Making life-changing, international experiences accessible to all.

aka FEA   |   Washington, DC   |
GuideStar Charity Check


EIN: 26-3041520


The mission of the Fund for Education Abroad (FEA) is to provide scholarships and ongoing support to students who are underrepresented among the US study abroad population. FEA makes life-changing, international experiences accessible to all by supporting minority, community college, and first-generation college students before, during, and after they participate in education abroad programs.

Ruling year info


Executive Director

Angela Schaffer

Main address

1155 Connecticut Ave NW Suite 300

Washington, DC 20036 USA

Show more contact info



Subject area info


Educational exchanges


Population served info

LGBTQ people

Ethnic and racial groups

Economically disadvantaged people


NTEE code info

International Student Exchange and Aid (Q22)

Scholarships, Student Financial Aid, Awards (B82)

Philanthropy / Charity / Voluntarism Promotion (General) (T50)

What we aim to solve

SOURCE: Self-reported by organization

FEA is increasing access to education abroad for those least likely to have an international education, and training our scholars to articulate the value of that experience to future employers.

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?

FEA General Scholarships

Fund for Education Abroad general scholarships are intended to support students planning to participate in high-quality, rigorous education abroad programs. The awards aim to support students who represent a group that is traditionally underrepresented in education abroad. Groups typically underrepresented in study abroad include minorities, first-generation college students, and community college students.

Population(s) Served
Ethnic and racial groups

This scholarship will be awarded to a deserving LGBTQI student who aims to participate in a high-quality, rigorous education abroad program. Applicants must meet general FEA scholarship eligibility requirements & preferences. Students interested in being considered for this annual scholarship should indicate this through their application forms.

This scholarship is made possible by the generous support of a group of international education professionals who are committed to advocating on behalf of LGBTQI students. These professionals counsel international and study abroad LGBTQI students and support their LGBTQI colleagues in the field. Many of these educators have come together through groups created with the support of NAFSA and the Forum for Education Abroad.

Population(s) Served
LGBTQ people

This scholarship will be awarded to a deserving student who attends a US university/college located in the BASAA area (Massachusetts, Maine, Vermont, New Hampshire, Rhode Island or Connecticut). Applicants must meet general FEA scholarship eligibility requirements & preferences. Students interested in being considered for this annual scholarship should indicate this through their application forms.

This scholarship is made possible by the generous support and fundraising efforts of BASAA, the Boston Area Study Abroad Association. BASAA is a network of study abroad professionals based in and around the Boston area that meet regularly to discuss current issues in the study abroad field through meetings, conferences, and other professional development opportunities.

Population(s) Served

This scholarship will be awarded to a deserving student who attends a US university/college located Minnesota. Applicants must meet general FEA scholarship eligibility requirements & preferences. Students interested in being considered for this annual scholarship should indicate this through their application forms. This scholarship is made possible by the generous support and fundraising efforts of international educators working in Minnesota.

Population(s) Served

Where we work


Innovation in Diversity 2020


Excellence in Diversity & Inclusion in International Education 2023

Diversity Abroad

Scholarship Provider of the Year 2019

National Scholarship Providers Association

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 students who receive scholarship funds and/or tuition assistance

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

LGBTQ people, Ethnic and racial groups, Students

Related Program

FEA General Scholarships

Type of Metric

Output - describing our activities and reach

Direction of Success


Total dollars received in contributions

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


Related Program

FEA General Scholarships

Type of Metric

Input - describing resources we use

Direction of Success


Average number of dollars per person served

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Scholarship awards range from $1,250-$10,000 depending upon the number of weeks a recipient is abroad, averaging as indicated. In 2020 & 2021 we allowed students to defer their scholarship awards.

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.

We envision a future in which any U.S. student who dreams of studying abroad will be able to participate. We believe the value of education abroad is so great that no barrier—financial, curricular, or personal—should be insurmountable. We foresee a future in which our scholars work to increase global understanding, give back to their communities, and mentor future generations of Fund for Education Abroad scholars.

The Fund for Education Abroad (FEA) was established in 2010 to address the need for an independent scholarship provider to enable more American college students to study abroad. FEA is a national nonprofit organization funded exclusively by philanthropic support, and the only organization dedicated to providing scholarships to students largely underrepresented in study abroad. FEA's focus is on increasing access for promising first-generation college students and students of minority background. FEA's awards of up to $10,000 offer one of the largest independent education abroad scholarships available.

The FEA Board and staff are judicious stewards of our resources, both human and financial, and as we continue to grow, we are committed to sustainably and intentionally (i) increasing the number of scholarship awards for underrepresented students with established financial need, (ii) delivering on high-quality programming to support our scholars and alumni, (iii) broadening brand awareness and reach, and (iv) enhancing and maintaining organizational, governance, and financial processes to ensure the fulfillment of the FEA mission.

