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www.atlantacancercarefoundation.org
1100 JOHNSON FERRY RD STE 510
Atlanta GA 30342-1743
Atlanta GA | IRS ruling year: 2002 | EIN: 58-2607802
ACCF'S MISSION IS TO ASSIST ADULT CANCER PATIENTS IN THE METRO ATLANTA AREA THROUGH ASSISTANCE TO THOSE FINANCIALLY CHALLENGED BY CANCER; FUNDING FOR PROFESSIONAL AN ... (More)
ACCF'S MISSION IS TO ASSIST ADULT CANCER PATIENTS IN THE METRO ATLANTA AREA THROUGH ASSISTANCE TO THOSE FINANCIALLY CHALLENGED BY CANCER; FUNDING FOR PROFESSIONAL AND PUBLIC EDUCATION REGARDING CANCER-RELATED ISSUES; AND FUNDING FOR LOCALLY-BASED CANCER RESEARCH. OUR MOST SIGNIFICANT ACTIVITY IS PROVIDING MONETARY ASSISTANCE TO FINANCIALLY-CHALLENGED CANCER PATIENTS FOR LIVING EXPENSES, MEDICINE AND MEDICAL BILLS. (Less)
Great
This charity's score is 100%, 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: 35% Accountability & Finance, 50% Impact & Results, 10% Leadership & Adaptability, 5% 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 As a result, the Accountability & Finance score for Atlanta Cancer Care Foundation Inc. is outdated and the overall rating may not be representative of its current operations.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.
Atlanta Cancer Care 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 2019, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not ApplicableBoard Composition - 7/7 - 35/35 ptsBoard Composition - 7/7 - 35/35 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 - N/A - 0/0 ptsIndependent Audit or Financial Review - N/A - 0/0 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 - 5/5 ptsConflict of Interest Policy - Listed - 5/5 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 - 5/5 ptsBoard Meeting Minutes - Documented - 5/5 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 - 5/5 ptsDocument Retention and Destruction - Listed - 5/5 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 - 5/5 ptsWhistleblower Policy - Listed - 5/5 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 - 5/5 ptsWebsite - Listed - 5/5 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 - 0.00% - 15/15 ptsLiabilities to Assets Ratio - 0.00% - 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 - 78.33% - 25/25 ptsProgram Expense Ratio - 78.33% - 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 2019
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 (Atlanta Cancer Care Foundation Inc.) or EIN (582607802) 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.
Atlanta Cancer Care 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:
We were unable to hold either of our two in-person fundraising events, resulting in a loss of more than $100,000 in anticipated revenue. To help offset this decrease, we applied for and were awarded a COVID-19 response grant. We also qualified for and accepted an EIDL loan to help ensure that our patient financial assistance program would be able to continue despite our fundraising challenges.
How COVID-19 impacted the organization's delivery of programs:
The pandemic caused many of our referral partners to shift to remote work. It also meant that many of the patients we served were self-isolating and social-distancing; in many cases, they were not visiting their physician's office for non-essential check-ups. These two factors created obstacles to the application and documentation steps of our patient assistance process. We also saw an increased need for assistance among patients whose households lost income due to shelter-in-place orders, shutdowns, and voluntary isolation.
How this organization adapted to changing conditions caused by COVID-19:
We modified our application process to utilize fillable forms and permit alternate signatures from other members of a patient's medical team if their treating oncologist was unavailable. Our Board of Directors authorized a change to our once-per-lifetime assistance limit, allowing us to provide assistance once per 12-month period; this made it possible for us to help patients whose situations had changed abruptly due to the pandemic. We applied for and received restricted grants from the government and other sources; while these funds could only be used to assist certain subsets of our applicants, they did help meet the increased needs our grantees faced. Our executive director shifted a significant amount of her efforts to the application, documentation, and compliance work required by these grants. We took one of our two fundraising events virtual, allowing us to raise a portion of the funds we had originally anticipated during our pre-pandemic budgeting process.
Innovations the organization intends to continue permanently after the pandemic:
We saw that the modified application and certification processes that we put in place removed non-pandemic related barriers that patients sometimes faced, so we are maintaining those modifications. We are also leaving in place the "once per 12-month period" assistance limit.
Atlanta Cancer Care 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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Full CreditPartial CreditNo CreditNot Applicable
Program
Financial Assistance for Medical Conditions
Activities
Atlanta Cancer Care Foundation provides financial assistance to patients with cancer.
Program Type
Financial Assistance for Patients with Medical Conditions
Beneficiaries Served
People with illnesses;People with cancer
Program Geography
Atlanta, GA
Time Period of Data
1/1/2017 to 12/31/2017
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.
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.
