About Us

HISTORY OF THE AWCF

Since 1970, during the Viet Nam War, the Red River Valley Fighter Pilots Association (RRVA) has provided scholarship assistance to the surviving dependents of U.S. military personnel killed-in-action, missing-in-action, prisoner-of-war or killed while performing aircrew duties in a non-combat aircraft accident; and, more recently, families of association members. Nevertheless, it became clear that other philanthropic, civic and patriotic programs were necessary in order to achieve the RRVA’s guiding principles of Pride of Patriotism and Defense of the Constitution.

Therefore, in 1998, the Air Warrior Courage Foundation (AWCF) was formed by the membership of the RRVA. This action was taken in recognition of problems being increasingly faced by active, retired and/former members of the U.S. military, their families and our nation at large.

On December 1st, 1998, the California Secretary of State and the Franchise Tax Board recognized the Air Warrior Courage Foundation (AWCF) as a non-profit foundation. Shortly thereafter, on April 9th, 1999, the Internal Revenue Service granted the AWCF its 501(3) non-profit status. The Board adopted the name of “Air Warrior Courage Foundation” to preserve the “who” of its intended constituency – military aviators and their families – and the “what” of those it expects to serve – those “air warriors” with the courage to fight the financial ravages of illness or injury, those whose air combat actions deserve recognition of their “courage,” and the youth of our country striving to become military aviators. We trust you feel the same.

The primary purposes and objectives of the Air Warrior Courage Foundation are:

To assist disabled and/or needy war veterans and members of the U.S. Armed Services and their dependents, and widows and orphans of deceased veterans;
To provide financial and/or other services and support to RRVA members facing medical-incident related expenses beyond their ability to reasonably meet;
To carry on programs to perpetuate the memory of deceased veterans and members of the U.S. Armed Services, to comfort their survivors and/or sponsor and/or participate in activities of a patriotic nature;
To provide scholarship assistance, funding and/or programs for educational purposes, particularly those leading to careers in military service and/or aviation;
To promote the social welfare of the community by providing support for such other philanthropic activities as may later be determined necessary by the Board of Directors;
To be affiliated with and provide funding to the Red River Valley Association (RRVA), an IRS 501(c)(3) organization, in support of its Principles and Objectives, i.e.,

To provide assistance in the education of persons in the fields related to aviation and space;
To provide recognition for excellence in aviation and space disciplines and exploration; and
To encourage programs supportive of developing in American youth those attributes that are basic characteristics of RRVA principles.
These guiding principles were purposely written to provide the Foundation with broad discretionary authority to address whatever worthwhile problems and activities are brought to its attention. The Board developed an operating structure based on the “K.I.S.S.” (Keep It Simple, Stupid) principle, one with only two committees – the Executive Committee (composed of five directors and General Counsel) and the Operations Committee (composed of 4 directors and the Treasurer).

The Operations Committee has five members (directors/officers) with broad authority to deal with projects covered by the AWCF’s Principles and Objectives and specific financial guidelines based on the project or activity they are asked to address. Acting within its budget, authority and guidelines, the committee has complete autonomy to do what is necessary to get the job done for any project approved by the Board and/or by the Committee, if less than $10,000 en toto. The committee is therefore prepared to take prompt action without having to consult with other Foundation directors – again, K.I.S.S. Importantly, whenever an issue of “financial need” is present, the action of the Committee is kept strictly confidential. Why? To assure those in need can confidently deal with the AWCF in the knowledge that their names and/or “need” will not be publicized without their permission. If a project requires a greater financial commitment or time-line to be completed than the Committee is authorized to deal with, that project is brought immediately to the attention of the Executive Committee for guidance and necessary financial support.

For oversight purposes, the Operations Committee reports to the Executive Committee on a quarterly basis. The report covers the specifics of what it has done, as well as to the rest of the Board to ensure everyone is fully informed. The Executive Committee meets (electronically) as necessary and is empowered to conduct all business matters except those few issues that legally require action by the entire Board of Directors. An annual operations report is provided to the full Board in time for its annual face-to-face meeting each fall.

When asked “What can one do to help the Foundation,” Al Bache, AWCF Executive Director, stated “Frankly, while we have the organization and procedures in place, the success of the Air Warriors Courage Foundation depends on River Rat members, their families, similarly minded military veterans and the general public! They are the key to success of the Foundation.” He emphasized that “Their support is necessary to identify those people or projects in need of attention and assistance – It may be a member, a close friend who is in need or some other educational or charitable project or memorial recognizing outstanding military service in defense of our country. As long as the issue is covered by our mandate, we are here to help.”