After seven years of sustained growth, FEA is poised to invest more deeply in the international education of the next generation, sustainably scaling our efforts so that our scholars may work to increase global understanding, give back to their communities, and mentor future generations of FEA Scholars.

The Board of Directors created a strategic plan in 2017, with the following four goals over the next five years.

GOAL 1: Deepen Access
FEA is a mission-driven organization focused on access and equity yet the dilemma remains that only 3% of applicants, or 50 students, received awards during the last cycle. Our top priority is to increase our capacity to fund a greater number of deserving applicants each year, raising the number of scholars funded and the amount of monies disbursed.

GOAL 2: Invest in Scholars Before, During, and After Study Abroad
As our earliest recipients begin to enter the workforce, and our scholar numbers grow each year, it is urgent that FEA create programmatic, long-term relationships with scholars before, during, and after they study abroad. Alumni programming will promote leadership opportunities, professional development opportunities, and a network of self-supporting alumni with the launch of the Alumni Council, co-chaired by two extant Alumni Members of the FEA Board. The Alumni Council will be charged with alumni communication and events, and engagement of alumni in fundraising to support their efforts. In addition, it will convene at an annual reunion and conference that is held in conjunction with the FEA Gala.

GOAL 3: Broaden Brand Awareness
Broadening brand awareness is the next step to creating a recognized national scholarship that conveys an enduring stamp of approval to the recipient, a value potentially greater than the financial award itself. Equally, broadening brand awareness will draw talented applicants to FEA, and encourage students with promise who might not have previously considered study abroad.

GOAL 4: Build a Sustainable Future
FEA is committed to financial sustainability, transparency, and the judicious use of resources to meet or exceed commitments to stakeholders. Over the next five years, FEA will develop operating fund resources sufficient to achieve the goals and objectives of the strategic plan, scaling to provide the resources to support scholarship growth and programming. FEA will intentionally work to minimize the vagaries of changing conditions by identifying multiple stable sources of income, and growing the community of donors who embrace the mission while intentionally minimizing reliance on any one funding source.

FEA has an affiliated Board of Directors which is responsible for much of the scholarship administration, dissemination of information about FEA, and fund raising on behalf of the organization. Reaching the organization's short- and long-term financial goals, including the establishment of an endowment for scholarships, necessitates increasing and diversifying fundraising sources. FEA has developed a five-year fundraising plan, identifying both short term and long term corporate and foundation prospects, and recruited a Campaign Steering Committee to lead a $10 million comprehensive campaign. FEA's Board of Directors and Campaign Steering Committee have members who are well-respected in the fields of international education and business, thus increasing its credibility and prestige with prospective donors.

In order to reach the organizational goals of disseminating information and becoming a leader in promoting diversity in study abroad, FEA is developing strategic partnerships with other organizations who work with our target populations. For example, a partnership with the Howard University has been developed in order to increase the number of HBCU students who consider study abroad an option and apply for FEA scholarships. Similar partnerships have been pursued with the Hispanic Association of Colleges and Universities, the American Indian Higher Education Consortium, and Asian American and Pacific Islander Scholarship Fund. Students in these underrepresented groups do not typically consider study abroad to be a part of their academic careers, and thus are not reached by the typical venues for advertising study abroad programs (such as informational fairs and meetings). Through partnerships with these associations, we are able to use their existing vectors for contacting these student populations and promoting the inclusion of study abroad in their academic plans.

FEA is very proud of all that has been accomplished in its first seven years: instituting scholarship parameters, eligibility requirements, and processes; overseeing the review and selection of almost 100 scholarships for a total of almost $400,000; and motivating the private sector to support education abroad. We are excited to have launched a successful alumni program, providing positive engagement for new scholars and their alumni counterparts. Additionally, we have added our first FEA alum to FEA's ever-growing Board of Directors. Finally, our fundraising efforts have increased exponentially; our 2017 Annual Gala brought in $157,000 alone, as compared to $80,000 in 2016.

A paramount challenge the organization faces is the difficulty in identifying and reaching the types of students that FEA aims to engage (i.e. underrepresented students such as minorities, first-generation college students, and community college students). Historically these groups of students do not consider study abroad an option, for both financial and cultural reasons. Developing strategic relationships with universities and other higher education organizations allows FEA to expand our reach and join broader efforts to reach these students. A successful outreach program in the fall of 2014 increased our applicant pool by 85%.

FEA intends to pursue its long-term goals while continuing to serve its past, current, and potential scholars through its daily operations. We continually review the needs of our scholars and, based upon such assessments, seek to provide the services which will most benefit the students. During the current times of economic hardship, we are investigating how students can best showcase their time abroad to employers, to ensure that a study abroad experience can be an asset in the future, as well as an invaluable experience in the present.

