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Memphis TN | IRS ruling year: 1980 | EIN: 35-1044585
ALSAC (American Lebanese Syrian Associated Charities) was founded in 1957 and exists for the sole purpose of raising funds to support the operating and maintenance o ... (More)
ALSAC (American Lebanese Syrian Associated Charities) was founded in 1957 and exists for the sole purpose of raising funds to support the operating and maintenance of St. Jude Children's Research Hospital. The mission of St. Jude Children's Research Hospital is to find cures for children with cancer and other catastrophic diseases through research and treatment. It is supported primarily by donations raised by ALSAC. Research efforts are directed at understanding the molecular, genetic and chemical bases of catastrophic diseases in children; identifying cures for such diseases; and promoting their prevention. Research is focused specifically on cancers, some acquired and inherited immunodeficiencies, sickle cell disease, infectious diseases and genetic disorders. (Less)
Great
This charity's score is 93%, 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: 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.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 10/1/2021 | 2020 | 90.99 | |
| 12/23/2020 | 2019 | 91.42 | |
| 10/1/2019 | 2018 | 91.31 | |
| 10/1/2018 | 2017 | 91.04 | |
| 6/1/2018 | 2016 | 89.83 |  |
| 3/1/2017 | 2015 | 88.79 | |
| 6/1/2016 | 2014 | 83.77 | |
| Rating Version: 2.0 | |||
| 10/1/2015 | 2014 | 88.61 | |
| 9/1/2015 | 2014 | 88.26 | |
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. | |||
| 10/1/2014 | 2013 | 86.63 | |
| 7/1/2013 | 2012 | 87.27 | |
| 8/1/2012 | 2011 | 86.91 | |
| 9/20/2011 | 2010 | 91.04 | |
| Rating Version: 1.0 | |||
| 11/24/2010 | 2009 | 87.37 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for ALSAC - St. Jude Children's Research Hospital 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.
ALSAC - St. Jude Children's Research Hospital has earned a 91% 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 2020, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not Applicable
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:
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| 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.
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| 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) 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 in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
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) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 4.20% - 10/10 ptsLiabilities to Assets Ratio - 4.20% - 10/10 pts
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
Working Capital Ratio - 3.60 years - 10/10 ptsWorking Capital Ratio - 3.60 years - 10/10 pts
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
Fundraising Efficiency - $0.14 - 7.5/10 ptsFundraising Efficiency - $0.14 - 7.5/10 pts
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
Administrative Expense Ratio - 12.90% - 10/10 ptsAdministrative Expense Ratio - 12.90% - 10/10 pts
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
Fundraising Expense Ratio - 16.20% - 5/10 ptsFundraising Expense Ratio - 16.20% - 5/10 pts
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
Program Expense Ratio - 70.70% - 5.91/10 ptsProgram Expense Ratio - 70.70% - 5.91/10 pts
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
Program Expense Growth - 8.86% - 8.86/10 ptsProgram Expense Growth - 8.86% - 8.86/10 pts
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 C. Shadyac, CEO of ALSAC
$900,090 (0.05% 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
Activities:
Gifts, grants, or loans to other organizations (BMF activity code: 602)
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 (ALSAC - St. Jude Children's Research Hospital) or EIN (351044585) in the 'Search Term' field.
Not Currently Scored
ALSAC - St. Jude Children's Research Hospital 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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ALSAC - St. Jude Children's Research Hospital reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Patient Care
Spent in most recent FY
Percent of program expenses
Research
Spent in most recent FY
Percent of program expenses
Education and Training
ALSAC - St. Jude Children's Research Hospital 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
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. 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.
Who are the people you serve with your mission? Describe briefly.
St. Jude Children’s Research Hospital serves patients and survivors of pediatric cancer and life-threatening diseases. Patients served come from all 50 states and around the world. By freely sharing our discoveries, every child saved at St. Jude means doctors and scientists worldwide can save more children everywhere. Families never receive a bill from St. Jude for treatment, travel, housing or food—so they can focus on helping their child live. ALSAC supports these efforts in its role as the fundraising and awareness organization for St. Jude.
How is your organization collecting feedback from the people you serve?
SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Case management notes, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email
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
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
As part of St. Jude Children’s Research Hospital Patient Family Advisory Council, parent advisers have been heavily involved in many initiatives at St. Jude, including input on the renovation of numerous clinics. Parents provided input for the design of the new Family Commons – a space just for patients and families — a sanctuary for them to have support from fellow families, to rest, to have fun, or just get away from the hospital for a minute. The Family Commons will also include a “Maker Space,” complete with music and art studio and areas for youth and family projects. The St. Jude School is also using the area to expand into a 10,000 square-foot space and introduce project-based learning. They provided input on the construction of a new patient housing facility, the Dominos Village.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
St. Jude Children’s Research Hospital is constantly focused on doing what it can to improve the experience of their patients and patient families. In the last year, six Family Talks were hosted to support parents in sharing with other parents in an informal setting, and 24 parents and caregivers of St. Jude patients attended these events. The St. Jude Virtual Advisers program, which welcomed more than 25 new parent advisors, have contributed to numerous discussions, including: Spanish Family Talk, St. Jude Parent Newsletters, Psychosocial Services Satisfaction Survey and videos explaining St. Jude services and teams. St. Jude has enhanced its benefits for patient families, by increasing stipends for food, as well as providing additional housing and travel benefits.