Cost Calculation
$335,181 program costs + $0 partner costs + $0 beneficiary costs = $335,181 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
$335,181 total costs / 307,998 of financial assistance provided = roughly $370 provides $340 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
Atlanta Cancer Care Foundation Inc. reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
PROVIDED MONETARY ASSISTANCE TO 826 FINANCIALLY-CHALLENGED CANCER PATIENTS FOR LIVING EXPENSES, MEDICINE, AND MEDICAL BILLS.
Atlanta Cancer Care Foundation Inc. 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
100% 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.
Adult (age 18 and over) living in our 17-county Metro Atlanta service area, who have received active treatment for a cancer diagnosis in the past 12 months and are facing financial stress because of the increased costs and decreased income associated with their cancer diagnosis.
How is your organization collecting feedback from the people you serve?
Case management notes, Other means
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 strengthen relationships with the people we serve, Other means
With whom does your organization share the feedback you got from the people you serve?
Our staff, Our board, Our funders, Our community partners
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, We don't have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, It is difficult to get honest feedback from our clients, Other means
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Part of our application process has always included a verification of the applicant's cancer diagnosis and treatment plan. When COVID-19 began to impact our community, many of our grantees shared that it could be difficult and time-consuming to obtain an actual physician signature on their application. This prompted us to have conversations with members of our referral network, who shared that the same level of verification could be performed by other members of the care team - such as physician assistants and nurse practitioners - who are often more accessible and able to act more quickly. As a result of these conversations, we modified our application to accept signatures from other members of the care team; this removed a barrier to patient participation.
Equity Practices - Data Available - UnscoredEquity Practices - Data Available - Unscored
The organization reported that it is currently only implementing 2 Equity Practices. At this time, organizations must implement 3 or more of these practices in order to be scored on this metric. 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 (1/7) | |
|---|---|
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 (1/7) | |
|---|---|
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. | |
Atlanta Cancer Care 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
ACCF'S MISSION IS TO ASSIST ADULT CANCER PATIENTS IN THE METRO ATLANTA AREA THROUGH ASSISTANCE TO THOSE FINANCIALLY CHALLENGED BY CANCER; FUNDING FOR PROFESSIONAL AND PUBLIC EDUCATION REGARDING CANCER-RELATED ISSUES; AND FUNDING FOR LOCALLY-BASED CANCER RESEARCH. OUR MOST SIGNIFICANT ACTIVITY IS PROVIDING MONETARY ASSISTANCE TO FINANCIALLY-CHALLENGED CANCER PATIENTS FOR LIVING EXPENSES, MEDICINE AND MEDICAL BILLS.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A community where no cancer patient has to compromise their treatment or recovery because of financial burdens, or choose between following through with their prescribed course of treatment and basic financial needs.
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: Maximize opportunities to expand our outreach to patients, families, and friends whose connection to our mission make them potential donors.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Two: Increase engagement among members of the local oncology community to encourage both patient referrals and support of our Patient Financial Assistance Program.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Develop, refine and implement messaging and communications strategies to better communicate our impact to current and potential constituents (including clients, supporters, and partners).
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
The organization paid a portion of the tuition for our Executive Director to attend a four-day intensive program on increasing fundraising capacity. This investment allowed the ED to facilitate the development and implementation of our first formal fund development plan.
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
Thought Leadership
Raising Awareness
Staff participates in local networks focused on community health issues within our service area, as well as opportunities for sector-wide conversation presented by local convening organizations (such as the Community Foundation). Staff and board members present at conferences of oncology social workers (a key source of patient referrals) at the local, state and national level; a key board member serves as a leader of one such national organization. Staff and board regularly speak at community networking events, civic organizations, business networks, and private events; these speaking engagements include those focused on the organization's work and the issue of financial toxicity among cancer patients. The organization is working to increase its activity on social media, as well as its interaction with outside media organizations.
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.
Of course, the most notable external changes in the last year were related to COVID-19. When many of the professionals who typically refer patients to us shifted to working off-site, we modified our application process to utilize fillable forms and permit alternate signatures from other members of a patient's medical team if their treating oncologist was unavailable. When we saw an increase in the number of patients facing unexpected and dramatic changes in their financial situations because of the pandemic, our Board of Directors authorized a change to our once-per-lifetime assistance limit - allowing us to provide assistance once per 12-month period. When many of our traditional funding sources - sponsors, grantors and individual donors - were facing their own uncertainties, we recognized a need to diversify our funding base. We applied for and received restricted grants from the government and other sources; while these funds could only be used to assist certain subsets of our applicants, they did help meet the increased needs our grantees faced. Our executive director shifted a significant amount of her efforts to the application, documentation, and compliance work required by these grants. We shifted to hold one of our two annual fundraising events virtually, allowing us to raise a portion of the funds we had originally anticipated during our pre-pandemic budgeting process.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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