Disease, Disorders, Medical Disciplines

Ulman Cancer Fund for Young Adults

aka Ulman Cancer Fund for Young Adults

Baltimore, MD

Mission

We change lives by creating a community of support for young adults, and their loved ones, impacted by cancer.

Ruling Year

1998

Executive Director

Mr. Brock Yetso

Chief Operating Operator

Mr. Brian Satola

Main Address

1215 E Fort Avenue Suite 104

Baltimore, MD 21230 USA

Keywords

cancer, young, young adult, children, patient navigation

EIN

52-2057636

 Number

4654416633

Cause Area (NTEE Code)

Cancer (G30)

Nonmonetary Support N.E.C. (P19)

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 2016, 2015 and 2014.
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Social Media

Programs + Results

What we aim to solve New!

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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

Community Engagement

Patient Navigation

College Scholarships

Cancer to 5K

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

Young Adults and Families provided with Patient Navigation Services each year

TOTALS BY YEAR
Population(s) served

People with cancer

Related program

Patient Navigation

Number of Individuals who have joined the bone marrow registry at UCF events

TOTALS BY YEAR
Population(s) served

No target populations selected

Number of cancer survivors who have completed our free Cancer to 5k program

TOTALS BY YEAR
Population(s) served

No target populations selected

Related program

Cancer to 5K

Number of chemo care bags provided to hospitals across America

TOTALS BY YEAR
Population(s) served

People with cancer

Related program

Patient Navigation

Scholarships awarded since 1999

TOTALS BY YEAR
Population(s) served

No target populations selected

Related program

College Scholarships

Context notes

Since 1999, a total of over $840,000 has been awarded to young adults impacted by cancer through college scholarships.

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?

We envision a world in which no young adult faces cancer alone. In our strategic 5 year plan leading up to 2020 we outlined 4 goals.

1) Best Practice Provider: Become the best practice provider in the young adult cancer community by offering innovative and impactful programs.

2) Brand Positioning: Acquire recognition as the national leader in the Young Adult Cancer Support Community.

3) Business Model: Invest in non-Peer to Peer (P2P) fundraising (grants, events, corporate partnerships, annual/major giving programs) and improve return on investment (ROI) around existing revenue sources (retention, cultivation, alumni engagement).

4) Infrastructure and Culture: Strengthen organizational infrastructure to support sustainability
and better serve our community.

1) Best Practice Provider
We will continue conducting ongoing mission audit/evaluation of programs to ensure that programs produce measurable outcomes and impact. We will work to strengthen program operating protocols to create a uniform standard of excellence for all programs. Additionally, we plan to utilize program operating protocols to assist with geographic expansion. We also hope to develop and implement a non-sport program/experience to reach a broader audience within existing geographic locales.

2) Brand Positioning
We seek to execute an internal/external marketing, communication and outreach plan to increase visibility, partnerships and engagement in the young adult cancer support market. We hope to integrate all of UCF's programs into one brand with one logo. We will utilize documentation of logo variances, enact strategies to incorporate new brand into all future acquisitions, and develop an unified website and social media platforms.

3) Business Model
We plan to bolster existing non-Peer to Peer fundraising efforts, such as grant
writing, building strategic corporate partnerships, enhancing annual and major giving, and increasing ROI of UCF and partnered events. Meanwhile we hope to improve return on investment around existing revenue sources, including P2P participants and donors, general donors, program alumni or beneficiaries of services. We also hope to research, identify and implement new revenue generating opportunities including but not limited to: crowdsourcing;
franchising models; donation at retailer check outs.

4) Infrastructure and Culture
We will continue to assess the current and future human capital needs of the
organization to maintain a skilled, sustainable and diverse staff and board. We will take measures including utilizing market-competitive benefits and compensation models; employee performance measures; leadership development plan for staff; succession plan; baseline employee satisfaction and board self assessment data; remote personnel satisfaction survey.

With an unwavering mission to enhance lives by supporting, education, and connecting young adults, their families, and friends who are affected by cancer, The Ulman Cancer Fund for Young Adults has accomplished a great deal in the way of providing crucial support to thousands of young adults with cancer — through education, scholarship programs, a network of human and health care resources, and fundraising for program and support services provided free of charge.

UCF's foundation of community, collaboration, and advocating for change on behalf of young adults has remained the cornerstone of the organization and is evident throughout its strategic plans for the future. Our dedication and commitment to our mission has always been the driving force behind our growth and expansion.

Through increasing our attention to the fundraising opportunities of grants, events, corporate partnerships, and annual/major giving programs we hope to diversify our main sources of support. With the financial stability gained through these efforts and through further developing our strong foundation in peer to peer donations we will continue to grow as a leader in the young adult cancer community.

We strive to make sure our biweekly staff meetings are engaging and collaborative to encourage cross-programmatic cooperation. Through this collaboration we seek to achieve creative solutions of complex and multi-faceted issues. Along with recognizing and embracing our challenges, we set aside time at these biweekly meetings to reflect on our successes. Additionally, our staff meet with their program supervisors quarterly to reflect on progress towards smaller and achievable short term goals. We also use this time to reflect on greater ambitions within each program. Finally, in our yearly reports we are able to look critically at our progress towards the aforementioned goals as a whole.

Each year we provide over 1,000 young adults and families with patient navigation services. 2,600 individuals have swabbed and joined the Bone Marrow Registry at UCF events. Over 250 cancer survivors have completed our free Cancer to 5K program. 2,750 chemo care bags have been delivered to hospitals across the country. Additionally, since 1999, we have awarded over $750,000 in college scholarships to young adults impacted by cancer.

In early 2016 we announced the official launch of a $3 Million Capital Campaign and our organization's biggest project to date – building The UCF House. The Campaign is the most ambitious fundraising initiative in the Ulman Cancer Fund's 19-year history and includes a priority to serve an unmet need of patients in the community, providing free housing for young adult cancer patients and their families while receiving treatment in Baltimore. The UCF House will create a community that fosters peer and social support, decreases financial and other burdens, and encourages hope and healing.

More can be learned about the project and how to make an impact here: http://ulmanfund.org/theucfhouse/

External Reviews

Financials

Ulman Cancer Fund for Young Adults

Fiscal year: Jan 01 - Dec 31

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Need more info on this nonprofit?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2016, 2015 and 2014
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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 2016, 2015 and 2014
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?

No