Disease, Disorders, Medical Disciplines

For Pete's Sake Cancer Respite Foundation

Take a Break From Cancer

aka For Pete's Sake

Plymouth Meeting, PA

Mission

For Pete's Sake Cancer Respite Foundation enables cancer patients and their loved ones to strengthen, deepen and unify their relationships by creating unforgettable and lasting respite vacations.

Ruling Year

2000

Founder & CEO

Mrs. Marcella Bossow Schankweiler

Main Address

620 W. Germantown Pike Suite 250

Plymouth Meeting, PA 19462 USA

Keywords

respite, cancer, for pete's sake, travel, vacation, charity, philadelphia

EIN

23-3013896

 Number

8062524869

Cause Area (NTEE Code)

Cancer (G30)

Human Service Organizations (P20)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2017, 2016 and 2016.
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Social Media

Programs + Results

What we aim to solve New!

As the only respite program of its type in the United States and one specifically focused on an underserved young adult population, FPS receives over 600 program inquiries each year from across the oncological platform. These stakeholders include patients, caregivers, extended family members, children, oncologists, nurses, patient coordinators, navigators and others affected by cancer or in the direct delivery of oncology services. Each person who makes an inquiry is given individualized attention and we communicate extensively with him or her about cancer distress and the related patient/family emotional and psycho-social needs.

In our busy word, now more than ever, it is time to take a break, cherish the days we are given and make love greater than cancer. We are a compassionate and caring group of staff and volunteers who are encouraging everyone to live in the moment and take a break from cancer.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Respite Vacation Program

Where we workNew!

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Improvement in Patient's outlook on cancer, as reported by nominator.

TOTALS BY YEAR
Population(s) served

General/Unspecified

Related program

Respite Vacation Program

Context notes

100% of nominators report post-respite improvement in patient, caregiver and children's outlook on cancer.

Number of Patients served.

TOTALS BY YEAR
Population(s) served

General/Unspecified

Related program

Respite Vacation Program

Context notes

We helped the most patients ever travel in 2017, with a total of 469 people taking a break from cancer (patients, caregivers and children).

Patient satisfaction upon return from the Respite Vacation

TOTALS BY YEAR
Population(s) served

General/Unspecified

Related program

Respite Vacation Program

Context notes

Please review the outcome measures section on our website to see the feedback patients give FPS!

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Vision
By 2020, FPS will be nationally recognized for excellence in its respite vacation program, fully engage the community and serve more patients. Our operations will be transparent, efficient and effective, executed by happy, talented, productive and engaged employees. We will be highly regarded by all stakeholders and our impact on families facing cancer will be supported by evidence-based data.

For Pete's Sake believes in the importance of vision and planning and we participate in short term and long term strategic planning. For the next 5 years, we will focus ultimately on financial stewardship and operational excellence. Our balanced approach yields objectives across 4 key perspectives or strategic areas:
1. Stakeholder Focus
2. Recognition and Results
3. Learning and Growth (of employees)
4. Stewardship (of resources)

Most notably, we are creating more diverse fundraising channels and establishing an endowment to ensure that the future of our mission is strong. We are also focusing on employee satisfaction, as the non-profit sector is fast-moving and dynamic. We offer a great work-life balance and strive to create a workplace that is as unique as our mission. Additionally, we want our work to reflect itself in recognition and results. For Pete's Sake provides more than just a respite vacation from cancer - we impact our Travelers mentally, physically, emotionally, spiritually and financially. We are working with experts in the research and palliative care fields to create a research project that reflects the short-term and long-term impact of our mission.
As always, we continue to adhere to our PANO Standards of Excellence accreditation to ensure that we are an accountable and transparent organization.
To request a copy of our strategic plan, please e-mail Amber@takeabreakfromcancer.org. We'd be happy to share our goals with you in greater detail!

The following high-priority initiatives focus on recognition and results, financial stability, fundraising channels and employee capability and satisfaction. Strategic Theme: Recognition and Results Goal: Prove the benefits of a For Pete's Sake Respite Vacation Initiative: 1.1.1 Clinical Outcome Results Become a known leader in wellness and palliative care for adult cancer patients by proving that an FPS respite has a lasting impact on the well-being of patients. Status: In Process Strategic Theme: Financial Stability Goal: Endow FPS and ensure continued operation in uncertain financial climates Initiative 2.1.1 Ensure Financial Stability Identify one or more Major Gift donors that will contribute to the future financial stability of FPS through the implementation of a diversified fundraising stream. Status: Completed Initiative: 2.1.2 Create Endowment Create an endowment program that will encourage HNW donors to support FPS and ensure the future stability of the respite vacation program. Status: Completed Initiative: 2.1.3 Create Planned Giving Program Create a planned giving program that will encourage donors to think in new ways about the ability to give to FPS in the future. Status: Completed 2.1.4 Reserve Strategy Set up a General Operating Reserve that will cover the organization's cash flow needs through anticipated slow revenue months (August-December), as well as set up a True Reserve balance that will ensure the organization has access to at least 3 months of operating cash in times of unanticipated crisis. Status: In Process Initiative: 2.2.1 Diversify Fundraising Channels with Monthly Giving Programs Implement new fundraising channels that encourage repeat giving and engage the FPS donor community. Status: Completed Strategic Theme: Brand Recognition/Communications Goal: Improved brand equity and awareness for the mission of FPS, as well as for our CEO& Founder, Marci Schankweiler as a speaker and nonprofit leader Initiative: 2.3.1 Improved Brand Equity, Trademarking and Awareness Promote FPS as a leader in responding to the emotional, spiritual and psychosocial needs of the young adult cancer patient population, their family and their extended community, while protecting our unique brand. Status: In Process Strategic Theme: Program Excellence Goal: To streamline and protect patient nominations, program processes and related data/outcomes Initiative: 3.1.1 Automate program with SalesForce. Status: In Process Strategic Theme: Employee Capability and Satisfaction Goal: Ensure employees are happy, engaged and talented Initiative: 4.1.1 Employee Capability and Satisfaction Ensure that current employees are happy, talented, productive and engaged. Build a financial model that ensures appropriate talent can be hired within the next 5 years. Status: Completed

