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3900 WILLOW ST STE 110
Dallas TX 75226-1247
Dallas TX | IRS ruling year: 2009 | EIN: 76-0838983
Dallas Afterschool levels the playing field for children of all races and economic backgrounds by increasing the quality and availability of afterschool and summer p ... (More)
Dallas Afterschool levels the playing field for children of all races and economic backgrounds by increasing the quality and availability of afterschool and summer programs for over 12,000 students in Dallas County. (Less)
This charity's score is 100%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Dallas Afterschool is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Dallas Afterschool has earned a 100% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.Learn more
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
|Total Revenue Amount||Expectation to Receive Credit|
|$1 million or higher||Expected to complete an audit|
|$500,000 - $1 million||Expected to complete an audit, review, or compilation|
|Less than $500,000||No expectation (removed from scoring methodology)|
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
|Liabilities to Assets Ratio||Amount of Credit Received|
|Less than 50%||Full Credit|
|50% - 59.9%||Partial Credit|
|60% or more||No Credit|
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
|Program Expense Percentage||Amount of Credit Received|
|70% or higher||Full Credit|
|60% - 69.9%||Partial Credit|
|50% - 59.9%||Zero Points for Program Expense Score|
|Below 50%||Zero Points for Both Program Expense AND Liabilities to Assets Scores|
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activity data not reported from the IRS
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Dallas Afterschool) or EIN (760838983) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Dallas Afterschool reported being impacted by COVID-19 in the following ways:
How COVID-19 impacted the organization's operations financially:
COVID did affect our organization financially, however we were able to quickly assess the situation and respond accordingly. We applied for and received a PPP loan (that was forgiven), then we budgeted extremely conservatively. Our board and executive team also created and executed a short and focused two-year strategic plan that detailed how our organization and the Out-of-School Time system in Dallas would survive and thrive, while creating a new future for our sector.
How COVID-19 impacted the organization's delivery of programs:
When COVID shut down schools, all time became Out-of-School Time (OST). Our team connected partners with food resources, helped first-responders and essential workers locate programs for their children, we hosted virtual roundtables for our partner programs on safely reopening, provided at-home activities for students, deployed virtual tutors. and procured PPE and cleaning supplies for OST classrooms.
How this organization adapted to changing conditions caused by COVID-19:
Our team pivoted quickly to adapt to the changing needs of our 180 partner programs, students, and families in our community. We became the go-to resource for procuring PPE, disseminating information on safely re-opening, finding programming during the shutdown, creating academic and social-emotional support for students, and for connecting students and families to food resources. We also helped families with access to technology, held literacy and tutoring sessions (virtual and distanced), and we even created a virtual platform for teens to continue learning and stay connected during the shutdown, with social-emotional reflection activities.
Innovations the organization intends to continue permanently after the pandemic:
Dallas Afterschool is known for its high-quality training of Out-of-School time professionals. While most of this training used to be face-to-face (and many still are), we deployed some online and on-demand courses to ensure programs had the information they need to operate safe high-quality programming. We also still host monthly roundtable sessions virtually to stay in touch with the changing needs of our partner programs and students.
Not Currently Scored
Dallas Afterschool cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Dallas Afterschool reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
DALLAS AFTERSCHOOL ENSURES THAT LOW-INCOME STUDENTS HAVE ACCESS TO SAFE AND ENRICHING AFTERSCHOOL EXPERIENCES BY PROVIDING AFTERSCHOOL AND SUMMER PROGRAMS WITH STAFF TRAINING, PROGRAM RESOURCES AND SU ... (More)
DALLAS AFTERSCHOOL ENSURES THAT LOW-INCOME STUDENTS HAVE ACCESS TO SAFE AND ENRICHING AFTERSCHOOL EXPERIENCES BY PROVIDING AFTERSCHOOL AND SUMMER PROGRAMS WITH STAFF TRAINING, PROGRAM RESOURCES AND SUPPORT. OUR GOAL IS TO HELP LOCAL SITES ACHIEVE NATIONAL QUALITY STANDARDS, AS ONLY HIGH QUALITY AFTERSCHOOL PROGRAMS CHANGE STUDENT LIVES. CHILDREN WHO ATTEND AVERAGE OR LOW QUALITY PROGRAMS SHOW NO DIFFERENCE IN ACADEMIC, SOCIAL OR EMOTIONAL OUTCOMES THAN CHILDREN WHO ARE UNSUPERVISED AFTERSCHOOL. TODAY, DAS SUPPORTS 150 FREE AFTERSCHOOL SITES SERVING MORE THAN 12,000 K-12TH GRADE STUDENTS IN DALLAS COUNTY. OUR CLIENTS RANGE FROM NATIONAL ORGANIZATIONS LIKE THE YMCA TO SCHOOL BASED PROGRAMS LIKE BIG THOUGHT AND DALLAS PARKS & RECREATION, TO LOCAL PROGRAMS SUCH AS Readers 2 Leaders AND JUBILEE PARK. (Less)
Dallas Afterschool has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.Learn more
This organization reported that it is collecting feedback from the constituents and/or communities it serves. However, it did not respond to one or more survey questions, and therefore is not eligible for a score on this metric. (View our beacon methodology.) Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
We serve Afterschool Program Staff, their families, and citizens that we mobilize to advocate for quality Out-of-School-Time for all children.
How is your organization collecting feedback from the people you serve?
SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees
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
With whom does your organization share the feedback you got from the people you serve?
Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
We are seeking to have a more collaborative relationship with our partners and the people we serve.
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Note: The organization did not respond to this question.
100% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 12 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (6/7)
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.
Equity Policies and Procedures (6/7)
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.
Dallas Afterschool has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Dallas Afterschool levels the playing field for children of all races and economic backgrounds by increasing the quality and availability of afterschool and summer programs in Dallas County.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision a community with the resources and the will to provide impactful learning beyond the school day for all children.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Increase the number of free and low-cost Out-of-School Time seats for children in Dallas.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: To ensure that students in afterschool and summer programs are safe, by assessing all partner sites for safety and quality.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Three: To increase the pool of trained Out-of-School (OST) staff while improving retention rates for OST educators.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
The nonprofit provides evidence of investment in leadership development
Our organization has a board level HR committee that reviews salaries twice a year for equity and market conditions for each role. In January of this past year, our staff were all given market level adjustments. We also provide ongoing professional development opportunities for all staff and encourage voluntary leadership projects, regardless of position.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Networks of Collective Impact Efforts
Dallas Afterschool is the leader for Out-of-School Time programming in Dallas County. We are thought leaders and conveners, and educators for over 180 partner sites. We also participate in a number of additional networks with common goals, like the National Afterschool Alliance and the Texas Partnership for Out-of-School Time. We advocate for policy at the local, state and federal levels and publish a Policy Brief every two years so our partners and local officials understand OST issues and our recommendations.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
COVID created many challenges. Many Out-of-School Time professionals left the workforce, students were facing unprecedented levels of learning loss, all while programs were opening back up. Dallas Afterschool collaborated with a staffing agency and another community organization to create a program (ECOST) that hires and trains OST professionals, provides benefits and retention incentives - and deploys these staff as tutors and OST educators so students are able to catch up and keep up. This past year, we placed 100 staff members and all 100 were retained. We also provide a career ladder with different tracts to individuals in this group, of which over 95% are People of Color and female.