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.
  • 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 take steps to get feedback from marginalized or under-represented people, 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 share the feedback we received with the people we serve, 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, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback


Fiscal year: Jan 01 - Dec 31
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
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


Average of 10.57 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 10 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 0% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


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


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of FUND FOR EDUCATION ABROAD’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.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $1,252,672 $1,527,623 -$115,843 -$71,510 -$659,101
As % of expenses 289.4% 283.9% -35.2% -14.6% -77.4%
Unrestricted surplus (deficit) after depreciation $1,252,672 $1,527,623 -$116,264 -$74,197 -$662,378
As % of expenses 289.4% 283.9% -35.2% -15.1% -77.5%
Revenue composition info
Total revenue (unrestricted & restricted) $1,685,430 $1,336,271 $327,928 $556,849 $628,099
Total revenue, % change over prior year 266.3% -20.7% -75.5% 69.8% 12.8%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 1.1% 7.6% 11.6% 3.8%
Government grants 0.0% 0.0% 0.9% 0.0% 0.0%
All other grants and contributions 99.9% 98.9% 91.5% 88.4% 95.5%
Other revenue 0.1% 0.0% 0.0% 0.0% 0.7%
Expense composition info
Total expenses before depreciation $432,800 $538,015 $329,535 $490,210 $851,168
Total expenses, % change over prior year 92.0% 24.3% -38.7% 48.8% 73.6%
Personnel 0.0% 0.1% 4.8% 2.0% 5.1%
Professional fees 2.4% 7.2% 15.5% 21.9% 7.7%
Occupancy 2.8% 4.0% 3.6% 0.0% 1.4%
Interest 0.0% 0.0% 0.7% 0.9% 0.2%
Pass-through 91.6% 79.1% 56.4% 66.9% 71.9%
All other expenses 3.2% 9.5% 18.9% 8.4% 13.7%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $432,800 $538,015 $329,956 $492,897 $854,445
One month of savings $36,067 $44,835 $27,461 $40,851 $70,931
Debt principal payment $0 $0 $0 $0 $148,197
Fixed asset additions $0 $0 $7,175 $0 $0
Total full costs (estimated) $468,867 $582,850 $364,592 $533,748 $1,073,573

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 12.8 15.2 24.0 11.7 5.8
Months of cash and investments 13.3 28.3 62.2 43.2 20.9
Months of estimated liquid unrestricted net assets 47.1 57.5 89.6 58.4 24.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $460,575 $680,188 $660,316 $477,191 $411,699
Investments $20,042 $588,699 $1,048,341 $1,288,132 $1,072,030
Receivables $1,248,308 $1,321,770 $925,942 $834,776 $392,484
Gross land, buildings, equipment (LBE) $0 $0 $7,176 $9,833 $9,833
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 5.9% 31.6% 65.0%
Liabilities (as a % of assets) 1.7% 1.9% 7.0% 8.6% 8.5%
Unrestricted net assets $0 $0 $0 $0 $0
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $1,699,822 $2,577,445 $2,461,181 $2,386,984 $1,724,606

Key data checks

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


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

Form 1023/1024 is not available for this organization

Executive Director

Angela Schaffer

Angela (Angie) Schaffer is an international educator, grants professional, and entrepreneur. Angie grew up in Baltimore City and was a first-generation college graduate. At Goucher College, where Angie earned a B.A. in International Relations, she served as Director of Sponsored Research and Corporate & Foundation Relations and Assistant Director of International Studies. Between her positions with Goucher, Angie served as Senior Director of Program Development at Cultural Vistas. Angie also served as ARO and Program Officer with TPG Cultural Exchange, a J-1 Teacher Visitor sponsor. She started her career in education abroad at the University of Maryland, and holds a Master of Arts degree in International Education Policy. Throughout her studies and career, Angela has focused on underrepresented students and issues that affect people in or from primarily urban areas. She has convinced many friends and colleagues to support efforts to establish scholarships and funding for young people

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

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.


Board of directors
as of 03/05/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Amar Rewari

Luminis Health

Term: 2024 - 2025

Errick L. Greene

Jackson Public Schools

Keshia Abraham

The Abraham Consulting Agency

John Christian

Gretchen Cook-Anderson


Joan Gore

J.E. Gore International Consultants

Anne Haberkern

Portland Community College

Heather Jacobs

Delaware North

Stephanie Lewin

Lewin Immigration Law

Tonija Hope

Howard University

Amar Rewari

Luminis Health

Mitzi Short

New Season Consulting

Brad Stepan

DIS Abroad

Ellen Yui

Yui & Co, Inc

Derek Luna

AE Com

Andrew Jones

Merrill Lynch

Gail Gugel

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 3/5/2024

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


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


Equity strategies

Last updated: 03/09/2022

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

  • 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 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.
There are no contractors recorded for this organization.

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser