2024-05-15T08:50:22+00:00 2023-12-31 363990892 Capin Crouse LLP 1255 Lakes Parkway Suite 105 Lawrenceville GA 30043 990 2023-01-01 451813056 Emergency Assistance Foundation Inc EMER 8665866054 700 S Dixie Highway 107 West Palm Beach FL 33401 Douglas Stockham President 8665866054 2024-05-15 true Douglas Stockham 999009999 Luke Burnett P01079018 5055022746 2023 2023-04-26 12:10:37Z Douglas Stockham 700 S Dixie Highway 107 West Palm Beach FL 33401 229639583 false X http://emergencyassistancefdn.org X 2011 FL To administer global disaster and hardship relief funds, thereby providing grants to eligible individuals in need around the world. 10 10 1 10 0 0 58340287 43176081 16973 15179 319442 2875270 16866 2276 58693568 46068806 45639518 30010720 0 0 499358 551456 0 0 0 6378793 6672660 52517669 37234836 6175899 8833970 81326371 92112060 1340800 1379968 79985571 90732092 As an independent third party, Emergency Assistance Foundation (EAF) administers all relief fund activities (including accepting donations, objectively reviewing grant applications, and awarding and distributing grants) while also maintaining legal and regulatory compliance. Through every disaster and hardship, EAF remains a fearless financial first responder, ensuring that monetary assistance reaches those in need as quickly as possible, no matter the location or obstacle. We have immense passion for what we do, and we know that many of those we serve are experiencing severe financial hardship. This understanding drives every interaction with our applicants and grant recipients, as well as our commitment to supporting our Fund Partners. false false 35736780 30010720 15179 In 2011, Emergency Assistance Foundation (EAF) was established with the goal of assisting organizations that want to help their own during tough times. We saw a high and rising number of disasters taking place around the world with few organizations clear on how to respond efficiently and effectively. This led us to create a public charity designed to allow these organizations (our Fund Partners) to establish global disaster and hardship relief funds that can provide grants to individuals in need. Each fund is designed with a unique name, specific grant criteria, and a defined charitable class (those eligible to apply for a grant). EAF's sole purpose is to independently administer all fund activities (including accepting donations, objectively reviewing grant applications, and awarding and distributing grants) while advising Fund Partners to ensure that each fund is regulatorily compliant and increasingly effective. (Continue on Schedule O) 35736780 true true false false false false false false false false false false false false false true false false false true false true false false false false true true true false false false false false false false true true false false false false false false false false true 28 0 true 1 true false false false false false false false false false false false false X 10 10 false false false false false false false true true false false true true true true true true true false false CA CO CT DC FL GA AL HI IL KS KY ME AK MD MA MI MN MS NV NH NJ NM NY NC ND OH OK OR PA RI SC TN UT VA AR WA WV WI X Douglas Stockham 8665866054 700 S Dixie Highway 107 West Palm Beach FL 33401 Bryan Clontz Director, Secretary/Treasurer 12.0 X X 0 0 0 Thomas Bartels Director/Board Chairman 1.0 X X 0 0 0 Akhil Patel Director 1.0 X 0 0 0 Andrea Whitney Director 1.0 X 0 0 0 Andy Meehan Director 1.0 X 0 0 0 Barbara Snell Director 1.0 X 0 0 0 Brendon Perkins Director 1.0 X 0 0 0 Christopher W Storkerson Director (Part Year) 1.0 X 0 0 0 David Wu Director 1.0 X 0 0 0 Jennifer Kennedy Director 1.0 X 0 0 0 Stewart Dansby Director 1.0 X 0 0 0 Douglas Stockham President 60.0 X 500313 0 36232 500313 0 36232 1 false true false Upwork 475 Brannan Street Suite 430 San Francisco CA 94107 Outsourced staffing 1013012 Gartner Inc 13200 Paul J Doherty Parkway Ft Myers FL 33913 Executive and Technical Leadership Programs 399300 Foundation Information Security LLC 250 Potter Road West Palm Beach FL 33405 IT Services 339015 Oracle America Inc 15612 Collections Center Drive Chicago IL 60693 IT Services 236042 Zuar Inc 7421 Burnet Rd Suite 540 Austin TX 78757 IT Services 174292 18 43176081 28865 43176081 EAF Canada Service Fee 900001 15179 15179 0 0 0 0 15179 924379 924379 0 0 185521668 183570777 1950891 0 1950891 1950891 Other Income 900099 2276 2276 0 0 0 0 2276 46068806 15179 0 2877546 X 89150 89150 23358526 23358526 6563044 6563044 536545 268272 268273 14911 14911 22312 22312 21105 21105 121274 121274 4317986 3787788 530198 0 200004 200004 7481 7481 956661 956661 39663 39663 24076 24076 68461 68461 24993 24993 Bank Charges 61850 61850 Misc. Expenses 8689 8689 Vendor Processing Fees 683731 683731 Other Contractor Expenses 114374 29608 84766 0 0 0 0 37234836 35736780 1498056 0 18989993 15751924 582100 0 0 0 633412 704011 0 0 0 0 0 0 0 0 309465 481725 0 0 0 0 60687200 75117701 0 0 0 0 124201 56699 81326371 92112060 778544 700963 562256 679005 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1340800 1379968 X 23050501 28129796 56935070 62602296 0 0 0 0 0 0 79985571 90732092 81326371 92112060 8833970 1912551 0 X false true X true false X 16168148 144771162 87230929 58340287 43176081 349686607 0 0 16168148 144771162 87230929 58340287 43176081 349686607 65837974 283848633 268871 220033 246539 319442 924379 1979264 0 52623 13808 