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Washington DC | IRS ruling year: 1955 | EIN: 13-1946868
Organization Mission
Founded in 1946, Paralyzed Veterans of America (Paralyzed Veterans) is the only congressionally chartered veterans service organization dedicated solely to serving t ... (More)
Founded in 1946, Paralyzed Veterans of America (Paralyzed Veterans) is the only congressionally chartered veterans service organization dedicated solely to serving the needs of veterans with spinal cord injury or spinal cord dysfunction (SCI/D). Paralyzed Veterans has developed a unique expertise on a wide variety of issues involving the special needs of our members - veterans of the armed forces who have experienced SCI/D. Paralyzed Veterans uses that expertise to be the leading advocate for: quality health care for our members; research and education addressing SCI/D; benefits available as a result of our members' military service; and civil rights and opportunities which maximize the independence of its members. (Less)
Good
This charity's score is 85%, earning it a Three-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 33% Accountability & Finance, 50% Impact & Results, 8% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
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.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
| Date Published | Overall Rating | ||
| 6/1/2023 |  | ||
| 6/1/2023 | | ||
| 6/1/2021 | | ||
| 4/1/2021 | | ||
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 12/1/2020 | | ||
| 7/1/2019 | | ||
| 6/1/2018 | | ||
| 6/1/2017 | | ||
| 6/1/2016 |  | ||
| 4/1/2016 | | ||
| 3/1/2015 | | ||
| 8/1/2013 | | ||
| 7/1/2012 | | ||
| 9/20/2011 | | ||
| 9/1/2010 |  | ||
| 9/1/2009 | | ||
| 11/1/2008 | | ||
| 7/1/2007 | | ||
| 7/1/2006 | | ||
| 8/1/2005 | | ||
| 6/1/2004 | | ||
| 8/1/2003 | | ||
| 10/15/2002 | | ||
| 4/15/2002 | | ||
Score
Most Recent Fiscal Year:
FY 2022
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Full Credit
Partial Credit
No CreditMajority Independent Board Members - 100% independent members6 out of 6 points Majority Independent Board Members - 100% independent members6 out of 6 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Independent Board Size - 33 independent members6 out of 6 points Independent Board Size - 33 independent members6 out of 6 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
Financial Statements - Audit and Oversight Committee12 out of 12 points Financial Statements - Audit and Oversight Committee12 out of 12 points
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 |
| $2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
| $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
Material Diversion of Assets - None12 out of 12 points Material Diversion of Assets - None12 out of 12 points
A diversion of assets — any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Full CreditPartial CreditNo CreditWebsite Listed on Tax Form - Listed3 out of 3 points Website Listed on Tax Form - Listed3 out of 3 points
Charity Navigator looks for a website on the IRS 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
Conflict of Interest Policy - Listed5 out of 5 points Conflict of Interest Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a conflict of interest policy on the IRS 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
Whistleblower Policy - Listed5 out of 5 points Whistleblower Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a whistleblower policy per the IRS 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
Document Retention and Destruction - Listed5 out of 5 points Document Retention and Destruction - Listed5 out of 5 points
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS 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
Documents Board Meeting Minutes - Yes3 out of 3 points Documents Board Meeting Minutes - Yes3 out of 3 points
Charity Navigator looks to confirm on the IRS 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
Compensates Board - No5 out of 5 points Compensates Board - No5 out of 5 points
The IRS requires that the charity lists any compensation paid to the charity's governing body members on the IRS Form 990. Furthermore, all governing body members must be listed whether or not they are compensated. Our analysts verify that the charities complied with the Form 990 instructions and that no board members are compensated simply for being on the board.
Source: Nonprofit's Website
Tax Form Distributed to Board Before Filing - Listed3 out of 3 points Tax Form Distributed to Board Before Filing - Listed3 out of 3 points
Providing copies of the IRS Form 990 to the governing body prior to filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice.
Loans to/from Officers - Missing5 out of 5 points Loans to/from Officers - Missing5 out of 5 points
Making loans to related parties, such as key officers, staff, or Board members, is not standard practice in the sector as it diverts the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems.
The IRS requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Some state laws go so far as to prohibit loans to board members and officers.
Although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it indicates that the organization is not financially secure. Our analysts check to see if any loans have been made.
Reports CEO and Compensation on Tax Form - Listed5 out of 5 points Reports CEO and Compensation on Tax Form - Listed5 out of 5 points
Charities must list their CEO's name and compensation on their tax forms, an issue of concern for many donors. Our analysts check to be sure that the charities complied with the IRS Form 990 instructions and include this information.
