Mission: Colorectal Cancer Alliance (the Alliance), formerly Colon Cancer Alliance, is the oldest and largest national patient advocacy organization dedicated to ending the s ... (More)
Colorectal Cancer Alliance is a 501(c)(3) organization, with an IRS ruling year of 1999, and donations are tax-deductible.
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Contact Information
1025 Vermont Avenue, NW
Suite 1066
Washington DC 20005
Important note on the timeliness of ratings
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Financial and Accountability & Transparency score for Colorectal Cancer Alliance is outdated and the overall rating may not be representative of its current operations.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.
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Star Rating System by Charity Navigator
Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.
Good
This charity's score is 83.95, earning it a 3-Star rating. Donors can "Give with Confidence" to this charity.
This score is calculated from two sub-scores:
Finance: 77.31 View details
Accountability & Transparency: 100.00 View details
This score represents Form 990 data from 2019, the latest year published by the IRS.
View this organization’s historical ratings.
Star Rated Report
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Program Expense Ratio
71.0%
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
Administrative Expenses
10.9%
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 Expenses
17.9%
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
Liabilities to Assets Ratio
32.9%
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
Fundraising Efficiency
$0.18
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
Working Capital Ratio
0.70 years
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
Program Expense Growth
5.31%
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
Governance
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Governance: | |
|---|---|
| Independent Voting Board Members ... (More) | |
| 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) | |
| Documents Board Meeting Minutes ... (More) | |
| Distributes 990 to Board Before Filing ... (More) | |
| Compensates Board ... (More) |
Policies
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
| Policies: | |
|---|---|
| Conflict of Interest ... (More) | |
| Whistleblower ... (More) | |
| Records Retention and Destruction ... (More) | |
| CEO Compensation Process ... (More) | |
| 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) |
Transparency
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
| Transparency: | |
|---|---|
| CEO Salary Listed on 990 ... (More) | |
| Board of Directors Listed on Website ... (More) | |
| Key Staff Listed on Website ... (More) | |
| Audited Financial Statements on Website ... (More) | |
| Form 990 Available on Website ... (More) |
Additional Information
Unscored
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Total Revenue and Expenses
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Salary of Key Persons
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
Michael Sapienza, CEO
$265,000 (2.63% 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
Business Master File Data
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)
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).
Pandemic Response
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. Charities may submit their own pandemic responses through their nonprofit portal.
Colorectal Cancer Alliance reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
How COVID-19 impacted the organization's operations financially:
Revenue was 38% less than anticipated. We also applied for and received the PPP loan, enabling us to employ a full staff.
How COVID-19 impacted the organization's delivery of programs:
SCREENING - Early in the pandemic, data showed that screenings for colorectal cancer had dropped 86% and diagnoses fell 32% from earlier averages — an alarming trend that researchers said will lead to thousands of additional deaths from CRC over the next decade. By December, preventive colonoscopies were down 15.8% and diagnostic colonoscopies declined by 9.5%. EVENTS - Due to social distancing and to ensure everyone's safety, several of our live Walk to End Colon Cancer events and 2 of our biggest fundraising events were cancelled.
How this organization adapted to changing conditions caused by COVID-19:
The Alliance launched a two-pronged strategy to reverse the effects of COVID-19 on CRC screening: A comprehensive marketing campaign targeted communities at highest risk for CRC in cities. The campaign alerted the public to the necessity of screening, even during the pandemic. We also expanded our patient navigation programs, including developing a digital patient navigation platform that guides individuals to personalized screening recommendations and access to our live patient and family support navigators. Determined to ensure that COVID-19 would not diminish the Alliance’s important work, we set a new route for the Walk to End Colon Cancer that asked participants to walk in their own neighborhoods — sharing their journey virtually — and then participate in a drive-through victory lap. The Alliance promoted the reimagined walk as “virtually the most important Walk you will take.” Our National Blue Hope Bash was transformed into a successful virtual event with over 1,000 viewers.
Innovations the organization intends to continue permanently after the pandemic:
We launched the first module of the Integrative Health and Wellness Program, which seeks to increase support for the CRC community through novel approaches in physical, mental, social, spiritual, and environmental well-being. We will continue to offer different modules, which can add to a patient’s treatment plan and help improve overall wellness and quality of life.
Historical Ratings
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 5/1/2021 | 2019 | 83.95 | |
| 12/1/2020 | 2019 | 84.18 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 12/1/2019 | 2018 | 89.88 | |
| 6/1/2019 | 2017 | 91.67 |  |
| 4/1/2018 | 2016 | 90.18 | |
| 10/1/2016 | 2015 | 94.86 | |
| 6/1/2016 | 2014 | 92.93 | |
| Rating Version: 2.0 | |||
| 7/1/2015 | 2014 | 92.65 | |
| 5/1/2014 | 2013 | 90.36 | |
| 5/1/2013 | 2012 | 93.37 | |
| 3/1/2012 | 2011 | 96.90 | |
| 9/20/2011 | 2010 | 90.96 | |
| Rating Version: 1.0 | |||
| 3/1/2011 | 2009 | 88.18 | |
Previous: Finance & Accountability / Next: Leadership & Adaptability
Impact & Results
This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Impact & Results Score
Not Currently Scored
Colorectal Cancer Alliance cannot currently be evaluated by our Encompass Rating 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.
Do you work at Colorectal Cancer Alliance? Join the waitlist for an updated Impact & Results score.