16739 16866 2276 102312 351768183 43972 0.8069 0.8077 X Schedule A, Part II, Line 10 Other Income DESCRIPTION - OTHER INCOME, COLUMN A - 52623.0, COLUMN B - 13808.0, COLUMN C - 16739.0, COLUMN D - 16866.0, COLUMN E - 2276.0, COLUMN F - 102312.0; RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 47860083 1912551 0 1912551 45947532 121274 0 121274 46068806 37113562 0 0 37113562 121274 0 121274 37234836 Schedule D, Part XI, Line 2(d) Other revenues in audited financial statements not in form 990 - true Central America and the Caribbean 0 0 Grantmaking Grants to recipients in region 38662 East Asia and the Pacific 0 0 Grantmaking Grants to recipients in region 824256 Europe (Including Iceland and Greenland) 0 0 Grantmaking Grants to recipients in region 1978317 Middle East and North Africa 0 0 Grantmaking Grants to recipients in region 2553558 North America (Canada & Mexico only) 0 0 Grantmaking Grants to recipients in region 915978 South America 0 0 Grantmaking Grants to recipients in region 40308 South Asia 0 0 Grantmaking Grants to recipients in region 194485 Sub-Saharan Africa 0 0 Grantmaking Grants to recipients in region 17480 0 0 0 0 0 0 6563044 0 6563044 Financial Hardship Central America and the Caribbean 30 38662 Wire Transfer Financial Hardship East Asia and the Pacific 833 824256 Wire Transfer Financial Hardship Europe (Including Iceland and Greenland) 1602 1978317 Wire Transfer Financial Hardship Middle East and North Africa 3912 2553558 Wire Transfer Financial Hardship North America (Canada & Mexico only) 1601 915978 Wire Transfer Financial Hardship South America 20 40308 Wire Transfer Financial Hardship South Asia 208 194485 Wire Transfer Financial Hardship Sub-Saharan Africa 19 17480 Wire Transfer false false false false false false Schedule F, Part I, Line 2 Procedures for monitoring use of grant funds Each grantee submits a grant application and attaches supporting documentation for the expenses for which the grant will be used. Also, frequently the payments are made directly to the vendor such as a medical practice, hospital, or contractor based on invoices received from the vendor. Schedule F, Part I, Line 3 Method used to account for expenditures on org's financial statements CENTRAL AMERICA AND THE CARIBBEAN-Accrual; EAST ASIA AND THE PACIFIC-Accrual; EUROPE (INCLUDING ICELAND AND GREENLAND)-Accrual; MIDDLE EAST AND NORTH AFRICA-Accrual; NORTH AMERICA (CANADA & MEXICO ONLY)-Accrual; SOUTH AMERICA-Accrual; SOUTH ASIA-Accrual; SUB-SAHARAN AFRICA-Accrual Schedule F, Part III Method used to account for expenditures on org's financial statements CENTRAL AMERICA AND THE CARIBBEAN -Accrual EAST ASIA AND THE PACIFIC -Accrual EUROPE (INCLUDING ICELAND AND GREENLAND) -Accrual MIDDLE EAST AND NORTH AFRICA -Accrual NORTH AMERICA (CANADA & MEXICO ONLY) -Accrual SOUTH AMERICA -Accrual SOUTH ASIA -Accrual SUB-SAHARAN AFRICA -Accrual true The Community Foundation for Northeast Florida 245 Riverside Ave 310 Jacksonville FL 32202 596150746 501(c)(3) 14866 Financial Hardship NEMA Foundation dba ProvisionBridge 1859 Northgate Blvd Sarasota FL 34234 274357830 501(c)(3) 54491 Financial Hardship 2 0 Death/Funeral expenses 2091 4053351 Domestic Abuse shelter/clothing 529 748204 Natural disasters, such as floods, fires, tornadoes, earthquakes, tsunamis, volcanic eruptions, blizzards, droughts, cyclones, hurricanes, typhoons, or severe storms. 3042 3201711 Non-routine medical costs and Serious illness/injury medical costs 7528 9724530 Violent crime related costs incl. medical and shelter 61 69920 Impacts Primary Residence 3972 5337650 Military Deployment 6 8919 Epidemic 229 193282 Civil Unrest 2 4244 Disaster resulting from an accident involving a common carrier such as buses, trains, ferry, planes or trucks 3 4067 Government (national/state) declared disaster, or determined the Event was catastrophic 2 3390 Presidentially Declared Disaster (USA) 7 6505 Terrorist Actions 3 2753 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds. Individual grantees submit a grant application and attach supporting documentation for the expenses for which the grant will be used. Also, frequently the payments are made directly to the vendor such as a medical practice, hospital, or contractor based on invoices received from the vendor. X X X false false false false false false false true false Douglas Stockham President 456313 0 44000 0 0 0 36232 0 0 0 536545 0 0 0 Schedule J, Part I, Line 7 Non-fixed payments The President received a discretionary bonus approved by the Board of Directors for his role as President. The Board Secretary/Treasurer also received a discretionary bonus which was approved by the President with the Board approving the entire bonus pool. Foundation Information Security LLC 100% owned by President Douglas Stockham 339015 Payment for services false X 6 28865 Other - Sales Price 0 false true false Schedule M, Part I Explanations of reporting method for number of contributions Securities - Publicly traded - The number of contributions represent the number of contributions received, not the number of items donated. Form 990, Part III, Line 4a Throughout our 10+ years in operation, EAF has seen two significant periods of exponential growth. The first was in 2017 when Hurricanes Harvey, Irma, and Maria swept across North America, with seven other natural disasters occurring over the same ten-week period, including the Tubbs Fire in California, Typhoon