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http://www.nationalbreastcancer.org
7460 Warren Parkway
Suite 150
Frisco TX 75034
Mail donations to:
PO Box 676910
Dallas TX 75267
Frisco TX | IRS ruling year: 1991 | EIN: 75-2391148
The National Breast Cancer Foundation was founded in 1991 by breast cancer survivor, Janelle Hail. NBCF's mission is to help women now by providing help and inspirin ... (More)
The National Breast Cancer Foundation was founded in 1991 by breast cancer survivor, Janelle Hail. NBCF's mission is to help women now by providing help and inspiring hope to those affected by breast cancer through early detection, education and support services. (Less)
Great
This charity's score is 93%, 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: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for National Breast Cancer Foundation is outdated and the overall rating may not be representative of its current operations.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.
National Breast Cancer Foundation has earned a 94% 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 score represents Form 990 data from 2020, the latest year published by the IRS.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) 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. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Doest not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 21.90% - 7.5/10 ptsLiabilities to Assets Ratio - 21.90% - 7.5/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 0.31 years - 5/10 ptsWorking Capital Ratio - 0.31 years - 5/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.08 - 10/10 ptsFundraising Efficiency - $0.08 - 10/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 12.20% - 10/10 ptsAdministrative Expense Ratio - 12.20% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 8.00% - 10/10 ptsFundraising Expense Ratio - 8.00% - 10/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 79.60% - 8.45/10 ptsProgram Expense Ratio - 79.60% - 8.45/10 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. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 11.34% - 10/10 ptsProgram Expense Growth - 11.34% - 10/10 pts
We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
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 this organizations key compensated staff members as identified by our analysts. 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
Janelle Hail, Chief Executive Officer
$228,726 (1.38% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
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:
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)
Data Sources: IRS Forms 990
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 view this organization's Forms 990 on the IRS website (if any are available).
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.
Program Delivery
Fundraising Capacity
Revenue
Our largest financial impact was felt through two of our revenue streams – corporate partners, and peer-to-peer fundraising. Many of our partners (airline industries, restaurants, and others) were very affected by the shutdowns over the past year and had to back away from commitments or even re-committing to us due to the economic uncertainty. This pushed us and our proactive outreach efforts into new industries and companies that we knew were not as affected or considered essential in some way. It also pushed our creativity into those new areas (such as e-gaming) and to continue to lean into our individual donor engagement points to connect our programming to individuals looking to invest in health-related non-profits. We had no major programmatic or structural changes to the organization. We remained alert to and aware of government assistance as well and were able to receive the Payroll Protection Program support, the first of which has already been converted to a grant.
The COVID-19 pandemic affected each of our program focus areas – early detection, education, and support. NBCF canceled all educational outreach events, impeding our ability to connect low-income women to free early detection services. NBCF-funded screening facilities also closed during the first months of the pandemic causing screening rates to decline by 90%. Facilities eventually re-opened, but screenings have not returned to pre-pandemic levels and may lead to an increase in deaths. Breast cancer patients undergoing chemotherapy are immuno-compromised. As a result, NBCF canceled programs like our metastatic retreats, which improve patient outcomes by reducing fears and promoting palliative care and hospice. Working remotely, patient navigators faced increased challenges to removing barriers to care. Support groups were unable to meet in person. NBCF was unable to pack and send our signature HOPE Kits, which have been proven to help patients recently diagnosed with breast cancer.
NBCF adapted by investing in technology, listening to our partners, and reallocating funds. Due to prior efforts to enhance our remote and videoconferencing capabilities, NBCF was ready to quickly shift to virtual program offerings. We hosted the first ever virtual metastatic retreat, educated tens of thousands via our Navigating Breast Cancer in the Workplace program, and offered our support groups virtually to support isolated patients. NBCF also surveyed our hospital partners and responded to their needs. Our continued funding of patient navigators prevented staff furloughs and significant lapses in navigation services. The funds normally used to host outreach events were reallocated to our Patient Relief Fund, which offered low-income breast cancer patients funds for food, groceries, transportation, and childcare, all proven barriers to health equity. We also increased our screening funding to help meet the growing demand by patients facing job and health insurance loss.
A few programs we plan to continue include our virtual support groups and virtual metastatic breast cancer retreats, which let us reach patients with support, resources, and a community of other survivors who are going through the same struggles and provide critical information for those living with late-stage breast cancer. Going through cancer treatment can drain many patients financially, physically, and emotionally, so we want to keep our relief fund in place to help patients access funds to pay for food, medication, lodging, utilities, and transportation. We will continue to grow a library of “DIY” video testimonials from breast cancer patients, doctors, and partners across the country to share their experience, story, and advice for others. This gives patients a voice to share their story and makes it easier for other patients to see and hear that they are not alone.
Not Currently Scored
National Breast Cancer Foundation cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
National Breast Cancer Foundation reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Educational and Awareness Materials
Spent in most recent FY
Percent of program expenses
Diagnostic Breast Care Services
Spent in most recent FY
Percent of program expenses
Support Services
National Breast Cancer Foundation has earned a 86% 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.
NBCF educates women in the U.S. about how to reduce the risk of developing breast cancer, access screening programs, and find breast cancer early. According to the US Census, nearly 70 million Americans are uninsured or underinsured. NBCF serves this population by providing free mammograms and diagnostic services. NBCF utilizes patient navigation to target patients facing health inequity. Navigators promote health equity by decreasing the wait time between a suspicious finding and follow-up diagnostics. NBCF delivers HOPE Kits to recently diagnosed patients and offers support groups for patients and survivors in need of emotional support. NBCF also serves metastatic breast cancer patients through the metastatic retreat program.