CEO Compensation Process - Listed5 out of 5 points CEO Compensation Process - Listed5 out of 5 points
This process indicates that the organization has a documented policy that it follows yearly. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted, including benchmarking against comparable organizations. We check to be sure that the charity has reported on its IRS Form 990 its process for determining its CEO pay.
Full CreditPartial CreditNo CreditTax Form Posted on Nonprofit's Website - Listed5 out of 5 points Tax Form Posted on Nonprofit's Website - Listed5 out of 5 points
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
Audit Posted on Nonprofit's Website - Listed5 out of 5 points Audit Posted on Nonprofit's Website - Listed5 out of 5 points
Charity Navigator checks the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. Donors need easy access to this financial report to help determine if the organization is managing its financial resources well. We are rating charities on whether or not they publish their audit on their website.
Source: Nonprofit's Website
Staff Members Listed on Nonprofit's Website - Listed3 out of 3 points Staff Members Listed on Nonprofit's Website - Listed3 out of 3 points
Donors and other stakeholders need to know who runs the organization day-to-day. While key staff should be reported on the IRS Form 990, the charity's staff may have changed since then. The charity typically reflects the most current members on the website.
Source: Nonprofit's Website
Board Members Posted on Nonprofit's Website - Listed5 out of 5 points Board Members Posted on Nonprofit's Website - Listed5 out of 5 points
The IRS requires that the charity lists any compensation paid to the charity's governing body members on the IRS Form 990. Furthermore, all governing body members must be listed whether or not they are compensated. Our analysts verify that the charities complied with the Form 990 instructions and that no board members are compensated simply for being on the board.
Source: Nonprofit's Website
Donor Privacy Policy Posted on Nonprofit's Website - Missing1 out of 2 points Donor Privacy Policy Posted on Nonprofit's Website - Missing1 out of 2 points
Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy and if its contents are sufficient to protect the donor's information.
Source: Nonprofit's Website
Full CreditPartial CreditNo CreditLiabilities to Assets: Ratio - 9.52%0 out of 25 points Liabilities to Assets: Ratio - 9.52%0 out of 25 points
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
Program Expense: Ratio - 45.78%0 out of 25 points Program Expense: Ratio - 45.78%0 out of 25 points
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
Fundraising Efficiency: Ratio - $0.427 out of 25 points Fundraising Efficiency: Ratio - $0.427 out of 25 points
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Working Capital: Ratio - 1.02 years0 out of 25 points Working Capital: Ratio - 1.02 years0 out of 25 points
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed IRS Form 990. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
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
Cheryl Topping, Chief Financial Officer
$218,085
William Blake, Executive Director
$211,351
Leonard Selfon, General Counsel
$188,349
David Fanning, Sr. Dir. Planned & Strat. Fr
$159,440
Shaun Castle, Deputy Executive Director
$156,852
Source: IRS Form 990 (page 7), filing year 2022
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
Foundation Status:
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)
Affiliation:
Central - the organization is a parent (group ruling) and is not a church or 501(c)(1) organization. (BMF affiliation code: 6)
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 (Paralyzed Veterans of America) or EIN (131946868) in the 'Search Term' field.
Score
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Learn more
Program
Veterans Disability Assistance Program
Activities
Paralyzed Veterans of America provides assistance to help disabled veterans claim the government benefits they are owed.
Program Type
Veterans Disability Benefits
Beneficiaries Served
Veterans, military personnel, people with disabilities
Program Geography
Washington, DC
Time Period of Data
7/1/17 to 6/30/18
Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.
Costs: The money spent by a nonprofit and its partners and beneficiaries.
Impact: Outcome caused by a nonprofit relative to its cost.
Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.
Outcome Metric
Government benefits claimed for a disabled veteran
Outcome Data Source
Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.
Paralyzed Veterans of America publicly reports how many claims it filed successfully or how many veterans it served, as well as the dollar value of claims filed successfully.
Method for Attributing Outcomes
We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).
We estimate the amount of benefits claimed as a result of the nonprofit's work by comparing its reported figures to the amount of benefits that would have been claimed without the nonprofit's help (the “counterfactual”). Without the nonprofit, some veterans might have successfully filed claims on their own or with the help of other organizations. These counterfactual successes must be netted out of the successes we observe. Otherwise, we would be attributing a change (benefits received) to the nonprofit when it would have happened anyway. Few nonprofits estimate the counterfactual themselves, so we construct our own counterfactual estimate based on research and educated assumptions. Specifically, we assume that attorneys and claims assistants at other nonprofits generally have full caseloads. We also assume that veterans applying or appealing on their own experience half the success rate as if they had been assisted by the nonprofit.