Lan in Japan, and a 7.1-magnitude earthquake in Mexico. This resulted in a significant uptick in individual philanthropy marked by employees asking their employers for ways to help impacted colleagues. In response, many companies sought to launch a relief fund, often favoring third-party administration due to the rapid and large-scale response required, as well as the complexities of relief fund best practices and regulatory compliance. EAF's processes were primed to provide expertise and support, which led to a period of rapid growth. Our number of Fund Partners nearly tripled and awarded grants increased by 1,234%. EAF's second period of exponential growth occurred in 2020 as a result of the COVID-19 pandemic. Relief fund activity was greatly impacted because the scale and scope of the pandemic was markedly greater than a typical disaster. Around the world, people simultaneously suffered from the same crisis for an extended period of time, whereas typical disasters are contained within a specific geography and have a defined incident period. Many companies experienced an increase in requests for assistance from employees as well as inquiries from team members and senior leaders about opportunities to support the community-at-large. As a result, many Fund Partners worked with EAF to expand their charitable class, as well as the events and expenses included in the fund's grant criteria. Companies without an established relief fund program began to explore launching a fund, which resulted in more than 140 new Fund Partners joining EAF. Expanded eligibility and new Fund Partners resulted in an influx in requests for support, with application volume increasing to twenty times more than that of a traditional disaster event. EAF's unique approach to disaster response involves remaining adaptable, harnessing technology, creating scalable platforms and procedures, and constantly evaluating processes for improvement opportunities. Our resourceful and fearless approach ensures that financial assistance reaches individuals in need as quickly and efficiently as possible, no matter the obstacle, which may include the intricacies of international grantmaking, the impact of disasters on government and banking systems, and wide variations in how a grantee is able to receive payment. EAF has our pulse on disaster events occurring around the world in real time, and our unique Immediate Response Program (IRP) awards small grants quickly and efficiently in times of qualified, large-scale disasters. IRPs are supplemental to a fund's Standard Grant Program, which can provide larger dollar amounts and may cover expanded grant criteria. In more recent years, EAF has responded to many large-scale disasters that have included Winter Storm Uri, Hurricane Ian, the Turkey/Syria earthquake, the conflicts in Ukraine and Israel/Palestine, Typhoon Mawar, the Maui wildfires, and more. EAF features two key operational attributes that contribute to our ability to support our Fund Partners and grant applicants. First, all team members work virtually, allowing them to be located around the world, currently across 10 different time zones. This structure eliminates the possibility of a single natural disaster impacting all team members and impairing services, a problem that other third-party relief fund administrators have experienced. It also ensures that grant processing and support are available to applicants across multiple time zones and in various languages without the restrictions of a traditional eight-hour workday or five-day workweek. Second, services are provided in a variable fee structure based on activity to maintain low costs. If grant activity increases, then fees increase, creating an alignment of operational sustainability and equitable fee assessments. Our basic fees have not increased since our inception, and we remain committed to minimizing fees so we can maximize the dollars sent to individuals in need. EAF has adapted and continues to enhance various technologies that drive greater internal efficiencies and improve reporting to Fund Partners. EAF utilizes a leading data management software for our unique needs. This comprehensive system enables information pertaining to incoming donations, outgoing grants, and the application review process to be captured together. This streamlines internal procedures and allows our team members to be easily cross trained. EAF has also partnered with a widely recognized data visualization solution that allows for automated reporting, with data presented in a user-friendly diagnostic tool that captures all fund activities. As data flows into the enterprise management system, the data visualization platform pulls key information into fund dashboards that are viewable in real-time. This not only allows for informed decision-making during disasters, such as alerting Fund Partners when the fund balance is running low and requires additional donations, it also enables them to make impactful decisions about the fund's grant criteria and analyze fund effectiveness and opportunities. EAF has also introduced technology to enhance the applicant experience, including an advanced call tracking system and a support ticketing and communication software to capture all emailed applicant support requests, allowing for faster response times in opening and closing support tickets and communicating status to the applicant. This software