The Combined Federal Campaign has designated the AWCF as Best of the CFC. You can see that and our CFC video here.

AWCF has been awarded the Four Star rating by Charity Navigator (charitynavigtor.org) and named number #1 of “10 Charities to Watch” under $2 million in FY 2012.

We hope that you have confidence in the AWCF to deal confidently, efficiently and confidentially with whatever “need” or project you bring to us. Call us, fax or E-mail us but, please, bring your concern to the table and let us determine if it is something we are authorized to deal with. With your cooperation, we’re ready to “Stroke the burner” and demonstrate “Where Camaraderie And Caring Continue.”

Key Information

We've supported our veterans with millions in benefits of cash, vehicles, travel and more

Mission

The Air Warrior Courage Foundation was formed by military aviators to “care for our own.”  We work closely with the Red River Valley Fighter Pilots Association to do that. We focus on active duty, guard, reserve and retired military personnel and their families needing financial assistance for medical, educational, and other extraordinary expenses not covered by other military, veterans’, or charitable institutions.

Guiding Principles

The Air Warrior Courage Foundation pledges to use the following principles in the conduct of its activities:
  • We will exercise conscientious and diligent management of the Foundation’s funds; will apply the Foundation’s policies on a consistent and compassionate basis; and will respond to new challenges, needs and changes by providing programs consistent with our stated purposes.
  • We will support the concept of voluntary service to our country as a basic tenet of citizenship by recognizing outstanding personal and/or organizational performance to that end.
  • We will promote the traditional concept of “taking care of our own” by providing humanitarian support and tangible assistance to the members and families of both the Armed Forces and the Red River Valley Fighter Pilots Association.
While providing support, services and/or financial assistance, we will respect participant confidentiality within published guidelines of the Foundation and conduct our activities in a manner that encourages self-sufficiency while preserving their dignity and self-respect.
  • We believe in personal financial responsibility, recognize that the best solution may not be direct financial assistance and pledge to provide the best possible mix of assistance available from the Foundation’s resources, services and programs
AIR WARRIOR COURAGE FOUNDATION
BOARD OF DIRECTORS AND OFFICERS
Member NameOfficeAffiliation
Lt. Gen., (Ret) USAF Sam AngelellaChairmanRiver Rat
Colonel (Ret) USAF Gary BaberRiver Rat
Colonel (Ret) USAF Dave BrogExecutive Dir./SecretaryRiver Rat
Colonel (Ret) USAF Chuck DeBellevueRiver Rat
Gen. (Ret) USAF Mike DuganRiver Rat
Colonel (Ret) USAF Bob EttingerRiver Rat
Lt. Gen (Ret) USMC Earl HailstonRiver Rat
Maj. Gen (Ret) USAF George HarrisonPresidentRiver Rat
Colonel (Ret) USAF Jerry KnottsTreasurerRiver Rat
SGTMAJ (Ret) USA Rob McAvoy
B/Gen (Ret) USAF Rick ZehrerVice PresidentRiver Rat
Colonel (Ret) USA Gene RussellRiver Rat
Lt. Col. (Ret) USAF Bill SchwertfegerRiver Rat
Mr. Scott SeymourRiver Rat
Mr. Manny SimpsonGen. CounselRiver Rat
Lt. Col. (Ret) USA Michael SlonikerRiver Rat
Lt. Gen. (Ret) USAF Bruce WrightRiver Rat
CAPT (Ret) USN James PaulsenRiver Rat
irstaxexemptltr
AWCF FY 2020 ANNUAL REPORT 12 12 21
Air Warrior Courage Foundation - Final Financial Statements 2020
REDUCED SIZE FY2020 990 WO NAMES 77-0490412_990_2021 12 02 21
2019-annual-report
2019-financial-audit
2019-irs-form990
screenshot of first page of 2014 briefing document

Operations Budget & Fundraising Policy

The Operations Committee is authorized to conduct charitable activities in accordance with the Bylaws and a Board-approved annual budget. The operating funds of the AWCF are obtained through donations by individuals, organizations, corporations, United Way, Combined Federal Campaign (CFC) donations of federal employees and military personnel. In addition, the AWCF shall raise funds necessary to accomplish its Board-approved annual budget by way of a goal of each AWCF Director to achieve an annual (FY) fund-raising goal of $10,000 per Director.
  1. Each Director shall employ his/her best efforts to accomplish this fund-raising goal as early as possible in each fiscal year and may do so, in the aggregate, in any of the following methods/ways:
    1. Providing donor-leads (individual/corporate) to the Fund-raising Committee. Such “leads” will include not only the name, address, phone number, etc. but also by accomplishing an introduction of the Foundation’s representative and the potential donor(s). All funds (net) obtained by way of such donor shall be applied to the accomplishment of this policy goal;
    2. Arranging for the donation of or donating property (personal/real) to the AWCF which may be sold, bartered, traded, auctioned, etc., to accomplish approved charitable projects within the operating budget. All funds (net) obtained by way of such donation shall be applied to the accomplishment of this policy goal;
    3. Arranging for or hosting of fund-raising events, e.g. tournaments (golf/bowling/tennis/card/etc), running/walking marathons/events, dinners/luncheons, etc. All funds (net) obtained by way of such events and/or activities shall be applied to the accomplishment of this policy goal;
    4. Personal donation.
  2. In addition, from time-to-time, the Board may approve a “major” fund-raising event, i.e. one in which the “target net-proceeds” shall be in excess of Two Hundred Thousand Dollars ($200,000).
  3. Nothing in this policy may be construed or read as constituting or authorizing an assessment or dues re Directors of the AWCF.
October 5, 2006 Mike Dugan, USAF Retired President, AWCF

Non-Discrimination Policy

It shall be the policy of the Air Warrior Courage Foundation, Inc., to provide equal service opportunities and philanthropic support to all persons without regard to race, religion, color, national origin, citizenship, age, sex, sexual orientation, marital status, parental status, handicap, membership in any labor organization, political affiliation, and for employment only, height, weight, and record of arrest without conviction.

Date: May 28, 2003

Signed:
Ronald R. Fogleman
General, USAF Ret.
AWCF President

Governance Policies

AWCF BOARD MEMBERS’ CODE OF CONDUCT


The Board commits itself and its members to ethical, businesslike, and lawful conduct, including proper use of authority and appropriate decorum when acting as Board members. Accordingly:

  1. Members must devote unconflicted loyalty to the interests of the Foundation. This accountability supersedes any conflicting loyalty such as that to advocacy, interest groups, or other institutions. It also supersedes the personal interest of any Board member.

  2. Members must avoid personal or organizational conflicts of interest:

    1. No Board member shall engage in self-dealing or conduct any business with the Foundation nor shall he or she participate in any Board discussions or decisions of any issue where “insider information” concerning Foundation will disadvantage its planning, negotiating or operations.

    2. When the Board is to discuss, or decide upon, an issue, about which a member has a conflict of interest or an “insider information” issue, that member shall absent herself or himself from the Board meeting room.

    3. Board members must not use their positions to obtain employment for themselves, family members or close associates.

    4. Members will annually disclose their involvements with other organizations, vendors, or any other associations, if any, that might produce a conflict.

  3. Board members may not attempt to exercise individual authority over the Executive Director (ED) or the organization except as explicitly set forth in Board policies.

    1. Members’ interaction with the ED or with staff must recognize the lack of authority vested in individuals except when expressly authorized by the Board.

    2. Members’ interaction with public, press or other entities must recognize the same limitation and the absence of authority of any Board member to speak for the Board except to repeat stated Board decisions.

    3. Members will not make individual judgments of the ED or staff performance.

  4. Members review the Foundations policy and sign a ‘conflict of interest’ statement annually.

  5. Members will respect the confidentiality of the Board’s work.

  6. Members will prepare for Board meeting deliberation.

FINANCE AND AUDIT COMMITTEE


The Finance and Audit Committee shall consist of such members as shall be appointed from time to time by the Board. It will meet with staff and Treasurer to better understand the financial condition and prospects of the Foundation and with the designated auditors of Foundation’s financial affairs to review findings and to take such action as appropriate. Accordingly, this committee will provide data, options and advice to the Board Chair and to the Board in support of its decisions in the following areas:

  1. Annual Foundation Budget development.

  2. Quarterly Budget implementation review.

  3. Selection of Foundation auditors to the Board for approval annually.

  4. Findings and recommendations, if any, of the audit and Board approval for the publication and dissemination of the Report of Audit.

  5. Accuracy and timeliness of key disclosures.

  6. Whether the auditor ought to issue a Management Letter and monitoring staff actions in response to such letter, if any.

  7. Foundation Code of Conduct annual review — for conformance with evolving standards of ethical business behavior and annual Board education on Foundation and member requirements. The Foundation will maintain the highest standards of ethical governance and operational behavior.

