hard-working students seeking college or trade school degrees.

Population(s) Served
Adolescents
Military personnel
Veterans
Adults

Our online financial readiness program designed for service members, their families, and the organizations that support them.
Courses include:
Financial Risks Faced by Service Members
Blended Retirement System (BRS)
Thrift Savings Plan (TSP)
Deployment/Redeployment
Separation From Service
Marriage
Disabling Sickness or Condition
And much more!

Population(s) Served
Military personnel
Adults
Military personnel
Families

We contract directly with federal agencies to provide federally mandated training on FERS and CSRS retirement benefits. Our in-person and virtual seminars include discussion and training on annuity and survivor benefits, Voluntary Contribution Program, Thrift Savings Plan, federal employee health benefits, Social Security, Federal Employee Group Life Insurance, long-term care insurance, and a brief overview of financial planning. Our seminars are tailored to early- and mid-career and pre-retirement federal employees, as well as to Special Provisions employees such as law enforcement personnel, firefighters, and air traffic controllers.

CSRS or FERS (or combined CSRS/FERS) Pre-Retirement 1 or 2 day
FERS Early- or Mid-Career Retirement 1 or 2 day
Thrift Savings Plan with Financial Planning for the Federal Employee 1 day

As a 501(c)(3) public non-profit charity, we do not endorse any commercial supplier, product, or service or promote the services of any specific financial institution.

Population(s) Served
Emergency responders
Veterans
Older adults
Young adults

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 financial literacy courses conducted

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

Children and youth, Families, Military personnel

Related Program

Financial Readiness for Our Troops

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

In addition to courses, we had 1,948 registrants for TAKE COMMAND, our free online financial literacy course.

Number of students who receive scholarship funds and/or tuition assistance

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

Young adults, Families, Military personnel

Related Program

Scholarships

Type of Metric

Other - describing something else

Direction of Success

Holding steady

Total dollar amount of scholarship awarded

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

Adults, Families, Military personnel

Related Program

Scholarships

Type of Metric

Other - describing something else

Direction of Success

Holding steady

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.

1. Increase the number and knowledge of DoD clients served and become a trusted financial education for all service members and their families.

- Improve social media outreach
- Build strong partnerships with military units, service members, and their families
- Improve awareness of program services
- Expand online and educational programs
- Expand capabilities of educational program

- Provide free, unlimited access to TAKE COMMAND and the TAKE COMMAND app for the military community
- Award at least 100 scholarships per year

- Percentages of number of presentations and individuals continue to increase every year
- Number of states and countries using online resources continues to expand
- Launched first-ever app to teach basic financial awareness to teens and young adults
- Requests for scholarships continue to increase
- New partnerships with community organizations continues to increase every year

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.
  • 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

  • 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 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 share the feedback we received with the people we serve