Cost Data Source
After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.
We collect cost information for this program from publicly available reports and from form 990 data from the IRS.
Cost Calculation
This impact rating was produced under a previous methodology that is no longer used to produce new ratings, and we are therefore unable to produce dollar-specific cost calculations.
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
This impact rating was produced under a previous methodology that is no longer used to produce new ratings, and we are therefore unable to produce dollar-specific calculations.
Benchmark for Rating
Impact & Results scores of veterans disability benefits programs are based on the return of benefits secured per dollar spent. Programs receive an Impact & Results score of 100 if every dollar spent results in $1.50 in benefits secured to a veteran, and a score of 80 if a dollar spent results in $0.85 to a veteran. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 65.
Determination
Highly cost-effective
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditConstituent Feedback - Data Available100/100 points Constituent Feedback - Data Available100/100 points
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
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
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Equity Practices - Data Available100/100 points Equity Practices - Data Available100/100 points
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 14 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
| Equity Practices (7/7) | |
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 (7/7) | |
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. | |
Score
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.
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Full CreditPartial CreditNo CreditMission 10/10 points Mission 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Founded in 1946, Paralyzed Veterans of America (Paralyzed Veterans) is the only congressionally chartered veterans service organization dedicated solely to serving the needs of veterans with spinal cord injury or spinal cord dysfunction (SCI/D). Paralyzed Veterans has developed a unique expertise on a wide variety of issues involving the special needs of our members - veterans of the armed forces who have experienced SCI/D. Paralyzed Veterans uses that expertise to be the leading advocate for: quality health care for our members; research and education addressing SCI/D; benefits available as a result of our members' military service; and civil rights and opportunities which maximize the independence of its members.
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision a world where paralyzed Veterans face no barriers - in receiving their earned benefits a
Source: Nonprofit submitted responses
Goals 20/20 points Goals 20/20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Quality medical care for Veterans. We work to improve existing care at VA and other institutions, and champion research to uncover treatments for paralysis that will improve medicine in the future.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Obtaining medical and financial support for Veterans in return for their military service. We specialize in securing benefits for Veterans with disabilities.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Three: Fighting for an accessible America so that our members can live independently.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development 15/15 points Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
The PVA Executive Committee and Board of Directors are the face of our organization. PVA advocacy and communications teams work closely with these leaders to train them to speak publicly about issues that relate to PVA’s mission. For example, in conjunction with our recent advocacy for the passage of the Air Carrier Access Amendments Act, we’ve trained our leadership to speak confidently in interviews about their own experiences with air travel and relate those stories back to the greater PVA mission.
Mobilizing for Mission 15/15 points Mobilizing for Mission 15/15 points
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Policy Advocacy
What are this organization’s external mobilizaton efforts?
PVA leaders work in partnership with external organizations, such as the VA Centers for Spinal Cord Excellence, Multiple Sclerosis Society, and ALS Association to improve care for and disseminate information to our members with unique medical needs. PVA leaders are well connected to the Veterans community and are often called upon to present thought leadership in online and in-person forums. Notably, President Joe Biden recently announced his intent to nominate PVA's own Executive Director Carl Blake to serve on the Veterans Affairs Asset and Infrastructure Review (AIR) Commission to review suggestions on how the VA can modernize and improve Veterans' care. Beyond being integral members of the Veterans community, PVA’s leaders are also deeply involved in local politics across the USA. In 2021, Anne Robinson, who is on the PVA Board of Directors, helped to implement legislation that increases parking availability for Veterans with disabilities in Texas.
Adaptability Story 30/30 points Adaptability Story 30/30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Like many other nonprofits, PVA moved much of our programming online in response to the coronavirus pandemic. We increased individual outreach to members and began to issue emergency grants to members in need. But looking beyond our COVID-19 response, PVA is an organization that is always adapting to changes on the political stage to best achieve our mission. In 2021, the Air Carrier Access Amendments Act was brought to Congress by Senator Tammy Baldwin and other supporters of disability rights. PVA jumped on this opportunity to mobilize our community and push for the passage of this Act, which will make air travel a safer and more dignified experience for passengers with disabilities. In the past year, we’ve worked in collaboration with the Department of Transportation and the airline industry to push this bill. It's a tremendous opportunity for PVA and our membership, and we were able to act quickly and responsively on the political stage because we keep our finger on the pulse of Capitol Hill.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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