Internal Resources and Capabilities For Pete's Sake currently has the most dynamic and effective staff in our history. Our processes have been well-documented and we have spent time hiring the right talent for the right job. Currently we have 8 full time employees and 7 part time employees, using retired RN's to run our patient program. Our Founder and President, Marci Schankweiler, holds a law degree and undergoes leadership training each year; she ensures that For Pete's Sake operates with complete integrity. Our volunteer program is robust and we rely on expertise from the best talent in various fields, including web design and technology, public relations and marketing, healthcare and business. We have 19 years of history and our program methods are solid and proven. As the only respite-centric cancer organization in the United States, we have become a leader in the field. We need to ensure more funding for our infrastructure so that we can retain talent and also better market the impact that For Pete's Sake has on cancer patients and their families. External Strengths For Pete's Sake receives a significant amount of in-kind services, including rent, technology, website creation, digital billboard advertising, marketing, graphic design and strategic planning. This allows us to allocate more of our donations directly to our respite program. Additionally, we partner with Apple Vacations, Woodloch Resorts, Kingsmill Resort, The Tides Inn, Camp Kieve, and All Star Vacation Homes to provide free accommodations for our families. Our Board is strong, with members that have various professional backgrounds in healthcare, technology, the travel industry, banking, finance, and the nonprofit sector. We also have an advisory board and a program advisory committee. We align ourselves with other non-profits to host fundraising events that expand our reach. We accredited with the Pennsylvania Association of Nonprofit Organization's Standards For Excellence Seal which reflects our commitment to advancing ethics and accountability of operations, as well as that of the nonprofit sector, and we have opened ourselves to an extensive review process that includes a jury of experienced peers. These organizations have built additional improvements into already well-run organizations throughout the certification process.

• In implementing the Strategic Plan, For Pete's Sake will utilize initiative charters and will track progress on the first staff meet of each month. We plan on tackling 3-4 Charters at a time and will cycle in new charters as we complete existing ones. We plan on completing all initiatives by 2020. Charters are available upon request to any donor who would like to review them, as well as our entire strategic plan.

•The initiative statuses will be updated monthly and a code will reflect the progress on each.

•The Founder and President will report updates to the board at quarterly board meetings and through email as needed.

Key Milestones include: Completion of a patient outcome based research project and publication of results; identification of "connectors" that will introduce our development staff to potential major gift donors; the establishment of an endowment fund (completed in 2016); the establishment of a planned giving program (completed in 2016), and the automation of our respite vacation program.

For Pete's Sake also tracks qualitative and quantitative outcome measures to reflect the success of our program through the patient and nominator perspective. We compile the patient outcomes monthly and the nominator outcomes quarterly and post them on our website.

In 2000, For Pete's Sake provided our first respite vacation to a young adult cancer patient named Barabara. She traveled to a donated home in Sea Isle City, New Jersey and was forever grateful. Today, For Pete's Sake owns two respite homes in Florida and continues to accept donated time at vacation homes along the East Cost. Additionally, we partner with hotels and resorts to supplement additional stays. It is inspiring to think that we have helped over 7,000 people since 1999 and provided over 1,300 respites! We have already done so much and we are excited for the challenge to help more and more patients each year. We helped our most families travel in one year - 152 - during our 17-18 year, the demand for our program is evident. We launched a new website and phase 1 of automation of our program using Salesforce. We are at a vital point in our organization's growth right now as we want to maintain the quality of our program while raising more funds and helping more families. Our objectives in our current 5 year strategic plan will propel us towards a greater impact on the adult cancer patient population. We currently rely heavily on fundraising event income and smaller donations from our donors. This method has worked for us, but we are lacking an endowment and a major gift donor that will provide us with the means to hire and retain talented staff while providing for our future. We have increased our community fundraising goal as the current trend is person-to-person fundraising. We have decreased our direct mail goal as we realize that online giving and person-to-person fundraising is often more successful than direct mail campaigns. We also monitor our cashflow and the state of the economy. We create yearly development plans but give ourselves permission to adapt them as the state of giving ebbs and flows.

External Reviews

Awards & Accreditations


Since 2007

Photos

Financials

For Pete's Sake Cancer Respite Foundation

Fiscal year: Jul 01 - Jun 30

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Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2016
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Yes

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information.

Disability

This organization reports that it does not collect this information.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity