Morgan Adams Foundation
Morgan Adams Foundation
5303 E EVANS AVE STE 202
Denver CO 80222-5237
Denver CO | IRS ruling year: 2004 | EIN: 20-0165051
Organization Mission
Mission not available
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5303 E EVANS AVE STE 202
Denver CO 80222-5237
Denver CO | IRS ruling year: 2004 | EIN: 20-0165051
Organization Mission
Mission not available
Great
This charity's score is 100%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 90% Accountability & Finance, 10% Leadership & Adaptability. 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.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Morgan Adams Foundation has earned a 100% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2021, which is the most recent Form 990 currently available to us.
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Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
---|---|
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
Liabilities to Assets Ratio | Amount of Credit Received |
---|---|
Less than 50% | Full Credit |
50% - 59.9% | Partial Credit |
60% or more | No Credit |
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Program Expense Percentage | Amount of Credit Received |
---|---|
70% or higher | Full Credit |
60% - 69.9% | Partial Credit |
50% - 59.9% | Zero Points for Program Expense Score |
Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
No Data Available
Revenue and expense data is not available for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
No Data Available
Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
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:
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 (Morgan Adams Foundation) or EIN (200165051) 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.
Morgan Adams Foundation reported being impacted by COVID-19 in the following ways:
Fundraising Capacity
Revenue
Staffing
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
We were unable to host several of our major fundraising events, which negatively impacted our overall revenue. We applied for and received a PPP loan, which allowed us to retain our staff for the first half of the year; however we were unable to retain all team members through year-end as donations were deeply impacted. We did have a very strong number of donors come forward at the end of the year with support contributions, and our year-end appeal letter was well received. Those activities combined with reduction of overhead allowed us to move forward and fund our mission-critical projects by the close of the year. Overall that is a huge victory because cancer in kids did not stop because of COVID.
How COVID-19 impacted the organization's delivery of programs:
The pandemic impacted our program offerings in that the vast majority of our research partners were unable to work in the research laboratories for at least 3 months. When our partners were able to return to work, they did so on short staff in order to keep protective spacing intact. Our decrease in fundraising and their time away from the labs meant months of work lost.
How this organization adapted to changing conditions caused by COVID-19:
Our organization was already fully-equipped to work remotely, so the migration to a virtual platform was relatlvely seamless for us; however, learning to function a fully-virtual team took some getting used to. The nuances of that dynamic learning was also impacted by the additional stress of not knowing if the organization would survive the shut-down, making the first weeks of lockdown complex. Beyond that, having to completely overhaul our business model/ take all events virtual was a difficulty we know many faced- our organization included. However, at Morgan Adams, we were able to overcome the obstacles and implement a number of new programs while also updating and refreshing event concepts. Many of our national donors were able to attend our education events which had previously been unavailable to them, so that was a true enhancement to some of our programming.
Innovations the organization intends to continue permanently after the pandemic:
We intend to keep a number of our 'virtual' events in that space so that our national partners can remain included. Further, we were also able to create several social media campaigns during the lockdowns that were very well attended to by our donors, and have seen continued success throughout 2021, and so we will keep those going in the future. We were able to streamline a few of our special events during the quiet period of COVID and an internal assessment of events allowed us to revise or retire a number of them. Further, we continue to hone staff communication skills that were developed during COVID and which allowed us to become a stronger voice for our patient families. We will continue to serve our families through the channels we developed and will continue to reinforce the need for ongoing investment in creating better outcomes for our kids and teens, because as we learned at such a cost, cancer TRULY did not stop in the face of COVID.
Not Currently Scored
Morgan Adams Foundation 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.
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No 990 Program Data Found
Morgan Adams Foundation cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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.
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Morgan Adams Foundation 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.
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The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The Morgan Adams Foundation raises money and awareness on behalf of children with cancer. Working with leading physicians, we use donations to directly fund pediatric cancer research and therapies that will improve survival rates and reduce the devastating side effects of cancer treatments.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
The vision of the Morgan Adams Foundation is to see a world in which pediatric, adolescent, and young adult cancers are curable with safe treatments that have the fewest long-term side effects.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Technology Infrastructure Upgrade. The Morgan Adams Foundation seeks to upgrade hardware and software to better utilize automated systems, donor database and solicitation tools.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Two: Implement Strategic Marketing Campaign to improve name recognition and increase individual giving in order to increase research and emergency financial assistance funding.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Add needed staff and Improve development and training so The Morgan Adams Foundation can expand funding the crucial research into rare cancers that are currently underfunded.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
The nonprofit provides evidence of investment in leadership development
Since her hire in 2016 the Marketing and Communications Manager has attended numerous in-person and virtual conferences and webinars on non profit trends and benchmarks, marketing and fundraising planning, segmentation, surveys, storytelling, donor stewardship and retention. In addition since 2020 the foundation has engaged a non profit fundraising consultant to regularly review and offer feedback on appeals, newsletters and major donor communications. The consultant also meets with The Marketing and Communications Manager to brainstorm, mentor and provide weekly one-on-one training. Also, the MAF Executive Director and the Marketing and Communications Manager meet 2x a week for strategy, planning and mentoring.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Policy Advocacy
The Morgan Adams Foundation is a founding member of the national collaborative network of pediatric cancer organizations CAC2, The Coalition Against Childhood Cancer. In addition to financial support of CAC2, MAF Executive Director Joan Slaughter serves on the Development Team and MAF Operations Manger, Robin French on the Board of Directors. Joan Slaughter is a co-founder of The Colorado Kids Cancer Association and has led the group of independent childhood cancer organizations that provide assistance to children and young adults, their families and caregivers. The Morgan Adams Foundation financially supports, assists in planning and has presented at international conferences of pediatric neuro-oncologists. MAF regularly participates in, supports and or presents at national, state and local awareness activities and has active social media, public relations and education programs.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
2020 and 2021 were years that challenged many non profit organizations and The Morgan Adams Foundation was not an exception. MAF derives much of its revenue from fundraising special events. Therefore, the Board immediately tasked the team with creating plans to replace that revenue during the months that in-person events were not allowed or advised with the parallel planning track to reduce expenses. The Executive Director and Board Chair, Vice Chair and Treasurer met weekly to review financials and cash flow projections. Expense Reduction: Fortunately the landlord allowed MAF to sublet approximately 1/3 of its office space, and provided a rent reduction April 2020 through September 2021. All staff accepted salary, hour and benefit reductions. Expenditures required Executive Director approval and were extremely limited. Revenue replacement: MAF applied for and was granted Payroll Protection loans in 2020 and 2021, ERC Tax Credit and SBA grant. The Executive Director and Board reached out to major donors asking for special gifts and the foundation launched a Cancer Doesn't Stop for COVID campaign to encourage additional individual giving. Also, the grant writer applied for and received a record number of grants. Fortunately all of these measures were effective and the Foundation was able to grant generously in 2020 and 2021. In fact, in 2020 the Board approved an Emergency Financial Assistance program for families with children being treated in the Center for Cancer and Blood Disorders at Children's Hospital Colorado. The program has assisted more than 30 families with housing, transportation, and other expenses and is now a permanent program of the Foundation and has expanded to two additional hospitals.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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