  8. Proposed accounting rule changes impacting the Foundation.

  9. Appropriate internal controls.

  10. Risk management, risk reduction and risk sharing (insurance) needs of the Foundation.

GOVERNANCE and NOMINATING COMMITTEE


The Governance and Nominating Committee shall consist of such members as shall be appointed from time to time by the Foundation Board. The role of this committee is to review governance issues and recommend to the Board appropriate governance policies, education and training related to the operations of the Board and to assist the Board and other Board committees to assure that the highest quality candidates, who fulfill recognized leadership needs of the Foundation, are identified and brought before the Board. Accordingly, this committee will provide data, options and advice to the Board Chair and to the Board in support of its decisions in the following areas:

  1. Periodic review of and recommended policy changes to ensure the Governance Policies are relevant, appropriate and consistent with practice;

  2. Nomination of officers and Board committee chairs;

  3. Policies on term limits, constituency, tenure, balance, recruitment, nomination, retention and recognition;

  4. Establishment of responsibilities of Board members, including assisting the Chair in making committee and other special Board member assignments and in evaluating Board member fulfillment of these responsibilities and assignments;

  5. Orientation, education, training and evaluation of new and ongoing Board members;

  6. Board operations, including committee rotation policies.

  7. Seek qualified prospects for the Board from among a wide circle of candidates;

  8. Review prospects and current Board members with an eye toward creating balance among various demographic considerations with an eye to assuring service to all Foundation constituents.

  9. Make provision for Board participation on the part of the Red River Valley Association, Inc., in accordance with our charter.

POLICY RE OPERATIONAL BUDGET AND FUNDRAISING


The Operations Committee is authorized to conduct charitable activities in accordance with the Bylaws and a Board-approved annual budget. The operating funds of the AWCF are obtained through donations by individuals, organizations, corporations, United Way, Combined Federal Campaign (CFC) donations of federal employees and military personnel. In addition, the AWCF shall raise funds necessary to accomplish its Board-approved annual Operations Committee budget by way of a commitment of the AWCF Directors to achieve an average annual (FY) fund-raising goal of $10,000 per Director, per term.

  1. Each Director shall employ his/her best efforts to accomplish this fund-raising goal as early as possible in each fiscal year and may do so, in the aggregate, in any/all of the following methods/ways:

    1. Providing donor-leads (individual/corporate) to the Fund-raising Committee. Such “leads” will include not only the name, address, phone number, etc. but also by accomplishing an introduction of the Foundation’s representative and the potential donor(s). All funds (net) obtained by way of such donor shall be applied to the accomplishment of this goal;

    2. Arranging for the donation of or donating property (personal/real) to the AWCF which may be sold, bartered, traded, auctioned, etc., to accomplish approved charitable projects within the operation budget. All funds (net) obtained by way of such donation shall be applied to the accomplishment of this goal;

    3. Arranging for or hosting of fund-raising events, e.g. tournaments (golf/bowling/tennis/card/etc), running/walking marathons/events, dinners/luncheons, etc. All funds (net) obtained by way of such events and/or activities shall be applied to the accomplishment of this goal;

    4. Personal donation.

  2. In addition, from time-to-time, the Board may approve a “major” fund-raising event, i.e. one in which the “target net-proceeds” shall be in excess of Two Hundred Thousand Dollars ($200,000). In doing so, the Board will automatically approve an additional $10,000 goal of each sitting Director which may be accomplished by any/all of the methods/ways provided in paragraph A, supra.

  3. Nothing in this policy may be construed or read as constituting or authorizing an assessment or dues re Directors of the AWCF.

Conflict of Interest Policy

Policy on Conflicts of Interest and Disclosure of Certain Interests

This conflict of interest policy is designed to help directors, officers, volunteers and employees of the AWCF identify situations that present potential conflicts of interest and to provide AWCF with a procedure that, if observed, will allow a transaction to be treated as valid and binding even though a director, officer, volunteer, or employee has or may have a conflict of interest with respect to the transaction. In the event there is an inconsistency between the requirements and procedures prescribed herein and those in federal or state law, the law shall control. All capitalized terms are defined in Part 2 of this policy.

