Mobilizing children for life

Chapel Hill, NC   |
GuideStar Charity Check


EIN: 27-3764203


MiracleFeet increases access to proper treatment for children born with clubfoot in developing countries through partnerships with local healthcare providers.

Ruling year info


Chief Executive Officer

Daphne Sorensen

Main address

107 Conner Drive Ste. 230

Chapel Hill, NC 27514 USA

Show more contact info



Subject area info

Health care management


Diseases and conditions

Community and economic development

Human services

Population served info

Children and youth



Economically disadvantaged people

People with physical disabilities

NTEE code info

Management & Technical Assistance (E02)

Fund Raising and/or Fund Distribution (P12)

What we aim to solve

SOURCE: Self-reported by organization

Clubfoot affects one out of every 800 children worldwide, making it one of the most common birth defects in the world. In low- and middle-income countries, children living with untreated clubfoot face incredible hurdles their whole lives. Along with stigma and discrimination, they are often left alone and hidden away because the family is ashamed. Because walking is so difficult, they are among the least likely to enjoy the benefits of education and healthcare. Even worse, children with clubfoot are subject to higher risks of neglect, poverty, physical, and sexual abuse. There is hope. Given the opportunity, these children can have better odds of living fulfilling lives and contributing to the social, cultural, and economic vitality of their communities. With MiracleFeet’s support, treatment is free or extremely low-cost for the families who receive it. Over 90% of supported clinics are located in public hospitals, ensuring treatment is effective and the model is sustainable.

Our programs

SOURCE: Self-reported by organization

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

Clubfoot Treatment

MiracleFeet partners with local providers and organizations in 29 countries to increase access to free clubfoot treatment for children.

Population(s) Served
Children and youth

Thanks to funding from, MiracleFeet has developed a suite of e-tools in collaboration with the Global Clubfoot Initiative to make data collection and analysis at the clinic level easier, to integrate SMS into the clinic management platform to enable clinics to better communicate with families, and to create e-learning modules to make training more efficient and effective.

Population(s) Served
Children and youth

Where we work


Top Nonprofit 2013

Great Nonprofits

Top Nonprofit 2014

Great Nonprofits

Finalist for Innovation in Social Good 2014

Fast Company Magazine and Monitor Group

Top Nonprofit 2015

Great Nonprofits

Top Nonprofit 2018

Great Nonprofits

Innovator 2018

Innovations in Healthcare

Top Nonprofit 2019

Great Nonprofits

Top Nonprofit 2020

Great Nonprofits

Top 100 Organization 2020

MacArthur Foundation 100&Change

Top Nonprofit 2021

Great Nonprofits

Top Nonprofit 2022

Great Nonprofits

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Average program cost per child (USD)

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth

Related Program

Clubfoot Treatment

Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Context Notes

In 2019, MiracleFeet updated this metric to more accurately represent the full cost incurred in treating a child. More details on cost breakdown are available on our website.

Cumulative number of children enrolled in treatment

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth

Related Program

Clubfoot Treatment

Type of Metric

Output - describing our activities and reach

Direction of Success


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

MiracleFeet envisions a world in which all children born with clubfoot receive treatment, enabling them to live fully productive, active and healthy lives.

MiracleFeet-supported partners deliver high quality clubfoot treatment within existing public health systems for all children in need. By providing organizational and financial support, we enable our partners to fully treat children born with clubfoot in developing countries for an average of $500 per child, transforming their lives forever. MiracleFeet's long-term goal is to facilitate and empower our partners so that eventually MiracleFeet can leave each country with a well-functioning, comprehensive clubfoot program that has the capacity to treat every child born with clubfoot within the local healthcare system.

MiracleFeet partners with local healthcare providers and NGOs to establish and support the most impact-driven, efficient, and sustainable programs for the safe treatment of clubfoot. By using the Ponseti method, MiracleFeet seeks to reduce the global burden of disability caused by untreated clubfoot in low-medium income countries.

The Ponseti method is used in almost all clubfoot cases in the U.S. and involves a series of plaster casts that are applied weekly. In 95% of cases, the method results in full correction of the feet within 4 to 6 weeks. Following casting, the child wears a brace for 23 hours per day at first, and then only at night. Treatment should begin within a few weeks of birth, but older children can often achieve success
with the Ponseti Method as well.

MiracleFeet expands access to proper treatment by treating early diagnosis and referral processes, executing clubfoot awareness campaigns, educating healthcare workers about clubfoot, adding more clinics to reduce travel time for families, and conducting refresher and advanced Ponseti training.

MiracleFeet is led by CEO Daphne de Souza Lima Sorensen. She reports to the Board of Directors.

The Board of Directors meets in person three times a year and includes several seasoned business executives, three of whom are parents of children born with clubfoot and one who was born with clubfoot in India. The board also includes an orthopedic surgeon and the CEO. In addition to the Board of Directors, MiracleFeet has a medical advisory board made up of experienced orthopedic surgeons who provide medical advice on an on-going basis.

The MiracleFeet team, based in Chapel Hill, NC, is made up of three teams: Development, Programs, and Administration.

