Your donation attempt encountered a problem. Please refresh the page to try again.
You're faster than our page! Give the page a little longer to finish loading and try your donation again.
Milpitas CA | IRS ruling year: 1998 | EIN: 77-6141976
Founded in 1998, the mission of the Sankara Eye Foundation, USA (SEF, USA) is to realize the goal of eradicating curable blindness in India. We initiate and drive co ... (More)
Founded in 1998, the mission of the Sankara Eye Foundation, USA (SEF, USA) is to realize the goal of eradicating curable blindness in India. We initiate and drive community eye care activities in India by working with eye care organizations such as Sankara Eye Foundation, India which runs Sankara Eye Hospitals across India.. SEF USA has increased the number of specialty eye care hospitals from 1 in 1998 to 9 by 2017. The number of free eye surgeries is performed at an annual rate of 160,000 as of 2017. The goal is to perform 500,000 free eye surgeries per year. SEF has performed over 1.66 million free eye surgeries as of Nov 30, 2017. (Less)
Great
This charity's score is 95%, 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: 85% Accountability & Finance, 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.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 11/1/2022 | 2020 | 93.81 | |
| 7/1/2021 | 2019 | 100.00 | |
| 7/1/2020 | 2018 | 100.00 | |
| 5/1/2019 | 2017 | 100.00 | |
| 5/1/2018 | 2016 | 100.00 | |
| 7/1/2017 | 2015 | 92.92 | |
| 6/1/2016 | 2014 | 96.66 | |
| Rating Version: 2.0 | |||
| 4/1/2016 | 2014 | 94.92 | |
| 7/1/2015 | 2013 | 96.15 | |
| 2/1/2014 | 2012 | 97.12 | |
| 2/1/2013 | 2011 | 93.00 | |
| 4/1/2012 | 2010 | 83.05 |  |
| 9/20/2011 | 2009 | 72.29 |  |
| Rating Version: 1.0 | |||
| 5/1/2011 | 2009 | 85.03 | |
| 2/1/2010 | 2008 | 93.75 | |
| 3/1/2009 | 2007 | 96.10 | |
| 3/1/2008 | 2006 | 86.30 | |
| 11/1/2006 | 2005 | 88.08 | |
| 11/1/2005 | 2004 | 93.68 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Sankara Eye Foundation, USA 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.
Sankara Eye Foundation, USA 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 Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not 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:
| |
| 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.
| |
| 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) | |
| Does 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 - 0.60% - 10/10 ptsLiabilities to Assets Ratio - 0.60% - 10/10 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 - 1.24 years - 10/10 ptsWorking Capital Ratio - 1.24 years - 10/10 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 - $0.07 - 10/10 ptsFundraising Efficiency - $0.07 - 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 - 5.90% - 10/10 ptsAdministrative Expense Ratio - 5.90% - 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 - 8.20% - 10/10 ptsFundraising Expense Ratio - 8.20% - 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 - 85.80% - 10/10 ptsProgram Expense Ratio - 85.80% - 10/10 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 - 1.25% - 1.25/10 ptsProgram Expense Growth - 1.25% - 1.25/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. 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
K. Muralidharan, Executive Chairman
$83,132 (1.11% 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 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:
Described in section 509(a)(2) of the Code (BMF activity code: 995)
Gifts, grants, or loans to other organizations (BMF activity code: 602)
Domestic organization with activities outside U.S. (BMF activity code: 910)
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 (Sankara Eye Foundation, USA) or EIN (776141976) 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.
Sankara Eye Foundation, USA reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
How COVID-19 impacted the organization's operations financially:
We could not conduct events in person- which restricted bringing in new donors.
How COVID-19 impacted the organization's delivery of programs:
In program delivery, due to covid restrictions- we could not rural outreach programs to bring in enough patients.
How this organization adapted to changing conditions caused by COVID-19:
We conducted online events- and reached out to donors personally with a lot of volunteers by making phone calls.
Innovations the organization intends to continue permanently after the pandemic:
Reaching out to donors personally and using concepts of online events.
Not Currently Scored
Sankara Eye Foundation, USA 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
Sankara Eye Foundation, USA reported its two largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
General Surgeries Fund
Spent in most recent FY
Percent of program expenses
Financial Support
Sankara Eye Foundation, USA 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.
Poor Blind in India. We do surveys to get opinions on their treatments in SEF and partner hospitals. For sustainability we also server paying patients. SEF operates on 80/20 rule- 80 percent totally free and 20 percent paid. For the paid part of the operations, we get feedback from the patients.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Case management notes
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To 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?
We have a much better understanding of the needs of the people we serve with collecting the feedback- and address them as needed to improve the quality of service.
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.
By understanding the wait times both for paid and free patients, organization was able to optimize the routes increasing the number of people served and improving customer satisfaction.