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), Community meetings or town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email
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?
The people we 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?
Our purpose in seeking feedback is to ensure that we are always considering the shifting needs of our constituents – continually affected by a variety of factors external to NBCF. Since feedback is always requested from multiple people, the power and accountability is on us to make sure we hear all types of voices and integrate the suggestions and recommendations as they align with our mission, vision, values, and program pillars. Our focus areas are based off of unmet needs in our communities and filling in gaps within healthcare, so we continually want to ensure we are listening to patients, survivors, hospital and community partners who relay to us their greatest needs.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
We work to receive feedback from each of our focus areas within our programs: Conversations with partner hospitals regarding patient needs during the COVID-19 led to the creation of the NBCF COVID-19 Patient Relief Fund to help with basic human needs. Based on feedback collected directly and through our community partner, we learned that nearly 40% of all guests attending our large national outreach events were Spanish speakers. NBCF carried out an evaluation of all educational materials distributed and all training content to ensure every piece was available in both English and Spanish. We received feedback from several HOPE Kit recipients mentioning that adding lemon or ginger hard candy would be a great addition to help with a side effect that is experienced during chemo treatment.
Diversity, Equity & Inclusion - Data Available - 80/100 ptsDiversity, Equity & Inclusion - Data Available - 80/100 pts
70% of beacon score
This organization's score of 80 is a passing score. The organization reported that it is implementing 3 diversity, equity and inclusion (DEI) practices. Charity Navigator believes nonprofit organizations implementing effective DEI policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
DEI 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. | |
DEI 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. | |
National Breast Cancer 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
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
The National Breast Cancer Foundation was founded in 1991 by breast cancer survivor, Janelle Hail. NBCF's mission is to help women now by providing help and inspiring hope to those affected by breast cancer through early detection, education and support services.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Our vision is that no one will navigate breast cancer alone.
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: Expanding access to care across the U.S. by advancing early detection and patient navigation services, educating, and empowering more women about breast health, and expanding support services.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Protecting and retaining partnerships while diversifying donor engagement revenue streams to maximize multiple lines of support for the sustainability of the organization
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: Increase brand trust by delivering consistently strong content through powerful storytelling, with a focus on engaging our community of patients and survivors in the ways most meaningful to them.
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
NBCF cares about our employee’s success within the organization and invests in both formal and informal leadership opportunities. We give each employee opportunities to grow in their professional development through various resources such as utilizing LinkedIn Learning’s online courses and assigned training on various topics such as Diversity, Equity, and Inclusion (DE&I) and manager skills for all type of levels. We offer an advisory program for our coordinators and interns to learn from mid to upper-level leaders with 1:1 relationship. Another investment is periodic training sessions offered from community leaders and advisory council members so employees can benefit from various skill sets and industry knowledge. Finally, we are continuously offering breast cancer training to learn more about the state of breast cancer care from our medical advisory council, so all staff is as up to date as possible with current information to share with patients, partners, and donors.
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
The problem of breast cancer is larger than any one organization. That’s why NBCF engages in strategic partnerships with other breast cancer nonprofits, hospitals, patient advocacy groups, governmental entities, and businesses. To deliver clinical services, NBCF partners with some of the top cancer hospitals and evidence-based care providers in communities across the U.S. In some cases, NBCF partners with State Health Departments to ensure the most impactful reach. Over the last decade, NBCF has built strategic partnership with organizations like Academy of Oncology Nurse Navigators, Pink Ribbon Red Ribbon, Breast Cancer Clinical Trials, American Cancer Society, C-Change, Convoy of Hope, Nurse.com, and dozens of other organizations. These partnership lead to lives saved through early detection and increased access to quality care for underserved patients. Through cause marketing and media partnerships, NBCF has spread its message of early detection to millions across the country.
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.
NBCF adapted to the past year in 3 major areas: 1) leaning into virtual and videoconferencing technology to continue offering critical services to patients, 2) re-directing our strategy within partner and donor engagement to focus on industries that were not hurt by the pandemic, while working to retain those who were, and 3) taking care of the needs of our staff and team to ensure each role was supported and maximized based on the shifting landscape, resulting in a lower than 5% turnover rate. Due to prior efforts to enhance our remote and videoconferencing capabilities, NBCF was ready to quickly shift to virtual program offerings. We hosted the first ever virtual metastatic retreat, educated tens of thousands via our Navigating Breast Cancer in the Workplace virtual program, and offered our support groups to support isolated patients. NBCF also surveyed our hospital partners, listened, and responded to their needs. Our continued funding of patient navigators prevented staff furloughs and significant lapses in navigation services. The funds normally used to host outreach events were reallocated to our Patient Relief Fund, which offered low-income breast cancer patients funds for food, groceries, transportation, and childcare, all proven barriers to health equity. We also increased our screening funding to help meet the growing demand by patients facing job and health insurance loss. Our donor plans shifted with many of our corporate partners, and we focused our outreach on industries who were less affected to help raise support for the year. We also were selected by another breast cancer charity for their large Legacy Grant as they were having to close their doors and were looking for the right trusted partner to continue their work. We were able to take advantage of the Payroll Protection Program that was the gap of support to bridge us over the past year and helped us to maintain our program services throughout the pandemic.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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