  1. Conflict of Interest Defined. For purposes of this policy, the following circumstances shall be deemed to create Conflicts of Interest:
    1. Outside Interests.
      1. A Contract or Transaction between the AWCF and a Responsible Person or Family Member.
      2. A Contract or Transaction between the AWCF and an entity in which a Responsible Person or Family Member has a Material Financial Interest or of which such person is a director, officer, agent, partner, associate, trustee, personal representative, receiver, guardian, custodian, conservator, or other legal representative.
    2. Outside Activities.
      1. A Responsible Person competing with the AWCF in the rendering of services or in any other Contract or Transaction with a third party.
      2. A Responsible Person’s having a Material Financial Interest in; or serving as a director, officer, employee, agent, partner, associate, trustee, personal representative, receiver, guardian, custodian, conservator, or other legal representative of, or consultant to; an entity or individual that competes with the AWCF in the provision of services or in any other Contract or Transaction with a third party.
    3. Gifts, Gratuities and Entertainment. A Responsible Person accepting gifts, entertainment, or other favors from any individual or entity that:
      1. does or is seeking to do business with, or is a competitor of the AWCF; or
      2. has received, is receiving, or is seeking to receive a loan or grant, or to secure other financial commitments from the AWCF;
      3. is a charitable organization; under circumstances where it might be inferred that such action was intended to influence or possibly would influence the Responsible Person in the performance of his or her duties. This does not preclude the acceptance of items of nominal or insignificant value or entertainment of nominal or insignificant value that are not related to any particular transaction or activity of the AWCF.
  2. Definitions.
    1. A Conflict of Interest is any circumstance described in Part 1 of this Policy.
    2. A Responsible Person is any person serving as an officer, employee, volunteer, or member of the board of directors of the AWCF.
    3. A Family Member is a spouse, domestic partner, parent, child, or spouse of a child, brother, sister, or spouse of a brother or sister, of a Responsible Person.
    4. A Material Financial Interest in an entity is a financial interest of any kind that, in view of all the circumstances, is substantial enough that it would, or reasonably could, affect a Responsible Person’s or Family Member’s judgment with respect to transactions to which the entity is a party. This includes all forms of compensation. (The board may wish to establish an amount that it would consider to be a “material financial interest.”)
    5. A Contract or Transaction is any agreement or relationship involving the sale or purchase of goods, services, or rights of any kind, the providing or receipt of a loan or grant, the establishment of any other type of pecuniary relationship, or review of a charitable organization by the AWCF. The making of a gift to the AWCF is not a Contract or Transaction.
  3. Procedures.
    1. Before board or committee action on a Contract or Transaction involving a Conflict of Interest, a director or committee member having a Conflict of Interest and who is in attendance at the meeting shall disclose all facts material to the Conflict of Interest. Such disclosure shall be reflected in the minutes of the meeting.
    2. A director or committee member who plans not to attend a meeting at which he or she has reason to believe that the board or committee will act on a matter in which the person has a Conflict of Interest shall disclose to the chair of the meeting all facts material to the Conflict of Interest. The chair shall report the disclosure at the meeting and the disclosure shall be reflected in the minutes of the meeting.
    3. A person who has a Conflict of Interest shall not participate in or be permitted to hear the board’s or committee’s discussion of the matter except to disclose material facts and to respond to questions. Such person shall not attempt to exert his or her personal influence with respect to the matter, either at or outside the meeting.
    4. A person who has a Conflict of Interest with respect to a Contract or Transaction that will be voted on at a meeting shall not be counted in determining the presence of a quorum for purposes of the vote. The person having a conflict of interest may not vote on the Contract or Transaction and shall not be present in the meeting room when the vote is taken, unless the vote is by secret ballot. Such person’s ineligibility to vote shall be reflected in the minutes of the meeting. For purposes of this paragraph, a member of the board of directors of the AWCF has a Conflict of Interest when he or she stands for election as an officer or for re-election as a member of the board of directors.
    5. Responsible Persons who are not members of the board of directors of the AWCF, or who have a Conflict of Interest with respect to a Contract or Transaction that is not the subject of board or committee action, shall disclose to the Chair or the Chair’s designee any Conflict of Interest that such Responsible Person has with respect to a Contract or Transaction. Such disclosure shall be made as soon as the Conflict of Interest is known to the Responsible Person. The Responsible Person shall refrain from any action that may affect the AWCF’s participation in such Contract or Transaction. In the event it is not entirely clear that a Conflict of Interest exists, the individual with the potential conflict shall disclose the circumstances to the Chair or the Chair’s designee, who shall determine whether there exists a Conflict of Interest that is subject to this policy.
  4. Confidentiality. Each Responsible Person shall exercise care not to disclose confidential information acquired in connection with such status or information the disclosure of which might be adverse to the interests of the AWCF. Furthermore, a Responsible Person shall not disclose or use information relating to the business of the AWCF for the personal profit or advantage of the Responsible Person or a Family Member.
  5. Review of Policy.
    1. Each new Responsible Person shall be required to review a copy of this Policy and to acknowledge in writing that he or she has done so.
    2. Each Responsible Person shall annually complete a disclosure form identifying any relationships, positions, or circumstances in which the Responsible Person is involved that he or she believes could contribute to a Conflict of Interest arising. Such relationships, positions, or circumstances might include service as a director of or consultant to a not-for-profit organization, or ownership of a business that might provide goods or services to the AWCF. Any such information regarding business interests of a Responsible Person or a Family Member shall be treated as confidential and shall generally be made available only to the Chair, the Executive Director, and any committee appointed to address Conflicts of Interest, except to the extent additional disclosure is necessary in connection with the implementation of this Policy.
    3. This policy shall be reviewed annually by each member of the board of directors. Any changes to the policy shall be communicated immediately to all Responsible Persons.