Equity Practices - Data Available - 100/100 ptsEquity Practices - Data Available - 100/100 pts
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 11 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 (5/7) | |
|---|---|
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 (6/7) | |
|---|---|
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. | |
ALSAC - St. Jude Children's Research Hospital 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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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The mission of St. Jude Children's Research Hospital is to advance cures, and means of prevention, for pediatric catastrophic diseases through research and treatment. Consistent with the vision of our founder Danny Thomas, no child is denied treatment based on race, religion or a family's ability to pay. ALSAC’s mission is to raise funds and build awareness to sustain the mission of St. Jude Children’s Research Hospital.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
The vision of St. Jude Children’s Research Hospital is to accelerate progress against catastrophic disease at a global level. ALSAC seeks to help sustain the global mission of St. Jude.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Achieving our $12.9 billion Strategic Plan (FY22-FY27), which increases our investment in programs to advance the study and treatment of pediatric cancer and other catastrophic diseases.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Investing in global initiatives to advance cures to 60% for children with the six most common childhood cancers worldwide over the next decade.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Working with the WHO, source and provide high quality cancer medicines that could impact approximately 120,000 children in 50 countries by 2027.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
ALSAC is intentional about fueling “leadership from every seat” through the continuous development of our employees at every level. We promote growth and development through the framework of self-leadership, people leadership and strategic leadership, with our leaders serving as coaches both to one another and to their teams. ALSAC offers various leadership development opportunities, including certificates from Ivy League schools, leadership coaching through the Ezra digital platform, instructor-led courses, social learning, high potential programs and succession planning. To deepen our culture of diversity, equity, inclusion and belonging, we provide unconscious bias training, partner with the Executive Leadership Council, and host immersive leadership retreats often facilitated by a renowned DEI&B expert to cultural museums in Montgomery and Selma, Alabama, and in Memphis, Tennessee, to foster courageous conversations and dialogue among our senior executives.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
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
St. Jude and ALSAC leadership mobilize for the mission by sharing knowledge freely and exchanging ideas openly to inspire more collaboration between doctors, researchers and partners worldwide. Partnerships and collaborations play a critical role in expanding our mission. We partner with more than 160 institutions and foundations in more than 60 countries to improve care and survival rates worldwide, and with corporations and community organizations to raise awareness and funds to grow and sustain St. Jude. St. Jude expanded access to STEM education to provide opportunities to students historically underrepresented in science-related careers. In the first quarter of FY23, ALSAC invested approximately 2,600 hours in community programs, including the Fervent Family Series, a life-skills advancement program in which ALSAC employees and partners conduct workshops to help junior and senior high school students in Memphis develop skills to help prepare students for future leadership roles.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
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, conflicts in countries home to global partners, economic pressures, and the COVID-19 pandemic were key challenges for St. Jude and ALSAC. For example, St. Jude Global – a program designed to improve survival rates of children with cancer and other catastrophic diseases worldwide – launched a humanitarian effort, called SAFER Ukraine (Supporting Action for Emergency Response), to provide safe passage for childhood cancer patients and their families out of Ukraine. Our teams, including scores of volunteers, mobilized other organizations and governments worldwide working tirelessly to help ensure the continued treatment of hundreds of childhood cancer patients and support their families. Additional challenges included inflation, market volatility and restrictions on in-person events. In response, ALSAC amplified its digital focus, increased its monthly Partner in Hope donor program and created more opportunities around hybrid and carefully-managed in-person events while stewarding donor dollars responsibly. The ability to adapt and make strategic investments in these areas allowed ALSAC to continue meeting the growing needs of St. Jude Children’s Research Hospital. ALSAC also created the ALSACx Division in 2021 to foster enterprise-wide innovation by championing projects related to virtual fitness, eCommerce giving, cryptocurrency and NFTs, mobile gaming and more. An early pilot program by ALSACx resulted in St. Jude receiving donations from more than 16 NFT communities representing more than 100,000 individuals in six months. And in September 2021, when SpaceX launched Inspiration4, the first all-civilian mission to orbit the earth, benefitting St. Jude, ALSACx teams worked together to successfully send the first NFT song to be played in space. A crew member played this NFT song onboard and the song was later auctioned to benefit the work of St. Jude. The Inspiration4 campaign raised a total of $250 million
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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