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New York NY | IRS ruling year: 1987 | EIN: 13-3318293
Achilles International's mission is to transform the lives of people with disabilities through athletic programming and social connection. Achilles was founded in 19 ... (More)
Achilles International's mission is to transform the lives of people with disabilities through athletic programming and social connection. Achilles was founded in 1983 by Dick Traum, the first amputee to run the New York City Marathon. Today, Achilles has chapters and members in over 65 locations within the United States and abroad. Able-bodied volunteers and disabled runners come together to train in an environment of support and community. Over time, runners gain measurable physical strength and build confidence and self- esteem as they begin to achieve, which leads to increased levels of aspiration in all areas of life. (Less)
This charity's score is 94%, 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.
|Date Published||Form 990 FYE||Overall Score||Overall Rating|
|Rating Version: 2.1|
|Rating Version: 2.0|
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.
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Achilles International is outdated and the overall rating may not be representative of its current operations.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.
Achilles International has earned a 93% 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 2019, which is the most recent Form 990 currently available to us.Learn more
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
|Independent Voting Board Members ... (More)|
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. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less)
|No Material Diversion of Assets ... (More)|
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 – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
|Audited Financials Prepared by Independent Accountant ... (More)|
Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
|Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)|
Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it 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." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And 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 is an indicator that the organization is not financially secure. (Less)
|Documents Board Meeting Minutes ... (More)|
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less)
|Distributes 990 to Board Before Filing ... (More)|
Providing copies of the Form to the governing body in advance of 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. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less)
|Does not Compensate Board Members ... (More)|
The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less)
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
|Conflict of Interest ... (More)|
Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less)
|Whistleblower ... (More)|
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less)
|Records Retention and Destruction ... (More)|
Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less)
|CEO Compensation Process ... (More)|
This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less)
|Donor Privacy ... (More)|
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
|CEO Salary Listed on 990 ... (More)|
Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less)
|Board of Directors Listed on Website ... (More)|
Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less)
|Key Staff Listed on Website ... (More)|
It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less)
|Audited Financial Statements Listed on Website ... (More)|
We check 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. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less)
|Form 990 Available on Website ... (More)|
We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less)
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
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 Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. 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
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
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
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. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
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 this organizations key compensated staff members as identified by our analysts. 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
Richard Traum, Former President
$161,458 (5.48% of Total Expenses)
Emily Glasser, President & CEO
$60,375 (2.05% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
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
Aid to the handicapped (see also 031) (BMF activity code: 160)
Described in section 170(b)1)(a)(vi) of the Code (BMF activity code: 994)
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 (Achilles International) or EIN (133318293) 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.
Achilles International reported being impacted by COVID-19 in the following ways:
How COVID-19 impacted the organization's operations financially:
Achilles entered 2020 in the strongest financial position of the organization’s 37 year history. We hosted a gala in 2019 that raised $1.6M and allowed us to implement a cash reserve policy to ensure long-term financial stability. The purpose of the reserve is to position the organization to respond to varying economic conditions and allow the organization to continuously carry out its mission. The target amount to be attained and maintained for the operating reserve fund is $1.75M or 13 months of operating costs which includes all recurring, predictable expenses such as salaries and benefits, occupancy, office, travel, program, and ongoing professional fees. Administrative expenses and fixed costs were lowered by 15% during the pandemic, as employees worked remotely and specific in-office services were ceased. We were forced to furlough 2 events-based positions, but were able to keep the rest of the staff on thanks to strong fundraising, our new cash reserve policy, and a PPP loan.
How COVID-19 impacted the organization's delivery of programs:
A large portion of Achilles programming is events-based. In 2020 and part of 2021, most in-person races were canceled. Out of caution, we also suspended in-person workouts. We shifted to a robust virtual offering, hosting virtual workouts, community gatherings, and panels and speakers. Many in our community lauded our virtual offerings and still felt connected even while we were apart.
How this organization adapted to changing conditions caused by COVID-19:
The pandemic prevented the Achilles community from gathering to conduct normal workouts and in-person activities for most of the year. Marathons were canceled and in-person workouts were suspended. Despite the limitations that arose due to the pandemic, the Achilles community was, in some ways, more connected than ever due to our virtual workouts and “hangouts” for both Achilles kids and adult populations. Achilles created and implemented new, virtual opportunities for our athletes to exercise and socialize and feel that sense of community that is so important to Achilles as an organization.
Innovations the organization intends to continue permanently after the pandemic:
We’ve continued some of the virtual programming into 2022, including weekly dance parties for Achilles Kids. In these offerings, we are not limited by geography, and people with disabilities from all over the world are able to participate.
Not Currently Scored
Achilles International 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.
Achilles International reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Freedom Team: An extension of the Achilles process of physical strengthening, building confidence, and generating a supportive community, the program was adapted to the specific needs of wounded membe ... (More)
Freedom Team: An extension of the Achilles process of physical strengthening, building confidence, and generating a supportive community, the program was adapted to the specific needs of wounded members of the U.S. military. Program participants receive training as well as use of specialized adaptive devices, such as hand-crank wheelchairs. (Less)
Spent in most recent FY
Percent of program expenses
International Chapter: Achilles has chapters in communities throughout the world. Each local Chapter is run by dedicated members and volunteers who generously give their time and energy to recruit par ... (More)
International Chapter: Achilles has chapters in communities throughout the world. Each local Chapter is run by dedicated members and volunteers who generously give their time and energy to recruit participants, organize workouts, and secure funding. (Less)
Spent in most recent FY
Percent of program expenses
NYC Chapter: International Chapter: Achilles has chapters in communities throughout the world. Each local Chapter is run by dedicated members and volunteers who generously give their time and energy t ... (More)
NYC Chapter: International Chapter: Achilles has chapters in communities throughout the world. Each local Chapter is run by dedicated members and volunteers who generously give their time and energy to recruit participants, organize workouts, and secure fu (Less)
Achilles International 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
Constituent Feedback and Listening Practice data are not available for this organization. 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.
100% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 14 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 (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.
Achilles International 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
Transform the lives of people with disabilities through athletic programs and social connection.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A world where there is no barrier for participation in athletics for the 1 billion people worldwide living with a disability.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Reach more athletes with disabilities via local Achilles chapters.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Partner with like-minded organizations to break down barriers for athletes with disabilities.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Ensure running races around the world are accessible and inclusive.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
The nonprofit provides evidence of investment in leadership development
Those in leadership positions at Achilles have participated in leadership training programs to hone their skills. Achilles staff also participate in conferences and professional development opportunities.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Networks of Collective Impact Efforts
Achilles has made a significant investment in athlete recruitment, hiring the organization’s first Vice President of Community Engagement, as well as paid chapter leads in four key markets (Boston, Chicago, Washington D.C. and Houston). We are partnering with hospitals, rehab centers, and like-minded organizations to grow our base of athletes globally.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The pandemic prevented the Achilles community from gathering to conduct normal workouts and in-person activities for most of the year. Marathons were canceled and in-person workouts were suspended. Despite the limitations that arose due to the pandemic, the Achilles community was, in some ways, more connected than ever due to our virtual workouts and “hangouts” for both Achilles kids and adult populations. Achilles created and implemented new, virtual opportunities for our athletes to exercise and socialize and feel that sense of community that is so important to Achilles as an organization. A few virtual highlights included our Virtual Hope & Possibility race and the Achilles Cup, a virtual team-based activity competition that engaged over 2,000 athletes. In addition to these successful virtual events that brought together thousands of athletes across the globe, Achilles was well represented in several marquee events that moved from the road to the web including the virtual marathons in Boston, New York City and Chicago, among others.