Southeastern Brain Tumor Foundation Inc.
Southeastern Brain Tumor Foundation Inc.
PO BOX 42271
Atlanta GA 30311-0271
Atlanta GA | IRS ruling year: 1995 | EIN: 58-2166144
Mission not available
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PO BOX 42271
Atlanta GA 30311-0271
Atlanta GA | IRS ruling year: 1995 | EIN: 58-2166144
Mission not available
Great
This charity's score is 94%, 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: 33% Accountability & Finance, 57% Impact & Results, 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 As a result, the Accountability & Finance score for Southeastern Brain Tumor Foundation Inc. is outdated and the overall rating may not be representative of its current operations.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.
Southeastern Brain Tumor Foundation Inc. has earned a 83% 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 2019, 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.
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
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 (Southeastern Brain Tumor Foundation Inc.) or EIN (582166144) 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.
Southeastern Brain Tumor Foundation Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Administrative Capacity
Balance Sheet
How COVID-19 impacted the organization's operations financially:
The Foundation's two signature events, the Muddy Duck Dash and the Race for Research, are in-person format fundraisers. During the pandemic such events were difficult or impossible to host. The reduction in revenue from and participation in these events directly impacted our ability to fund brain tumor research grants, offer scholarships and support the brain tumor community.
How COVID-19 impacted the organization's delivery of programs:
The brain tumor support groups were no longer able to meet face-to-face and transitioned to an online platform. Grant-awarded researchers were unable to meet and interact with our constituents at the Race for Research.
How this organization adapted to changing conditions caused by COVID-19:
Our support groups moved to an online platform in 2020, 2021 and continue to be held online in 2022. We "Reimagined" the Race for Research in 2020 and were able to host a virtual event via an online platform. As a Board we held tight reins on our financials and remained focused on funding our mission.
Innovations the organization intends to continue permanently after the pandemic:
We found some brain tumor patients and caregivers prefer the online format for support groups as it allows them to remain at home where they are comfortable and feel safe. We will have in-person meetings again one day but will not eliminate the online option.
Southeastern Brain Tumor 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.
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Program
Voices of Hope Scholarship
Activities
The nonprofit grants scholarships to beneficiaries.
Program Type
Postsecondary Scholarships
Beneficiaries Served
Program Geography
Time Period of Data
12/31/19 to 12/30/21
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
$100 program costs + $4,302 partner costs + $4,302 beneficiary costs = $8,705 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
$8,705 total costs / $76,022 additional income = roughly $820 increases income for a scholarship recipient by $7,200.
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
No 990 Program Data Found
Southeastern Brain Tumor Foundation 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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Southeastern Brain Tumor 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
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
TO IMPROVE THE QUALITY OF LIFE FOR BRAIN TUMOR PATIENTS AND THEIR FAMILIES AND TO RAISE FUNDS FOR BRAIN TUMOR RESEARCH SO THAT A CURE CAN BE FOUND.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision a day when the word "curable" can be uttered, and done so with believability. There are more than 120 types of brain tumors, many of which can morph from grade 1 (non-cancerous) to grade IV (cancerous/fatal). Even with a grade 1 brain tumor, the word "curable" is not uttered. A patient might hear the word "removed" the non-cancerous tumor, but it wasn't curable. Liken it to "we couldn't cure your broken bone, so we just removed it surgically". Removable of a mass is so different than curing your from getting that mass again. Flipside, if your tumor is cancerous, you won't hear the words "cured", but you might hear the words "no signs of growth". A day when a brain tumor patient can be told "your tumor is curable" would be amazing.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: To expand program types and provide greater access to our monthly and bi-weekly brain tumor support group meetings.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: To fund innovative and forward-thinking brain tumor research at the ground level (e.g. seed research which will result in greater funding from larger organizations like DoD, NIH, etc.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Improve our ability to connect brain tumor patients with respective organizations and resources which can provide solutions regarding treatment care & financial needs reimbursements.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
The nonprofit provides evidence of investment in leadership development
Each member of the SBTF Board of Directors and staff were asked to participate on at least one of our working Committees. The Committees range from Bylaws, to Securities, to Research Grants, to Patient Initiatives, to Scholarships and more. Committee work allows Board and staff members to become more ingrained, and more familiar, with core areas of our day-to-day business. Taking meeting minutes, updating forms and applications, and driving the basic level of day-to-day activities at the ground level provide heightened insights to what it takes to operate a not-for-profit organization. Committee participation, via virtual platforms like Zoom, teach tolerance and appreciation and affirm that businesses practices in the Corporate world don't necessarily translate to best practices in the non-profit world.
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
Policy Advocacy
We partner with other not-for-profit organizations, like the American Brain Tumor Association, Neurosurgery Research Education Foundation, AANS/CNS Tumor Section to identify, and subsequently fund brain tumor research. Our workgroup meetings & discussions with national and international brain tumor advocacy groups, like the International Brain Tumor Alliance, the National Brain Tumor Society, and the Society of NeuroOncology, resulted in the development of a comprehensive database with customizable search options, to assist patients in making informed decisions about where to seek treatment. Whether soliciting brain tumor proclamations at the local level during Brain Tumor Awareness Month, participating in the FDA Medical Imaging Drugs Advisory Committee (MIDAC) Meetings our Board and staff are raising awareness of our mission, and awareness of a disease which 700,000 Americans are currently living with today.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The continuation of the pandemic forced our support groups to remain as a virtual offering. Many of our support group members face difficulties with speech, memory, reading or other communication skills due to brain injury as part of treatment so the transition to a online platform initially posed some challenges. Despite the learning curve, and the growing need and desire for F2F interactions, our support group programs expanded in content and in audience reach. We launched two new types of support group meetings in 2021 and increased from approximately 25 meetings in 2020 to nearly 65 in 2021. Notably our support group related expenses dropped to a mere $10.30 for the entire year. The inability to meet F2F, and limitations of time generated by our virtual meetings, resulted in a marked growth in our "by invitation only" support group on Facebook. The Facebook platform allowed individuals to share 24/7, and not just during prescribed group meeting times. The Facebook support group, drove a need for additional content, and cast a wider net of participants from within the brain tumor community. Our virtual support group meeting platforms, and the social media outlets also generated greater sharing opportunities with similar non-profit organizations. Partnerships with these organizations were enhanced and collaboration opportunities blossomed. Sharing of time sensitive information, (e.g. where to get a COVID booster or an N95 mask), became more instantaneous. Individuals became connected outside the typical 50 mile geographical radius and expanded the appreciation for cultural or regional differences which can sometimes limit the availability of treatment for some, while not for others. Our 2021 story of adaptation to external changes happened organically; so totally unexpected yet so tremendously positive.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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