Disease, Disorders, Medical Disciplines

SEPSIS ALLIANCE

San Diego, CA

Mission

Save lives and reduce suffering by improving sepsis awareness and care.

Ruling Year

1993

Executive Director

Thomas Heymann

Main Address

3180 University Avenue, Ste 235

San Diego, CA 92104 USA

Keywords

Sepsis

EIN

38-3110993

 Number

2811920634

Cause Area (NTEE Code)

Alliance/Advocacy Organizations (G01)

Health Support Services (E60)

Alliance/Advocacy Organizations (W01)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve

Sepsis is the number one killer in this country, costing hospitals in the U.S. more than $20 billion each year. Yet, the public is not aware of sepsis, only 65% of U.S. adults recognize the word "sepsis," but less than 20% can identify the symptoms. Sepsis Alliance aims to change that, through public awareness campaigns, patient materials, resources for friends and family of sepsis patients, education for healthcare providers, and a robust knowledge center and online community at sepsis.org.

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

The Sepsis Institute

Sepsis Coordinator Network

Where we work

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

Number of people on the organization's email list

TOTALS BY YEAR
Population(s) served

General/Unspecified

Type of Metric

Other - describing something else

Direction of Success

Increasing

Percent of U.S. adults that recognize the word "sepsis."

TOTALS BY YEAR
Population(s) served

General/Unspecified

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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 they accomplished so far and what's next?

Save lives and reduce suffering by improving sepsis awareness and care. Sepsis kills more than 270,000 Americans each year. It is the #1 driver of hospitalization costs, resulting in over $20 billion in healthcare charges every year. Yet, only 65% of U.S. adults have ever heard of sepsis. We aim to change that.

Raise awareness of sepsis as a medical emergency by providing education and support to healthcare providers and the general public. Provide information and support to sepsis survivors and those impacted by sepsis.

Sepsis Alliance has a staff that is focused on programs that will raise awareness, education, and survivor support. We have an active board of directors that helps with specific areas of work and supports fundraising efforts for the organization. We also work with a wide range of partners in healthcare, industry, and media; as well as an army of volunteers. All help fund, create, and distribute awareness building and education materials to the public, the healthcare community, policymakers, and those whose lives have been impacted by sepsis.

Sepsis Alliance conducts an annual awareness survey in partnership with Radius Global that tracks awareness of sepsis across the entire adult population. We have seen awareness of sepsis increase each year but we still have much work to do before we can say we have achieved the success we aim for.

What Sepsis Alliance Has Accomplished: 1. Sepsis Alliance has helped to raise awareness of sepsis from 19% to 65% in just a few years. 2. We launched Sepsis Awareness Month in 2011. 3. We have grown our board of directors by 40% in the past year and added an advisory board to support the organization on medical, legal, and other issues. 4. We have launched a website (www.sepsis.org) that has become the go-to resources for patients and loved ones looking for answers. 5. We attended and helped recruit attendees to the first U.S. Senate Hearings on Sepsis, held in September of 2013. 6. We have developed unique and creative ways to raise awareness, through direct-to-consumer campaigns to education materials and advertising. 7. We have launched an annual gala called Sepsis Heroes that brings individuals from across the continent together to recognize champions in raising sepsis awareness. 8. Sepsis Alliance helped found the Global Sepsis Alliance, supporting the efforts of over 1 million caregivers in more than 70 countries. 9. Sepsis Alliance was a leading force behind World Sepsis Day, which was founded in 2012 and supported this year by over 2400 hospitals and organizations across the globe. 10. Sepsis Alliance the Faces of Sepsis initiative to support sepsis survivors and their families and loved one. More than 1,000 stories have been submitted and a Faces of Sepsis film was released in 2014. What We Have Yet to Accomplish: 1. We aim to achieve 100% awareness of sepsis, particularly among young adults. 2. We hope to convince hospitals and healthcare facilities to universally declare sepsis to be a medical emergency as they have for other conditions, such as stroke and cardiac arrest. 3. We aim to provide additional resources for individuals and family members who have survived sepsis. 4. We hope to see national legislation calling for sepsis standards and accountability.

External Reviews

Financials

SEPSIS ALLIANCE

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Operations

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

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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?

No

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?

No

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

Sexual Orientation

We do not display sexual orientation information for organizations with fewer than 15 staff.

Disability

We do not display disability information for organizations with fewer than 15 staff.

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