also enhances the monitoring of support call performance indicators, ensuring all applicants have a helpful experience. A click-to-call function has also been implemented to allow applicants to enter their phone number and country, then click a button to request a call from an applicant support agent. This enables applicants and grantees to avoid call tolls, as toll-free numbers are currently available only in North America. Similarly, EAF will continue to increase our use of application programming interfaces (APIs), robotic process automation (RPA), and artificial intelligence (AI) to support our seasoned team members. Incorporating these technologies significantly improves internal processes and furthers the level of support provided to applicants by empowering them to get the help they need in a timely manner, as well as by freeing up the applicant support agent time currently used on simple processes, so a human touch is always available when it matters most. Technology is also continuously being leveraged to simplify and speed up grant payments. Domestically, a leading platform allows digital payments to be distributed and retrieved seamlessly via email, whether or not the grantee has a bank account. For payments outside the United States, EAF's process allows applicants to enter banking details into a secure system and receive payment via international wire transfer. Local cash pickup options are also available for grantees without bank accounts. These payment technologies decrease the amount of personal information that EAF collects. They also eliminate the need to mail paper checks, resulting in faster payment and geographic flexibility, as applicants are often displaced from their primary residence during a disaster. Bulk payment batching features help EAF manage payment surges during large-scale disasters without requiring additional resources, and digital payments provide multiple cash or deposit options for grantees. As technology continues to evolve, so will opportunities to refine and upgrade these services. Form 990, Part III, Line 4a EAF places our focus on continuously enhancing both the applicant experience and Fund Partner support. Our full-time, multi-lingual Applicant Experience team ensures that all applicants receive hand-held support as they navigate difficult times. This team currently speaks 20+ languages and utilizes various technologies to provide a number of communication channels, including live chat, texting, click-to-call and a dedicated fund email address and phone number. Our dynamic, cloud-based grant application is user friendly and can be made available in any language. For our Fund Partners, we provide a dedicated Relief Fund Senior Advisor who offers expertise on fund management best practices to maximize long-term program success, and our Fund Partner Portal houses valuable resources related to fundraising, fund engagement, and more. As we look back on our first decade of work, and our dedication to continually improving, we take great pride in the impact we have made. EAF now administers more than 300 relief funds, serving over 10 million charitable class members across six continents. With our trusted Fund Partners and dedicated team members, we are committed to harnessing our knowledge and experience to further support the relief fund industry and communities around the world for decades to come. Form 990, Part VI, Line 15b The organization does not compensate any other officers or key employees. Therefore, this line was answered no in accordance with the instructions. Form 990, Part VI, Line 1a Delegate broad authority to a committee The organization delegated broad authority to an Audit and Finance Committee. This committee was made up of board members and the committee meetings were documented in the minutes of the board meetings. Form 990, Part VI, Line 11b Review of form 990 by governing body Form 990 is prepared by an independent CPA firm and reviewed in detail by the organization's top management. The reviewed Form 990 is then provided to the finance, audit and investment committee for review and approval and then sent to the board of directors prior to filing with the IRS. Form 990, Part VI, Line 12c Conflict of interest policy The organization requires all officers and board members to annually complete and sign a conflict of interest questionnaire. The President and board Chair are responsible for reviewing the signed statements and ensuring that interested persons are in compliance with the conflict of interest policy. Should any potential conflicts of interest be disclosed, the board member or officer would be asked to refrain from participation in any deliberation or decision with regard to matters affected by the relationship. Form 990, Part VI, Line 15a Process to establish compensation of top management official The independent Compensation Committee of the board determined the President's compensation using an independent study with comparable data. The deliberation and decision process is documented in the minutes. Form 990, Part VI, Line 19 Required documents available to the public The organization makes its governing documents, conflict of interest policy, and financial statements available upon request. Form 990, Part IX, Line 11g Other Fees Other Service Fees - Total Expense: 4317986, Program Service Expense: 3787788, Management and General Expenses: 530198, Fundraising Expenses: ;