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

8.91

Average of 16.91 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

3.3

Average of 2.3 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

13%

Average of 3% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

First Command Educational Foundation

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

First Command Educational Foundation

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

First Command Educational Foundation

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of First Command Educational Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$120,124 $175,757 $124,540 -$159,554 $79,756
As % of expenses -9.8% 15.8% 12.8% -17.7% 7.2%
Unrestricted surplus (deficit) after depreciation -$122,390 $173,486 $123,154 -$160,838 $78,711
As % of expenses -10.0% 15.5% 12.7% -17.9% 7.1%
Revenue composition info
Total revenue (unrestricted & restricted) $1,200,305 $1,220,909 $1,168,723 $1,064,951 $1,077,644
Total revenue, % change over prior year 27.0% 1.7% -4.3% -8.9% 1.2%
Program services revenue 12.1% 12.2% 5.1% 3.7% 4.4%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 5.9% 4.6% 4.4% 5.1% 4.8%
Government grants 0.0% 0.0% 10.2% 0.0% 0.0%
All other grants and contributions 82.1% 83.5% 80.3% 91.2% 90.8%
Other revenue 0.0% -0.4% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $1,224,575 $1,115,324 $970,815 $899,386 $1,115,229
Total expenses, % change over prior year 37.1% -8.9% -13.0% -7.4% 24.0%
Personnel 60.4% 63.7% 67.9% 67.5% 60.3%
Professional fees 17.9% 14.2% 12.3% 14.1% 22.6%
Occupancy 0.0% 0.0% 0.0% 0.0% 0.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 6.7% 6.8% 11.1% 11.1% 10.6%
All other expenses 15.0% 15.4% 8.7% 7.3% 6.6%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,226,841 $1,117,595 $972,201 $900,670 $1,116,274
One month of savings $102,048 $92,944 $80,901 $74,949 $92,936
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $2,376 $0 $0 $0 $0
Total full costs (estimated) $1,331,265 $1,210,539 $1,053,102 $975,619 $1,209,210

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.5 1.8 2.3 3.3 3.3
Months of cash and investments 14.9 18.0 23.3 27.4 20.2
Months of estimated liquid unrestricted net assets 3.0 5.2 7.5 6.0 5.7
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $148,558 $165,019 $186,556 $251,001 $305,170
Investments $1,374,828 $1,506,302 $1,698,846 $1,803,636 $1,572,970
Receivables $25,164 $9,819 $10,939 $25,867 $37,171
Gross land, buildings, equipment (LBE) $20,707 $20,197 $17,653 $17,653 $17,653
Accumulated depreciation (as a % of LBE) 79.2% 83.1% 81.8% 89.1% 95.0%
Liabilities (as a % of assets) 7.9% 4.8% 4.8% 3.2% 8.9%
Unrestricted net assets $313,627 $487,113 $610,267 $449,429 $528,140
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $1,117,401 N/A N/A N/A N/A
Total restricted net assets $1,117,401 $1,117,401 $1,221,457 $1,591,457 $1,217,452
Total net assets $1,431,028 $1,604,514 $1,831,724 $2,040,886 $1,745,592

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

President

Mr. Thomas Kuhar

Tom joined FCEF as the President in May 2022. Reporting to the Chief Executive Officer, he is responsible for the Foundation’s strategic planning, fundraising, program growth, and daily operations. Tom’s experience was gained during his almost 25-year US Coast Guard career. Enlisting into the US Coast Guard Reserve in 1995, he was assigned to a Search & Rescue Station in Pensacola, FL. Upon graduation from college, he transitioned to the Active-Duty component. He was assigned to a Cutter, where he advanced to Boatswain’s Mate Third Class. Completing his Enlisted time at Marine Safety Office Morgan City, LA, he was selected to attend Officer Candidate School in 1998. He holds a Bachelor of Science degree in Environmental Resources Management and Planning from the University of West Florida. Tom also holds a Master of Arts degree in National Security and Strategic Studies from the US Naval War College. He is a certified Project Management Professional from the Project Management Institut

Number of employees

Source: IRS Form 990

First Command Educational Foundation

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

First Command Educational Foundation

Board of directors
as of 02/06/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Charles Bowen

United States Coast Guard, Retired

Term: 2021 - 2025

Kellie Richter

First Command Financial Services

Sunday Grace

First Command Financial Services

Fred Offutt

Retired, Financial Planning

Charles Bowen

Master Chief Petty Officer of The Coast Guard (MCPOCG), USCG (Ret.)

Justin Kistler

First Command Bank

Timi Jorgensen

The American College of Financial Services

Tom Kuhar

First Command Educational Foundation

Jennifer Berlin

First Command Financial Services

Jay Land

Strategy and Management Consultant

Tom Atkin

The Atkin Group

William Johnson

CSM, US Army, Retired

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 1/5/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

No data

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 02/04/2022

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 review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • 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 disaggregate data by demographics, including race, in every policy and program measured.
  • 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 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.