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New York NY | IRS ruling year: 1972 | EIN: 23-7173492
Organization Mission
A Better Chance is the oldest and only national organization of its kind changing the life trajectory for academically talented youth of color via access to rigorous ... (More)
A Better Chance is the oldest and only national organization of its kind changing the life trajectory for academically talented youth of color via access to rigorous and prestigious educational opportunities for students in grades 6-12. Founded in 1963, our mission is to increase substantially the number of well-educated young people of color who are capable of assuming positions of responsibility and leadership in American society. We carry out our mission through our signature College Preparatory Schools Program, which annually recruits, refers and supports about 350 scholars at more than 200 member schools in 29 states. More than 17,000 alumni have now gone on to distinguished careers as physicians, artists, educators, lawyers, politicians and corporate executives. (Less)
Great
This charity's score is 96%, 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: 80% Accountability & Finance, 10% 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 | ||
| 11/1/2022 |  | ||
| 7/1/2021 | | ||
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. | |||
| 5/1/2020 | | ||
| 3/1/2020 | | ||
| 7/1/2019 | | ||
| 2/1/2018 | | ||
| 10/1/2016 | | ||
| 6/1/2016 |  | ||
| 11/1/2015 | | ||
| 8/1/2014 | | ||
| 8/1/2013 | | ||
| 7/1/2012 | | ||
| 3/1/2012 | | ||
| 2/1/2012 | | ||
| 9/20/2011 | | ||
| 10/1/2010 |  | ||
| 9/1/2009 |  | ||
| 7/1/2008 | | ||
| 7/1/2007 | | ||
| 5/1/2006 | | ||
| 9/1/2005 | | ||
| 10/1/2004 | | ||
| 8/1/2003 | | ||
| 4/15/2003 | | ||
Score
Most Recent Fiscal Year:
FY 2021
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 - 95% independent members10 out of 10 points Majority Independent Board Members - 95% independent members10 out of 10 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 - 19 independent members10 out of 10 points Independent Board Size - 19 independent members10 out of 10 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 Committee20 out of 20 points Financial Statements - Audit and Oversight Committee20 out of 20 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 - None20 out of 20 points Material Diversion of Assets - None20 out of 20 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 - Listed5 out of 5 points Website Listed on Tax Form - Listed5 out of 5 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 - Yes5 out of 5 points Documents Board Meeting Minutes - Yes5 out of 5 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
Tax Form Distributed to Board Before Filing - Listed5 out of 5 points Tax Form Distributed to Board Before Filing - Listed5 out of 5 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.
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
Full CreditPartial CreditNo CreditLiabilities to Assets: Ratio - 18.88%25 out of 25 points Liabilities to Assets: Ratio - 18.88%25 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 - 66.90%21 out of 25 points Program Expense: Ratio - 66.90%21 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 - $0.2323 out of 25 points Fundraising Efficiency: Ratio - $0.2323 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 - 3.07 years25 out of 25 points Working Capital: Ratio - 3.07 years25 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
Francisco Tezen, President & Ceo
$277,513
Benjamin Bingman-tennant, Dir. Of Programs
$165,331
Damaris Heron-watkins, Dir. Of Finance & Admin
$108,833
A Louis Parker, Director
Compensation not entered
Allison Lawrence, Director
Compensation not entered
Source: IRS Form 990 (page 7), filing year 2021
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 (A Better Chance) or EIN (237173492) in the 'Search Term' field.
Not Currently Scored
A Better Chance 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.
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 strengthen relationships with the people we serve
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback
Equity Practices - Data Available79/100 points Equity Practices - Data Available79/100 points
70% of beacon score
This organization's score of 79 is a passing score. The organization reported that it is implementing 4 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 (1/7) | |
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 (3/7) | |
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.
Learn more
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
A Better Chance is the oldest and only national organization of its kind changing the life trajectory for academically talented youth of color via access to rigorous and prestigious educational opportunities for students in grades 6-12. Founded in 1963, our mission is to increase substantially the number of well-educated young people of color who are capable of assuming positions of responsibility and leadership in American society. We carry out our mission through our signature College Preparatory Schools Program, which annually recruits, refers and supports about 350 scholars at more than 200 member schools in 29 states. More than 17,000 alumni have now gone on to distinguished careers as physicians, artists, educators, lawyers, politicians and corporate executives.
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Our vision is to be the preeminent resource for identifying, recruiting and developing leaders among
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: Restructure to focus on our core program in order to organize resources around each critical phase; place 350 new and support 2000 active scholars, manage 200 Member Schools, accept a cohort of 700
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Stand up our Scholar and Alumni Success Team to work on community-building and college and career-exploration initiatives through partnerships. Connecting scholars to 13 internships its 1st year.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Build organizational capacity; leveraging online tools and resources to connect new students and Scholars from across the country and upgrading our enrollment management, financial and Alumni systems
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
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 organization in the past year has invested in its staff's professional development through LinkedIn Learning and Training courses, Management Team and Staff retreats, and support for professional organizations like Forbes Council and AICPA.
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
Thought Leadership
Raising Awareness
Community Building
What are this organization’s external mobilizaton efforts?
A Better Chance engages with a number of strategies for external mobilization of its mission. One, by developing and implementing feedback loops (i.e., regular surveys, quarterly parent town halls, and more) to ensure it is able to be responsive to the emerging needs of its Scholar and Alumni community. Two, strategically engaging longstanding and new partners to invest in its new programmatic structure, to collaborate on opportunities to ignite interest in different career paths, provide hands-on learning opportunities through support of enrichment programming, internships, etc, and offer volunteer opportunities for direct engagement with scholars; Three, supporting thought leadership within our Orgainztion by encouraging staff, especially Management, to present at conferences like NPEA, moderate events and sit on panels; Four actively posting on social media platforms like LinkedIn, Instagram and Facebook.
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.
In February 2020, A Better Chance welcomed a new President and CEO before the pandemic changed so many aspects of our daily life. Adaptability was going to be a central focus for the organization given the shift in leadership, however the pace of change was significantly accelerated by the growing global crisis. The leadership of the organization quickly reached two decisions to meet the moment: First, ensuring that it could deliver the critical aspects of the program virtually and ensure continuity for Scholars and new students. Second, A Better Chance streamlined operations to realize efficiencies for the health and sustainability of the organization during a very uncertain and volatile time. A Better Chance restructured its Programs team with an aim of organizing resources around each critical phase of the Scholar to Alum journey. The organization launched three teams: Schools and Placements Team; Preparation and Success Team; and Scholar and Alumni Success Team. By delivering programming this way, the organization seeks to provide a more uniform, quality programmatic experience for Scholars and parents across the nation and believe these efforts will add further value to the A Better Chance community. A Better Chance leveraged online tools to deliver legacy, core elements of programming online. We also instituted virtual office hours for students and Programs staff and launched centralized online resources so that families preparing for the independent school application process could access information and updates throughout the admissions process. These shifts, among others, helped A Better Chance not only preserve its impact, but also exceed its key performance indicators for the year—with 523 student placements leveraging over $17M in financial aid from Member Schools, induction of 713 new students beginning the journey to apply to A Better Chance Member Schools, and having its strongest fundraising year in the last six years.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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