Additional Information
Unscored
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Largest Programs
Colorectal Cancer Alliance reported its three largest programs on its FY 2019 Form 990 as:
$2,488,195
Spent in most recent FY
42%
Percent of program expenses
Prevention & Awareness
$1,422,072
Spent in most recent FY
24%
Percent of program expenses
Community Outreach
$1,405,039
Spent in most recent FY
24%
Percent of program expenses
Patient Support
Previous: Impact & Results / Next: Culture & Community
Leadership & Adaptability
This score 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.
Leadership & Adaptability Score
100
out of 100
The score earned by Colorectal Cancer Alliance is a passing score. This score has no effect on the organization's Star Rating.
Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.
Leadership & Adaptability Report
100
of 100 points
Mission
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission
The mission of the Colorectal Cancer Alliance is to prevent the occurrence of colon and rectal cancer and support the nearly 50,000 afflicted with this disease each year. This is achieved by supporting preventative measures, funding research, and providing patient support services.
Source: Nonprofit submitted responses
Vision
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
United in our fierce determination to dramatically impact the way society sees this devastating disease, we exist to end colorectal cancer in our lifetime.
Source: Nonprofit submitted responses
Strategic Goals
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: March Forth to save 100,000 lives through awareness and prevention by 2029
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Increase the number of patients and families served to 750,000 annually by 2024
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Commit $30 million to innovative and life-saving research by 2024
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Source: Nonprofit submitted responses
Leadership Development
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
The Alliance has made a concerted effort to invest both time and finances into the development of its leadership. Steps taken in the past 12-18 months include: • A formal coaching program for all of its senior executive team. This included a 360 Leadership Circle survey exercise where peers, direct reports and supervisors provided feedback for each individual. • Six months of one-on-one coaching with a certified coach focused on goals uncovered during the 360 exercise • Follow up after the coaching program was concluded to measure the impact of the program on leadership skills. The Alliance also conducted organization wide training on areas of leadership development through staff-wide retreats and ongoing professional development sessions on areas such as time management, meeting efficiency, and diversity, equity and inclusion.
Source: Nonprofit submitted responses
Mobilizing for Mission
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
What are this organization’s external mobilizaton efforts?
The Alliance has connected allies and mobilized volunteers across the country through its Blue Hope Nation and Ally to Ally programs. The Ally to Ally program provides support, community sharing, and services to patients and caregivers through a secure private website that includes a volunteer hub. Volunteers have participated in and led numerous efforts in support of those suffering from this terrible disease. From advocacy to event organizing, resource distribution, prevention awareness, the buddy program, and more, the Alliance has managed to recruit and steward volunteers to help its life-saving work. AllyCon, the Alliance’s annual national conference, is a premier opportunity to connect with other patients, caregivers and survivors, hear from experts on the latest in treatment, and share experiences. March Forth is an effort to focus resources in geographic areas across the country and offers a four-pronged strategy to drive screening rates above 80%.
Source: Nonprofit submitted responses
Story of Adaptability
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The Alliance has adapted to the external changes from the past year in a number of ways. From a programmatic perspective, the pandemic resulted in a dramatic decline (at one point dropping as low as 90% compared to previous year totals) in the number of individuals who undertook preventative colorectal cancer screenings. Recognizing that the postponement of these screenings could have drastic consequences, the Alliance initiated a Screening During the Pandemic campaign that included the build of a navigation tool to help people learn about screening options (including ones that can be done from home) and launched a public awareness campaign to promote the importance of cancer screening. The Alliance also ramped up its services for those who were in cancer treatment by increasing the number of online group sessions to ensure that those who had to isolate for health reasons were still connected to a community and could get the support needed during that challenging time. From a fundraising perspective, the Alliance had to shift several of its key initiatives in light of the fact that in-person events could no longer happen. Instead of doing a series of black tie galas, the Alliance held a “One Nation One Night One Need” virtual gala that allowed us to tap into the same donor network and raise close to the amount that was budgeted for the in-person events. We also pivoted the long-standing walk/run series of fundraisers to virtual events that allowed individuals to walk or run on their own, but then drive to a designated location for a drive-through “Victory Lap” where they received their prizes for the event without having to get out of their cars. This allowed us to maintain the sense of community in these locations and recognize the achievements of the participants while adhering to COVID safety protocols.
Source: Nonprofit submitted responses
Additional Information
Unscored
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Organization Leadership
Michael Sapienza
CEO
John Backus
Chairman
Previous: Leadership & Adaptability
Culture & Community
This score provides an assessment of the organization's culture and connectedness to the community it serves. Learn more about how and why we rate Culture & Community.
Culture & Community Score
Not Currently Scored
Colorectal Cancer Alliance is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback or Diversity, Equity, & Inclusion data. Nonprofit organizations are encouraged to fill out the How We Listen and Equity Practices sections of their Candid profile.
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.
Culture & Community Report
Unscored
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Diversity, Equity, & Inclusion
This organization has not provided information regarding the diversity, equity and inclusion (DEI) practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective DEI policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Methodology
We are utilizing data collected by Candid to document and assess the DEI practices implemented by the organization. Nonprofit organizations are encouraged to fill out the Equity Strategies section of their Candid profiles to receive a rating.
Learn more about the methodology.
Constituent Feedback
Constituent Feedback and Listening Practice data are not available for this organization. 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.
Methodology
We've partnered with Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.
Learn more about the methodology.
Analysis and Research
Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Below you can find more information about the metrics we currently evaluate in this beacon and their relevance to nonprofit performance.
Constituent Feedback
Diversity, Equity, and Inclusion