Key Staff

Lt. Gen., USAF (Ret) Sam Angelella, Chairman

Phone: 1-877-921-2923

E-Mail: awcf@airwarriorcourage.org

Maj. Gen., USAF (Ret) George Harrison, President

Phone: 1-877-921-2923

E-Mail: awcf@airwarriorcourage.org

Colonel, USAF (Ret) Jerry Knotts, Treasurer

Phone: 1-877-921-2923

E-Mail: awcf@airwarriorcourage.org

Colonel, USAF (Ret) David Brog, Secretary/Executive Director

Phone: 1-877-921-2923

E-Mail: awcf@airwarriorcourage.org

Our Mission

Guiding Principles

Board & Officers

AIR WARRIOR COURAGE FOUNDATION BOARD OF DIRECTORS AND OFFICERS

IRS Letter of Determination

2020 Annual Report

2020 Financial Audit

2020 IRS Form 990

2019 Annual Report

2019 Financial Audit

2019 IRS Form 990

2014 AWCF Briefing

Operations Budget & Fundraising Policy

Non-Discrimination Policy

Governance Policies

Conflict of Interest Policy

Key Staff

Therapeutic Riding Program FAQ

Are there any programs that would potentially benefit our community since our services are free?
 
ANSWER – Yes. AWCF support may be by cost per child/lesson (a personal scholarship) or, in the case of those TROs that do not charge participants, a blanket award to the Therapeutic Riding Center (TRC); all payments/donations are made directly to the TRC. Completion of the TRP Application is required for all participants.
 
How might a military family with a disabled child be reviewed for funding?
 
ANSWER – Military rank or branch of service is not an issue. The AWCF makes its decision solely on each child’s situation, medical prognosis and “need.” The AWCF reserves the right to verify the military status of the sponsor(s) and dependent status of the child involved, the medical condition of the child and the “need.”
 
Does your program provide support for military dependent children that do not have a diagnosed disability?
 
ANSWER – No, the AWCF TRP is designed to assist military dependent children receive disability therapy not covered by the traditional military service “safety-nets,” e.g. CHAMPUS, TRICARE, etc.
 
What is the advance timeline that they would need to apply?
 
ANSWER – Whenever a child is approved by the TRC for participation or is already participating, we will accept a completed TRP application and begin the process for possible funding. The AWCF approval process takes approximately 2-3 weeks to be completed and the Therapeutic Riding Center/family notified of whatever support is approved.
 
Is there a specific format?
 
ANSWER – Yes, please review our TRP Application.
 
Do you share participant information with anyone other than the AWCF, the Therapeutic Riding Center and family involved?
 
ANSWER – No. As with all AWCF philanthropic activities, all information is dealt with on a confidential basis unless, on a voluntary basis, written permission of all parties is obtained.
 
We are an EFMH (Equine Facilitated Mental Health) program, and the majority of our riders are able bodied but wrestling with many issues. Would your program be able to sponsor scholarship for those students if they qualified?
 
ANSWER – Probably not, as our program is not currently designed to support “able-bodied” children. However, our medical staff will review a child’s condition diagnosis/ prognosis statement, completed by his/her doctor, and make a determination of eligibility.
 
Some of our students are from families so broken apart that there is no contact between parents. Do you have access to military service information if the fathers are unreachable to fill out forms about their service history?
 
ANSWER – No, we do not have such a capability but the parent caring for the child should be able to provide sufficient information for our review. Having a “regular” family, i.e., not divorced/separated/etc, does not qualify nor disqualify a needy child from participating in our program.