Equity Practices - No Data Available - UnscoredEquity Practices - No Data Available - Unscored
This organization has not provided information regarding the Equity Practices it is presently implementing. As such, the organization has not earned a score 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.
Sankara Eye Foundation, USA 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
SEF's mission is to reach out to the rural poor and provide quality eye care free of cost to the needy by building operationally self-sufficient super specialty eye care hospitals across India. Our immediate goal is to build and operate a sustainable model to perform 1 million free eye surgeries per year by the year 2030. There are millions of blind poor in India who are needlessly blind due to lack of awareness, affordability and access- SEF takes the free eye care to the doorsteps of poor. SEF brings in an unique rural outreach program, supported by strong systems and processes, state-of-the-art hospitals, best in the field doctors and paramedics. SEF offers a full range of eyecare services including ocular oncology.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
SEF's vision is to eradicate curable blindness in India. SEF foresees a world where no one is needlessly blind. SEF USA would like to make sure there are enough affordable or free and available services for the poor with curable blindness in India.
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: Build new self-sustaining eye care hospitals and expand the capacity of current hospitals from 485000 free eye surgeries per year to reach the goal of 1 million free eye surgeries per year.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: SEF has earmarked new areas and communities that are in need of eye care services and has added partners to build and expand their capacity to meet the demand and achieve SEF goals.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Invest in fundraising infrastructure to increase SEF fundraising capacity to meet the goal of Vision2030, $100 million for capacity building and $100 million for operating deficit by 2027.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
SEF has a very specific goal with exact implementation plans to reach a huge milestone towards its vision. The goal is to perform 1 million sustainable free eye surgeries per year by the year 2030. In the last 12 to 18 months, SEF trained and educated the leaders of its partners and motivated them to buy into the aggressive goals. With mutual training and learning, the team devised an implementation plan. SEF (both India and US) and all its partners are now enabled, educated, and trained to start the execution of “march to a million”. This plan introduces a very aggressive goal for SEF to raise $200 million dollars in the next 8 years- and to accomplish that, SEF is creating an environment for its leaders to grow in their areas of interest- like marketing, finance, event management etc., by working with them and bringing in consultants. For example, we have brought in a marketing consultant to train the leaders on donor retention, effective use of social media and marketing.
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
SEF partners with many foundations and corporations to motivate them and join our mission. SEF works with the Indian government to help with land acquisition and operations. Our doctors are constantly presenting our mission, success stories and process in various conferences and publish advanced research in prestigious journals. SEF works with organizations such as Rotary and other community organizations to organize events, educate about our mission and raise funds. We train other like-minded organizations on how to scale, how to reach the deserving poor and how to guarantee quality. SEF has over 12 partners in India- through conferences arranged by SEF, we bring them all together to learn from each other and develop shared goals. We also work with other nonprofit organizations to share best practices. SEF has been using TV and social media since its inception in 1998 to share our vision. We have significantly increased our social media marketing and donor outreach this year.
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.
COVID posed a challenge to many of the non-profits in multiple ways. SEF was not an exception. SEF's core operation in India got affected. SEF depends on rural outreach, which was severely impacted during pandemic. And in most of the hospitals paid surgeries also completely stopped which resulted in our partners not having the funds even to pay the medical and administrative staff. Some of the hospitals were temporarily used for COVID treatments, adding to the existing problems. New hospital construction suffered schedule delays. SEF’s primary method of getting new donors and funds is by hosting events which could not be done. SEF needed to raise funds to keep some of partners alive during COVID. SEF took a few drastic measures to adapt to the challenges and changes that were happening globally. Cutting expenses: 1. SEF canceled all in-person events for 2020 and 2021. 2. SEF cut all travels in 2020 and 2021. 3. SEF put a close watch on expenses relating to advertisements. 4. SEF had only 2 employees and minimal contract help thru the pandemic years. Other measures: 1. SEF applied for PPP (paycheck protection program) loan from the federal government for both the years 2. SEF came up with innovative ways of doing online events. This kept the volunteer base engaged and help build donor momentum. The foundation organized virtual walkathons, online concerts and a unique SEF Envision online event in Dec 2020 to bring the donor community together and talk about SEF's vision. 3. SEF had two focused fund drives to raise funds specifically for COVID relief in India, one in 2020 and another in 2021 and raised over $521,000. 4. SEF trained many High school students during summer and Christmas breaks to make personal calls to donors and to write "thank you" notes to donors.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
The Giving Basket is having some issues. If you wish to donate, please refresh the page. If the problem persists contact us.
Cart ID: Not Assigned
The Giving Basket is having some issues. If you wish to donate, please refresh the page. If the problem persists contact us.
Cart ID: Not Assigned
