The Against Malaria Foundation
The Against Malaria Foundation
URL not available
301 W 20TH ST STE 300
Kansas City MO 64108-0000
Kansas City MO | IRS ruling year: 2005 | EIN: 20-3069841
Mission not available
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URL not available
301 W 20TH ST STE 300
Kansas City MO 64108-0000
Kansas City MO | IRS ruling year: 2005 | EIN: 20-3069841
Mission not available
Ratings are calculated from one or more beacon scores. Currently, we require either an Accountability & Finance beacon or an Impact & Results beacon to be eligible for a Charity Navigator rating. Note: The absence of a rating does not indicate a positive or negative assessment; it only indicates that we have not yet evaluated this organization.
See rating report below to learn why this organization is not currently eligible.
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!
The Against Malaria Foundation cannot currently be evaluated by our Accountability & Finance methodology due to only having one year of electronically-filed IRS Form 990 data. But please note, that the IRS is significantly delayed in processing nonprofit's annual tax filings. That may mean that this entity has electronically filed additional Forms 990 but they have yet to be processed and made public by the IRS.
To ensure year-to-year consistency the Encompass Rating System's Finance & Accountability beacon analyzes the three-year average of some data provided through the IRS 990.
Charity Navigator currently only has one year of consecutive e-filed Forms 990 from the IRS for The Against Malaria Foundation under the EIN: 20-3069841.
Before Charity Navigator can evaluate The Against Malaria Foundation, The Against Malaria Foundation will need to e-file for additional fiscal years.
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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
Activities:
Activity data not reported from the IRS
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 (The Against Malaria Foundation) or EIN (203069841) 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.
The Against Malaria Foundation reported being impacted by COVID-19 in the following ways:
Program Delivery
How COVID-19 impacted the organization's operations financially:
It did not affect our operations financially at all.
How COVID-19 impacted the organization's delivery of programs:
We had some several-month delays with shipping nets. We adjusted some aspects of our operations to limit person to person contact. We temporarily halted international travel as required by country rules.
How this organization adapted to changing conditions caused by COVID-19:
Minor, temporary program and staff travel adaptations.
Innovations the organization intends to continue permanently after the pandemic:
Video calls have largely replaced telephone calls bringing greater connection and relationship building/continuance to long-distance communication with partners.
Not Currently Scored
The Against Malaria 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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The Against Malaria 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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The Against Malaria 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
AMF helps protect people from malaria. We fund anti-malaria nets, specifically long-lasting insecticidal nets (LLINs), and work with distribution partners to ensure they are used. We track and report on net use and impact. Currently 625,000 people die from malaria each year and 240 million fall ill. 70% of the deaths are children under 5. The number of children that die from malaria every day would fill three 747s. Yet no-one need die. Malaria is transmitted via the bites of malaria-carrying mosquitoes that typically bite between 10 o/clock at night and two in the morning. That timing is what we have on our side and this is why the most effective form of malaria control is to have people in affected areas sleep under a long-lasting insecticidal net. Each net costs $2 and protects two people. This is the focus of AMF's work. AMF distributes nets in the millions and tens of millions in national campaigns in countries in Sub-Saharan Africa, to help bring malaria under control.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We wish to see malaria eradicated. There are two stages to this. Driving the change from malaria being 'present and out of control' to it being 'present but under control'; and then to eventual 'elimination'. This is eminently achievable.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Continue to drive up our organisation's revenues as the more funds we receive, the more people we can protect when they sleep at night from the bites of malaria-carrying mosquitoes.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Continue to focus on high levels of accountability for our work, and those of our partners, which is delivered through a focus on data and transparent reporting.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Continue to support the deployment of innovative types of anti-malaria mosquito nets as we deal with occurrences of insecticide resistance.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
The nonprofit provides evidence of investment in leadership development
Two of our team have received extensive and sustained mentoring over the past year from our CEO and Executive Chairman to develop leadership and management abilities. Management development has included, by way of example, the following areas: 1) goal setting (which includes elements of strategy and operation and is crucial to determining the organisation's direction); 2) prioritising (a key area when there are multiple opportunities available to the organisation); 3) targeting and delivering operations efficiency (particularly using technology, which helps to orient staff time to high value activities that allows greater focus on individual staff members' personal and career development goals).
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
Community Building
Policy Advocacy
At the heart of what AMF does are partnerships with many organisations that are key to us delivering malaria control. Two examples: 1. Co-funding and operational partnerships We have strategic co-funding partnerships, e.g. with The Global Fund and with the US Government's President's Malaria Initiative that allow funding to go further; and operational partnerships, e.g. with Ministries of Health and with in-country independent monitoring organisations, that improve and optimize malaria control activities. 2. Leading research We fund and participate in research that generates data and enhances product knowledge that improves the targeting and delivery of malaria control, e.g. AMF recently committed US$8.5m to a three year gold-standard research project (a randomised controlled trial, RCT) of a new type of anti-malaria net, with the results of the research proving pivotal in establishing a new category of net as a major tool in the fight against malaria.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Over the last year we have adjusted and adapted our operations in two key ways. 1. Use of technology We have extended our use of technology to move from paper-based collection of data at millions of individual households to data collection using electronic devices. This has provided both accountability and operational benefits. Re accountability, the collection of data in a format that can be analysed and verified in real time or near real time, and with additional data that would otherwise be difficult to collect, such as GPS location data, allows a clearer understanding of program effectiveness and allows improvement adjustments to be made mid-program and, overall, enhances accountability and delivers better malaria control. Re operations, costs are reduced and operations can be better managed as a result of data being available earlier and often real time. 2. Combatting insecticide resistance As Chares Darwin predicted through his discussion of 'survival of the fittest', today as for many years, we see some species of mosquito that can adapt to the insecticide used on long-lasting insecticidal nets and as a result not be killed by the insecticide. This has required organisations working on malaria control to collaborate and develop new products e.g. nets with different combinations of insecticide and other chemicals, that are safe for humans but, in combination, deal with the mosquitoes showing some resistance to insecticide-alone formulations. AMF's role in this activity has been to both support the distribution of new net products, once they have received the appropriate approval from the World Health Organisation (WHO), and to lead research and monitoring on their in-field performance, gathering data that can reliably inform net purchase decisions.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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