Charlottesville-Albemarle Rescue Squad Inc.
Charlottesville-Albemarle Rescue Squad Inc.
828 MCINTIRE RD
Charlottesvle VA 22902-4360
Charlottesvle VA | IRS ruling year: 1961 | EIN: 54-0784350
RESCUE, EMERGENCY MEDICAL CARE, AND TRANSPORTATION
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828 MCINTIRE RD
Charlottesvle VA 22902-4360
Charlottesvle VA | IRS ruling year: 1961 | EIN: 54-0784350
RESCUE, EMERGENCY MEDICAL CARE, AND TRANSPORTATION
Needs Improvement
This charity's score is 74%, earning it a Two-Star rating.
This overall score is calculated from multiple beacon scores: 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!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Charlottesville-Albemarle Rescue Squad Inc. is outdated and the overall rating may not be representative of its current operations.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.
Charlottesville-Albemarle Rescue Squad Inc. has earned a 71% 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.
Learn more
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
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
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:
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 (Charlottesville-Albemarle Rescue Squad Inc.) or EIN (540784350) 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.
Charlottesville-Albemarle Rescue Squad Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Staffing
How COVID-19 impacted the organization's operations financially:
We were very lucky financially because our funding from revenue recovery did not change (people still need to call 911 for medical emergencies) and our fundraising held steady because of our strong support in our community. Since our revenue recovery income covers only a fraction of our budget, the community giving was and continues to be key for us.
How COVID-19 impacted the organization's delivery of programs:
COVID-19 completely changed how we respond to and care for patients. Our use of personal protective equipment significantly increased and made it more difficult to connect with our patients.
How this organization adapted to changing conditions caused by COVID-19:
We consulted with our subject matter experts and made significant changes to our use of personal protective equipment. However, we continued with our primary mission of caring for patients in emergencies. We respond to 911 calls and have continued to do so without any break or changes in service.
Innovations the organization intends to continue permanently after the pandemic:
We are continuing to monitor the pandemic and will likely continue our changes in respect to personal protective equipment.
Not Currently Scored
Charlottesville-Albemarle Rescue Squad Inc. 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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Charlottesville-Albemarle Rescue Squad Inc. reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
THE ORGANIZATION PROVIDES RESCUE, EMERGENCY MEDICAL, AND TRANSPORTATION SERVICES TO RESIDENTS OF CHARLOTTESVILLE AND ALBEMARLE COUNTY.
Charlottesville-Albemarle Rescue Squad Inc. 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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Charlottesville-Albemarle Rescue Squad Inc. 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
To provide continuously improving high quality emergency medical and rescue services to the citizens of Charlottesville, Albemarle and the UVA communities by utilizing the collaborative effort of a diverse team of highly skilled volunteers in alliance with partner agencies.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision CARS as a strong leader and partner in innovative, cost-effective medical and rescue operations by providing sophisticated and evidence-based services within the community we serve.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Develop a recruitment and retention plan to focus on drawing membership from all areas of our community and developing a life-long relationship with CARS.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Ensure appropriate infrastructure to support the Mission.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: Invest in systemic administrative and leadership support to enable sustainable development and retention of leaders and succession planning.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
The nonprofit provides evidence of investment in leadership development
We have connected with the Center for Non-profit Excellence (CNE) and have sent various members of our Board as well as our Executive Director to trainings with CNE. Those participants brought information and new ideas back to the rest of our Board.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Raising Awareness
Community Building
We coordinate with our local public jurisdictions, both the City of Charlottesville and Albemarle County. We teach community classes such as CPR and Stop the Bleed. We are present at local stand-by events (events with a significant number of people where the organizers would like an ambulance on stand-by) and come to various community events (such as local school Touch-A-Truck events). We have helped create various groups to coordinate care for people who frequently call 911 to assist in longer-term planning for them.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The COVID-19 pandemic directly affected us. In consultation with our public sector partners, the Charlottesville Fire Department and Albemarle County Fire Rescue, we connected with subject matter experts, some of whom were our members, to change how we wore our personal protective equipment (PPE) and how we would treat our patients so that our care of patients was not affected but we were able to keep our members safe. We transitioned to using cleanable, reusable PPE early on, allowing us to avoid the PPE shortages that were so much in the news. Overall, we worked to ensure our and our patients' safety while still providing high-quality care.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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