By raising awareness of our work, diversifying our funding base, and continuing sustainable partnerships with treatment centers around the world, we will continue to build MiracleFeet as the most impact-driven, efficient, and innovative organization addressing the issue of untreated clubfoot in low resource countries.

In the last fiscal year, MiracleFeet enrolled 13,584 new children in treatment, bringing the total number of children treated to date to over 90,000 in 36 countries.

Over 2 million children live with untreated clubfoot and MiracleFeet has developed a plan to eradicate the disability caused by this condition so that every child can run, walk, and play.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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 inform the development of new programs/projects, To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, It is difficult to get honest feedback from the people we serve

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990


Average of 19.40 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990


Average of 7.3 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990


Average of 13% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of MIRACLEFEET’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $2,845,746 $690,457 -$324,178 $1,010,747 $391,802
As % of expenses 66.7% 13.7% -5.6% 14.0% 4.7%
Unrestricted surplus (deficit) after depreciation $2,199,831 $528,445 -$373,889 $951,590 $353,409
As % of expenses 44.8% 10.2% -6.4% 13.1% 4.2%
Revenue composition info
Total revenue (unrestricted & restricted) $7,686,348 $8,500,849 $4,071,692 $10,529,803 $14,252,327
Total revenue, % change over prior year 120.9% 10.6% -52.1% 158.6% 35.4%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.2% 0.1% 0.1% 0.0% 0.2%
Government grants 0.0% 0.0% 9.5% 7.6% 2.4%
All other grants and contributions 99.8% 100.0% 90.4% 92.3% 97.5%
Other revenue 0.0% -0.1% 0.0% 0.0% -0.1%
Expense composition info
Total expenses before depreciation $4,267,066 $5,043,449 $5,813,262 $7,228,389 $8,322,249
Total expenses, % change over prior year 26.0% 18.2% 15.3% 24.3% 15.1%
Personnel 26.6% 28.6% 31.1% 27.4% 26.1%
Professional fees 14.0% 12.7% 11.8% 16.6% 18.4%
Occupancy 1.5% 1.5% 1.3% 1.1% 1.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 46.0% 46.3% 49.5% 45.7% 46.1%
All other expenses 11.8% 11.0% 6.2% 9.1% 8.4%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $4,912,981 $5,205,461 $5,862,973 $7,287,546 $8,360,642
One month of savings $355,589 $420,287 $484,439 $602,366 $693,521
Debt principal payment $0 $0 $0 $289,582 $0
Fixed asset additions $0 $185,352 $0 $0 $0
Total full costs (estimated) $5,268,570 $5,811,100 $6,347,412 $8,179,494 $9,054,163

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 9.2 10.5 8.7 7.5 8.0
Months of cash and investments 9.2 10.5 8.7 7.5 8.0
Months of estimated liquid unrestricted net assets 9.3 9.1 7.1 7.3 6.9
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $3,257,454 $4,418,851 $4,205,358 $4,508,991 $5,568,685
Investments $0 $0 $0 $0 $0
Receivables $3,626,705 $6,145,471 $4,661,543 $7,438,013 $12,019,273
Gross land, buildings, equipment (LBE) $173,511 $211,815 $223,996 $239,765 $209,108
Accumulated depreciation (as a % of LBE) 45.3% 44.1% 54.5% 66.6% 62.3%
Liabilities (as a % of assets) 0.6% 2.7% 4.5% 1.0% 0.8%
Unrestricted net assets $3,396,278 $3,924,723 $3,550,834 $4,502,424 $4,855,833
Temporarily restricted net assets $4,067,976 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $4,067,976 $6,834,919 $5,415,507 $7,698,764 $13,122,071
Total net assets $7,464,254 $10,759,642 $8,966,341 $12,201,188 $17,977,904

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Chief Executive Officer

Daphne Sorensen

Daphne de Souza Lima Sorensen has 20 years’ experience in international development, social justice and child and human rights, leading teams across Latin America and Africa. She oversees global operations and staff, adding strategic leadership capacity to MiracleFeet’s growing team and impact. Daphne joined MiracleFeet from the Lumos Foundation, where she served as regional director for Latin America & Caribbean programs. For more than a decade prior, she held leadership roles at Save the Children—as country director in Bolivia and provincial program manager in Mozambique—and CARE as program coordinator in Brazil. She has also lived and worked in Uganda, Angola, Guatemala, Panama, and El Salvador. Daphne earned her master’s degree in Leadership from Duquesne University and bachelor’s in International Studies and Development and Economics from American University..

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization


Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization


Board of directors
as of 02/23/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Aro Eide

Managing Director, Emilia GmbH

Josh Hyman

Columbia University Medical Center

Chesca Colloredo-Mansfeld

Strategic Advisor, MiracleFeet

Hans Dekker

President, Community Foundation of New Jersey

Michelle Cooper

Clubfoot mom, speech language pathologist

Sue Eitel

Eitel Global

Kris Bahner

Senior Vice President, Global Corporate Affairs, Kellogg Company

Carol Karutu

Vice President, Programs, The End Fund

Daphne Sorensen

Chief Executive Officer (CEO), MiracleFeet

Mark Pavao

Managing Partner, Biotech Value Advisors

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and 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 and 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


Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser