Roane State Community College Foundation
Roane State Community College Foundation
URL not available
276 PATTON LN
Harriman TN 37748-8615
Harriman TN | IRS ruling year: 1981 | EIN: 58-1413034
Organization Mission
Mission not available
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URL not available
276 PATTON LN
Harriman TN 37748-8615
Harriman TN | IRS ruling year: 1981 | EIN: 58-1413034
Organization Mission
Mission not available
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, weighted as follows: 80% Impact & Results, 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.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Roane State Community College Foundation cannot currently be evaluated by our Accountability & Finance methodology due to only having one year of electronically-filed IRS Form 990 data. But please note, that the IRS is significantly delayed in processing nonprofit's annual tax filings. That may mean that this entity has electronically filed additional Forms 990 but they have yet to be processed and made public by the IRS.
To ensure year-to-year consistency the Encompass Rating System's Finance & Accountability beacon analyzes the three-year average of some data provided through the IRS 990.
Charity Navigator currently only has one year of consecutive e-filed Forms 990 from the IRS for Roane State Community College Foundation under the EIN: 58-1413034.
Before Charity Navigator can evaluate Roane State Community College Foundation, Roane State Community College Foundation will need to e-file for additional fiscal years.
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No Data Available
Revenue and expense data is not available for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
No Data Available
Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which operates for benefit of college or university and is owned or operated by a governmental unit 170(b)(1)(A)(iv) (BMF foundation code: 13)
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 (Roane State Community College Foundation) or EIN (581413034) 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.
Roane State Community College Foundation reported being impacted by COVID-19 in the following ways:
Fundraising Capacity
Staffing
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
Demand for student aid increased about 30% over the past couple of years and continues to rise due to inflation.
How COVID-19 impacted the organization's delivery of programs:
RSCC went to 100% online classes in March 2020, only resuming in-person, "hands-on" testing later that summer. The FY2020-21 academic year was still 80% online, while FY 2021-22 was only 50% online. The Foundation continued to distribute aid and operate mostly remotely during this time, all while preparing for a capital campaign and increasing the amount of scholarships and aid awarded annually.
How this organization adapted to changing conditions caused by COVID-19:
Fortunately, many records and databases were already web-based, and RSCC allowed its employees to log in remotely for a lengthy period of time to continue business operations. Aside from holding in-person events, Foundation support from our most committed supporters continued, as did our growing aid to students and the College.
Innovations the organization intends to continue permanently after the pandemic:
The Foundation now works directly with the Dean of Students office for the screening of Emergency Aid recipients, using a special email account for this purpose - a process put in place during the pandemic. Foundation staff will also continue hybrid meetings and partial remote work schedules.
Roane State Community College Foundation 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.
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Program
Scholarships and Student Aid
Activities
The nonprofit grants scholarships to beneficiaries.
Program Type
Postsecondary Scholarships
Beneficiaries Served
Program Geography
Time Period of Data
7/1/20 to 6/30/21
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 scholarship recipient
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.
Output data collected during the program. The nonprofit submitted data on the dollar value of all scholarships it grants and the number of scholarship recipients, which we use to calculate the additional income that the nonprofit's scholarship program generates.
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 increase in income caused by a nonprofit's scholarship program in two steps. First, we compare the estimated postsecondary graduation rate of its scholars to that of comparable students who did not receive a scholarship (the “counterfactual”). Our estimates are drawn from rigorous social science studies of similar scholarship programs. The result is the number of scholars whose graduation was caused by the nonprofit. Second, we compare the earnings of graduates to non-graduates based on publicly available census data, matching on student demographic characteristics. We apply the earnings boost owing to a degree to those scholars whose graduation was caused by the nonprofit. Both steps are necessary to properly net out counterfactual successes from observed successes. Otherwise, we would be attributing changes (increase in graduation rate and increase in earnings) to the nonprofit when they would have happened anyway. Few nonprofits estimate the counterfactual themselves, so we construct our own counterfactual estimate based on research and publicly available data.
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
$596,430 program costs + $161,432 partner costs + $161,432 beneficiary costs = $919,295 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
$919,295 total costs / $2,697,974 additional income = roughly $2,100 increases income for a scholarship recipient by $6,100.
Benchmark for Rating
Impact & Results scores of postsecondary scholarship 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
Roane State Community College Foundation has earned a 88% 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
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.
Students and faculty of Roane State Community College, and college-community partnerships.
How is your organization collecting feedback from the people you serve?
Focus groups or interviews (by phone or in person), Community meetings or town halls, Suggestion box/email
How is your organization using feedback from the people you serve?
To make fundamental changes to our programs and/or operations, 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, 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?
Primarily, sharing student needs and feedback has helped clarify the case for support shared with donors and the public. However, our Board of Directors has also changed program guidelines and spending limits in some areas, in response to emerging student needs.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Roane State Foundation, in conjunction with College personnel, consolidated the screening of Pay-It-Forward: Emergency Aid program applications by partnering with the Dean of Students office. The "need@roanestate.edu" email address serves to connect any student with needed resources, including those of the Pay-It-Forward program.
70% of beacon score
This organization's score of 83 is a passing score. The organization reported that it is implementing 4 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 (2/7) | |
---|---|
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. |
Roane State Community College Foundation has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The mission of Roane State Foundation is to maintain and enhance the quality of life, including economic development, in Roane State's service area by developing friends and funds for the support of educational, cultural, and service goals of Roane State Community College.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Mobilize resources and partnerships to enable Roane State Community College to be the premier learning institution that transforms lives, strengthens community, and inspires individuals to excellence in our service area.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Raise capital for Knox and Cumberland expansion.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Continue to meet the rising demand for scholarships and student aid and distribute at least $500,000 in scholarships and student aid to RSCC students annually.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Continue to support RSCC programs like athletics, theater, and music, as well as faculty development opportunities, each year.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
The nonprofit provides evidence of investment in leadership development
Roane State Foundation budgets for staff and board development annually, and each full-time employee has additional funds they can choose to direct for their own development. Over the past year-plus, the Executive Director has attended a capital campaign training, consultants have been utilized for board and staff trainings, the team has participated in educational webinars on fundraising and donor stewardship, and two staff directors have begun work on their Certificate in Fund Raising Management at Indiana University's School of Philanthropy. Incidentally, donor outreach is improving and overall fundraising continues to improve.
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
RSF partners with numerous departments and divisions within the College to fulfill its mission. Directors of the Board and staff also present and/or volunteer at any number of professional organizations and conferences, including: Young Professionals groups, SCORE, Association of Fundraising Professionals, and numerous community organizations such as Rotary, Civitan, economic development groups and Chambers of Commerce. RSF has participated and helped lead efforts related to United Way Days of Service, and staff continues to be involved in local county leadership programs. The Foundation will serve as a major sponsor of the Tennessee Association of Community Leadership (TACL) conference to be held in East Tennessee in fall 2022. In 2019, the Foundation helped sponsor the National Freedom School Training held at the College with a national audience that summer.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The Foundation has continued to distribute aid in support of RSCC students, programs, and communities over the past year, meeting the rising demand for student aid (which has increased by about 30% over the past two years alone). To better meet student needs, the Foundation now works directly with the Dean of Students office for the screening of Emergency Aid Award recipients, using a special email account for this purpose. Following the COVID-19 pandemic of 2020, Foundation staff has continued hybrid meetings and partially remote work schedules to facilitate operations and program outcomes.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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