Your donation attempt encountered a problem. Please refresh the page to try again.
You're faster than our page! Give the page a little longer to finish loading and try your donation again.
421 BUTLER FARM ROAD
Hampton VA 23666-9904
Hampton VA | IRS ruling year: 1996 | EIN: 54-1806317
PATIENT ADVOCATE FOUNDATION (PAF) IS A NATIONAL 501 (C)(3) NON-PROFIT ORGANIZATION THAT PROVIDES PROFESSIONAL CASE MANAGEMENT AND FINANCIAL AID ASSISTANCE TO AMERICA ... (More)
PATIENT ADVOCATE FOUNDATION (PAF) IS A NATIONAL 501 (C)(3) NON-PROFIT ORGANIZATION THAT PROVIDES PROFESSIONAL CASE MANAGEMENT AND FINANCIAL AID ASSISTANCE TO AMERICANS WITH CHRONIC, LIFE THREATENING AND DEBILITATING ILLNESSES. PAF CASE MANAGERS SERVE AS ACTIVE LIAISONS BETWEEN THE PATIENT AND THEIR INSURER, EMPLOYER AND/OR CREDITORS TO RESOLVE INSURANCE, JOB RETENTION AND/OR DEBT CRISIS MATTERS AS THEY RELATE TO THEIR DIAGNOSIS. PATIENT ADVOCATE FOUNDATION SEEKS TO SAFEGUARD PATIENTS THROUGH EFFECTIVE MEDIATION ASSURING ACCESS TO CARE, MAINTENANCE OF EMPLOYMENT AND PRESERVATION OF THEIR FINANCIAL STABILITY. (Less)
Great
This charity's score is 99%, 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: 32% Accountability & Finance, 50% Impact & Results, 7% 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.
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 As a result, the Accountability & Finance score for Patient Advocate Foundation Inc. is outdated and the overall rating may not be representative of its current operations.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.
Patient Advocate Foundation Inc. 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 2020, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not ApplicableBoard Composition - 15/15 - 25/25 ptsBoard Composition - 15/15 - 25/25 pts
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
Independent Audit or Financial Review - Audited - 20/20 ptsIndependent Audit or Financial Review - Audited - 20/20 pts
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
Conflict of Interest Policy - Listed - 3/3 ptsConflict of Interest Policy - Listed - 3/3 pts
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
Board Meeting Minutes - Documented - 3/3 ptsBoard Meeting Minutes - Documented - 3/3 pts
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
Document Retention and Destruction - Listed - 3/3 ptsDocument Retention and Destruction - Listed - 3/3 pts
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
Whistleblower Policy - Listed - 3/3 ptsWhistleblower Policy - Listed - 3/3 pts
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
Website - Listed - 3/3 ptsWebsite - Listed - 3/3 pts
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
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 10.47% - 15/15 ptsLiabilities to Assets Ratio - 10.47% - 15/15 pts
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
Program Expense Ratio - 98.58% - 25/25 ptsProgram Expense Ratio - 98.58% - 25/25 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.
| 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:
Described in section 170(b)1)(a)(vi) of the Code (BMF activity code: 994)
Other health services (BMF activity code: 179)
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 (Patient Advocate Foundation Inc.) or EIN (541806317) 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.
Patient Advocate Foundation Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Staffing
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
In 3/21, PAF instituted a Pandemic Response Plan, moving 200 staff (96% of our staff), from onsite to remote work requiring the purchase of 100 laptops for staff whose personal laptops didn’t comply with PAF’s IT structure. We increased our cloud-based network bandwidth to support remote staff & procured/deployed new online tools to facilitate virtual collaboration for our teams & host virtual events, trainings & fundraising events. PAF suspended all work-related travel & in person events, including our annual fundraising event in 2/21. PAF increased sanitation/safety measures at HQ ensuring a safe workplace for the small group of staff whose jobs couldn’t be done remotely. Our Pandemic Response Plan Principles shaped every decision over the past 18 months: Protect the health/wellbeing of staff/families by adhering to public health guidelines Continue to provide high quality service to our patients Mitigate any financial impact to the organization/staff to the best of our ability
How COVID-19 impacted the organization's delivery of programs:
PAF’s move to remote work allowed services to continue to people living with chronic/critical diseases access & afford their care & daily living needs. We saw an increase in requests from people impacted by COVID & created new programs in 4/20: COVID Care Resource Center on the PAF website COVID CareLine Program, a case management service to assist patients/caregivers COVID Care Recovery Fund, a 1-time $500 grant for non-medical cost of living expenses COVID-19 Co-Pay Relief Fund a $3000 grant to patients for medication co-pays & medical insurance premiums Covid-19 Emergency Food Assistance Program, in collaboration with Team Rubicon, a 1-time $500 grant for patients with cancer/multiple sclerosis/rheumatoid arthritis whose ability to access/afford food /nutritional needs were at risk. American Cancer Society COVID-19 Assistance Fund, a 1-time $600 grant to cancer patients Sontag Foundation COVID-19 Emergency Patient Assistance Fund, a 1-time $500 grant to brain cancer patients
How this organization adapted to changing conditions caused by COVID-19:
PAF adapted as follows: • 96% of staff worked remote • Revised training to a hybrid of socially distant in person/remote for new staff & ongoing training to current staff • Implemented Flexible Workforce Strategy for remote/hybrid work options for most positions & Flexible Framework Strategy for staff with school aged children at home • Created paperless HR/Finance recordkeeping process • New policies for equipment, time/attendance & workplace security were implemented for remote staff • Revised/modified existing policies for remote staff & conform to CARES Act • Implemented new safety protocols for staff working at HQ following CDC guidelines/VA State mandates • Reporting/SOPs created for employees/leaders on COVID-19 concerns/exposures/testing, quarantine mandates/contact tracing, return-to-work status & vaccination tracking • Staff attended conferences/events virtually • New tools to enable interoffice connectivity, hosting of live/pre-recorded events/educational sessions
Innovations the organization intends to continue permanently after the pandemic:
The pandemic has taught us a great deal about handling adversity, the value of flexibility and the importance of meeting people where they are. As a result of the pandemic, and the lessons it continues to teach us, PAF has formalized an entirely new workforce strategy for our organization that will survive well after the pandemic is over. We have committed ourselves to the development of a post-COVID workforce strategy that reflects a more flexible workplace, progressive culture, better work/life balance, and acknowledges individual needs and concerns. To accomplish this, we have formalized a unified flexible workforce strategy that expands telework eligible roles appropriately within PAF workforce and are continually evolving our technology plan to support the hybrid workforce approach we have adopted long term.
Patient Advocate Foundation Inc. has earned a 100% for the Impact & Results beacon. See the metrics below for more information.
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Learn more
Full CreditPartial CreditNo CreditNot Applicable
Program
Co-Pay Relief (CPR) program and Financial Assistance Funds (FAF)
Activities
The nonprofit provides financial assistance to patients with medical conditions.
Program Type
Financial Assistance for Patients with Medical Conditions
Beneficiaries Served
Program Geography
Time Period of Data
7/1/21 to 6/30/22
Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.
Costs: The money spent by a nonprofit and its partners and beneficiaries.
Impact: Outcome caused by a nonprofit relative to its cost.
Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.
Outcome Metric
Increase in income for a patient with medical conditions
Outcome Data Source
Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.
Outcome data collected during the program. The nonprofit submitted data on the dollar value of all financial assistance provided to patients, which we use to calculate the additional income received.
Method for Attributing Outcomes
We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).
We estimate the dollar amount of financial assistance attributable to the nonprofit by comparing the financial assistance given by the nonprofit to the financial assistance that would have been provided in the absence of the nonprofit (the “counterfactual”). In this case, we estimate the counterfactual to be zero based on two assumptions. First, we assume there is functionally no upper limit to the amount of cash transfers that continue to be valuable to patients as they are far from reaching the point of diminishing marginal returns, such that aid provided by one nonprofit does not displace aid provided by another. Second, we assume that nonprofits work independently and do not coordinate the provision of aid to the same patient. As a result, all aid provided by the nonprofit to patients with medical conditions can be directly attributable to the nonprofit.
Cost Data Source
After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.
Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.
Cost Calculation
$254,000,000 program costs + partner costs + $0 beneficiary costs = $254,000,000 total costs
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
$254,000,000 total costs / $241,000,000 of financial assistance provided = roughly $4,500 provides $4,300 in financial assistance to a patient.
Benchmark for Rating
Impact & Results scores of financial assistance to patients programs are based on income generated relative to cost. Programs receive an Impact & Results score of 100 if they increase income for a recipient by more than $1.50 for every $1 spent and a score of 80 if income increases by more than $0.85 for every $1 spent. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 65.
Determination
Highly cost-effective
Patient Advocate Foundation Inc. reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
LAUNCHED IN 2004, THE PATIENT ADVOCATE FOUNDATION'S CO-PAY RELIEF PROGRAM (CPR) PROVIDES FINANCIAL ASSISTANCE WITH CO-PAYMENTS, CO-INSURANCE AND DEDUCTIBLES REQUIRED BY A PATIENT'S INSURER FOR MEDICAT ... (More)
LAUNCHED IN 2004, THE PATIENT ADVOCATE FOUNDATION'S CO-PAY RELIEF PROGRAM (CPR) PROVIDES FINANCIAL ASSISTANCE WITH CO-PAYMENTS, CO-INSURANCE AND DEDUCTIBLES REQUIRED BY A PATIENT'S INSURER FOR MEDICATIONS PRESCRIBED TO TREAT AND/OR MANAGE THE PATIENT'S DISEASE. THE FOUNDATION OFFERS TELEPHONIC SUPPORT SERVICES TO PATIENTS WHO MIGHT NEED ASSISTANCE WITH VARIOUS ASPECTS OF THE PROGRAM.CONTINUED LATER IN SCHEDULE O. (Less)
Spent in most recent FY
Percent of program expenses
IN 2009, THE FOUNDATION ENTERED INTO A TRANSPARENT SERVICE ADMINISTRATION AGREEMENT WITH A NATIONAL NONPROFIT ORGANIZATION. THE FOUNDATION HAS BEEN ENGAGED TO PROVIDE FULL SERVICE, TRANSPARENT ADMINIS ... (More)
IN 2009, THE FOUNDATION ENTERED INTO A TRANSPARENT SERVICE ADMINISTRATION AGREEMENT WITH A NATIONAL NONPROFIT ORGANIZATION. THE FOUNDATION HAS BEEN ENGAGED TO PROVIDE FULL SERVICE, TRANSPARENT ADMINISTRATION SERVICES TO QUALIFIED PATIENTS THAT ENTER THEIR (Less)
Spent in most recent FY
Percent of program expenses
FOR OVER 24 YEARS, THE FOUNDATION HAS PROVIDED CASE MANAGEMENT SERVICES TO CRITICALLY OR CHRONICALLY ILL PATIENTS FROM ACROSS THE COUNTRY. PAF HELPS THEM MAINTAIN ACCESS TO AND AFFORD HEALTHCARE THROU ... (More)
FOR OVER 24 YEARS, THE FOUNDATION HAS PROVIDED CASE MANAGEMENT SERVICES TO CRITICALLY OR CHRONICALLY ILL PATIENTS FROM ACROSS THE COUNTRY. PAF HELPS THEM MAINTAIN ACCESS TO AND AFFORD HEALTHCARE THROUGH VARIOUS MEANS INCLUDING LOCATING RESOURCES TO SUPPORT (Less)
Patient Advocate Foundation Inc. has earned a 92% 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.
Patient Advocate Foundation serves patients who have been diagnosed with a chronic, life-threatening or debilitating disease who are having difficulty accessing the health care they need. This may include day-to-day out of pocket cost of living expenses, enrollment into social and insurance programs/products and navigation the appeals and disability process
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Case management notes
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?
Our staff, Our board
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?
PAF consistently surveys patients assisted through our case management and our Co-Pay Relief programs with a patient satisfaction survey at the close of their case/interaction. Patients and caregivers have reported back that PAF was helpful, knowledgeable, compassionate and well-informed on issues of importance to them. In 2021, the overall patient satisfaction rating of 9/7 out of 10. Patient ratings for PAF service and the knowledge and professionalism of PAF staff was 4.6 out of 5. Ninety-three percent indicated that their issues were resolved and/or PAF provided valuable heap and 94% said they would recommend PAF to others. PAF shares these results with staff in order to ensure the continued high-quality service that is offered to patients and caregivers.
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
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
PAF has always produced educational materials on various topics as indicated in our data. In surveying patients accessing those materials, PAF learned that patients want different styles of learning as opposed to our current 1 hour webinars, full page publications. PAF developed new ways of providing those educational materials, creating one-page, single topic flyers; developing 5-10 minute video assets on various topics that can be "pieced" together as the patient needs. When COVID hit, in response to questions our case managers were getting, PAF created the COVID Care Resource Center, compiling numerous COVID-19 resources to better educate not only on the disease but on topics such as loss of insurance and unemployment benefits.
Equity Practices - Data Available - 88/100 ptsEquity Practices - Data Available - 88/100 pts
70% of beacon score
This organization's score of 88 is a passing score. The organization reported that it is implementing 6 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 (4/7) | |
|---|---|
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 (2/7) | |
|---|---|
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. | |
Patient Advocate Foundation 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
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
PATIENT ADVOCATE FOUNDATION (PAF) IS A NATIONAL 501 (C)(3) NON-PROFIT ORGANIZATION THAT PROVIDES PROFESSIONAL CASE MANAGEMENT AND FINANCIAL AID ASSISTANCE TO AMERICANS WITH CHRONIC, LIFE THREATENING AND DEBILITATING ILLNESSES. PAF CASE MANAGERS SERVE AS ACTIVE LIAISONS BETWEEN THE PATIENT AND THEIR INSURER, EMPLOYER AND/OR CREDITORS TO RESOLVE INSURANCE, JOB RETENTION AND/OR DEBT CRISIS MATTERS AS THEY RELATE TO THEIR DIAGNOSIS. PATIENT ADVOCATE FOUNDATION SEEKS TO SAFEGUARD PATIENTS THROUGH EFFECTIVE MEDIATION ASSURING ACCESS TO CARE, MAINTENANCE OF EMPLOYMENT AND PRESERVATION OF THEIR FINANCIAL STABILITY.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Passion for Patients, Kindness, Accountability, Respect, Excellence
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: Optimize quality and impact of services and programs
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Communicate our impact and amplify the voice of the patients we serve
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Optimize community engagement and outreach activities particularly with a health equity lens.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
PAF invests in developing our team growing leadership skills and supporting individual growth through the delivery of training sessions for our leadership and staff, both virtually and in-person. PAF has had a long-standing expectation of creating a culture of inclusion. We recognize that to maintain an inclusive culture, we have to evolve our knowledge and personal skills and leadership abilities to ensure we are leading our teams in a sensitive and inclusive manner. In 2021, all PAF leadership participated in Sensitivity and Inclusion in the workplace training that explored and developed a working understanding of the differences between diversity, inclusion, equity, bias, prejudices, and micro and macro aggressions. Additionally, an internal Affinity Group was created to look at internal policies and how PAF operates through a health equity lense…to ensure that the work we do externally with regards to health equity, is reflected in our internal workplace.
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
PAF has strategic partnerships with many other non-profit organizations who have a shared goal of providing support to patients who need help addressing social needs that impact their ability to access and afford needed healthcare. PAF partners with these organizations to develop disease specific programs, expanding our impact to patients we may otherwise never reach. Executive staff presents regularly at conferences, events and serves on over 50 commissions, advisory boards and coalitions as thought leaders in the field of healthcare access and advocacy. PAF has grown our social media presence, increasing our followers, and our mailing lists, enabling us to reach more people with appropriate health related messaging and information about PAF programs that can support patients, families and caregivers. Through our sister organization, NPAF, the collective patient challenges PAF documents and addresses are translated into local, state and federal advocacy work.
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.
As COVID-19 was still having an impact almost 2 years later, PAF continued to monitor local and CDC guidance on a targeted date of the workforce returning to the headquarter workplace. Using that guidance, PAF staff returned to in-person work on 3/17/22, although on a hybrid schedule to still maintain recommended social distancing practices. Staff had been polled prior to the re-opening to determine their level of comfort on a return to work. As a result of that polling, most staff were 2 days in the office, 3 days working from home. This proven to be an effective process. In August, 2022, PAF took a “summer holiday” allowing all staff to work from home for that month. Upon return in September, management, again polling staff and ensuring work demands, and as a result of social distancing regulations being removed, an even more hybrid schedule was instituted with bringing more staff to HQ at the same time to further facilitate collegiality and in-person meetings. Programs created during the COVID-10 pandemic are still operational with the exception of financial fund programs. As conferences/in-person events/meetings have been opening up, PAF staff has begun to travel again, participating as an exhibitor or presenter at those meetings.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
The Giving Basket is having some issues. If you wish to donate, please refresh the page. If the problem persists contact us.
Cart ID: Not Assigned
The Giving Basket is having some issues. If you wish to donate, please refresh the page. If the problem persists contact us.
Cart ID: Not Assigned
