Alabama Head Injury Foundation, Inc.
Alabama Head Injury Foundation, Inc.
EIN: 63-0893496
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
The Alabama Department of Public Health maintains a registry of traumatic brain injuries in the state that required an overnight hospital stay. In 2018, the registry reported 4,413 new traumatic brain injuries in the state, an increase of more than 100 from 2017. The number of new injuries has increased every year since the registry was started in the the 1990's. Alabama Head Injury Foundation (AHIF) is working to prevent the three most common negative outcomes that occur when an individual has sustained a traumatic brain injury and fails to successfully transition home. These are INSTITUTIONALIZATION (being placed into a nursing home facility); RE-HOSPITALIZATION; or INCARCERATION. AHIF works with survivors and their families to promote long-term strategies to ensure the highest quality of life and independent living for survivors following their injury.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Respite Care Program
AHIF partners with home health agencies across the state to administer a need-based voucher program to TBI survivors and their caregivers, providing approximately 40 hours of free respite care to caregivers of a TBI survivor on an annual basis.
Recreational Support Groups
Because the primary complaint of individuals living with traumatic brain injury is social isolation, AHIF offers 15 recreational support groups across the state to provide socialization opportunities for survivors and caregivers, share information about available resources and provide recreational activities for all attendees. Due to COVID-19, AHIF has switched all of its support groups to a Zoom platform. The format has been received so well, and opened the door for participation to some who otherwise would never attend an in-person group, that AHIF is committed to continuing this virtual format along with its in-person groups when the pandemic ends.
Recreational Camps
AHIF provides a week-long and two weekend recreational camps. Two of the camps are at Camp ASCCA in Jackson's Gap, AL and the other is at Camp McDowell in Nauvoo, AL. The camps are free to attend, and are designed for TBI survivors and one companion.
Resource Coordination
AHIF utilizes the services of 7 Support Specialists, located throughout the state, to work with TBI survivors and their families to transition home from a hospital/rehab facility, typically into the home of a family member. Our staff then help identify and secure available resources in the community, coordinate home modifications, secure durable medical equipment, assist with applying for eligible benefits and work to establish short and long-term goals for continued recovery.
Mental Health Counseling
AHIF provides free mental health counseling to both TBI survivors and to caregivers. AHIF recognizes the tremendous emotional impact that living with a TBI can have, as well as the impact serving as a 24/7 caregiver can have. AHIF provides this counseling through a full-time dedicated counselor, additional staff who provide counseling in conjunction with their other roles, and also counseling interns from universities within the state.
Where we work
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Goal #1: Establish and maintain long-term relationships with referral channels across the state to ensure that AHIF is contacted as quickly as possible following a traumatic brain injury so that services can be offered and provided in the earliest time-frame possibility when the most effective results can be achieved.
Goal #2: Successfully transition each TBI survivor into an independent living situation or into the home of a loved one who will serve as a caregiver to promote the most supportive and independent living situation possible for the survivor, and offer the long-term supports to maintain this situation (respite care, support groups, peer support programs, mental health counseling, etc.)
Goal #3: Work to promote greater awareness of the prevalence of, causes of, possible prevention of, and challenges created by traumatic brain injury across our state.
What are the organization's key strategies for making this happen?
Strategy #1: AHIF will utilize its status as a certified CE/CEU provider in social work and in nursing to schedule in-services across the state with healthcare and rehab institutions to ensure they are aware of our programs/services and the referral process to notify us of a potential client as quickly as possible following their injury.
Strategy #2: Following the receiving of a referral, AHIF staff conduct a home assessment for where the TBI survivor will be going following discharge, identifying any needs and then working with the family to achieve these modifications and acquire necessary equipment as quickly as possible to ensure a smooth transition.
Strategy #3: AHIF staff then will work with the survivors and/or their family to establish an array of short-term and long-term goals that will provide the highest quality of life for the survivor and nurture the existing living situation to avoid negative outcomes. This includes the direct provision of support groups, mental health counseling, peer support programs, camp opportunities as well as contractual respite care services provided at no cost to caregivers.
Strategy #4: AHIF will focus its primary efforts on schools and youth sports to educate members of the community on the causes of TBI, and the many easy prevention methods that include helmet safety, seat belts, and practicing habits that discourage distracted driving.
What are the organization's capabilities for doing this?
AHIF utilizes the services of 8 field staff, located across the state, who live and work in the communities they serve. These specially trained staff members uniquely understand the resources, facilities, and challenges of communities across our state and allow them to create and implement customized plans that take into consideration the specific resources available in a particular community.
What have they accomplished so far and what's next?
AHIF has seen an overall average improvement of 23.7% in its MPAI-4 assessment over the first six months, and then a slower additional 2.4% over the second six months. AHIF is seeking additional program options and strategies for how to maintain the progress made during the first six months over a longer time period, and prevent the regression that AHIF has found often begins to set in in the 2-3 year time-frame following an injury. Specifically, AHIF has partnered with 6-8 college and universities across the state to establish an inter-disciplinary therapy camp model that allows students from an array of disciplines that include speech therapy, occupational therapy, physical therapy, kinesiology, nutrition/dietician, social work, nursing, music therapy, art therapy, rehab counseling, prosthetics/orthotics, audiology and law to work with survivors and caregivers who are multiple years removed from their injury to identify new ideas and strategies for continuing their progress and ability to compensate for the long-term effects of their injury.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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 make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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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 people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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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 get honest feedback from the people we serve
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.66
Months of cash in 2023 info
3
Fringe rate in 2023 info
20%
Funding sources info
Assets & liabilities info
Financial data
Alabama Head Injury Foundation, Inc.
Revenue & expensesFiscal Year: Oct 01 - Sep 30
Alabama Head Injury Foundation, Inc.
Balance sheetFiscal Year: Oct 01 - Sep 30
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: Oct 01 - Sep 30
This snapshot of Alabama Head Injury Foundation, Inc.’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 | $31,766 | $55,471 | $275,522 | -$62,677 | -$1,309 |
As % of expenses | 3.3% | 5.7% | 26.8% | -5.4% | -0.1% |
Unrestricted surplus (deficit) after depreciation | $31,191 | $54,896 | $274,947 | -$64,016 | -$2,798 |
As % of expenses | 3.2% | 5.6% | 26.7% | -5.5% | -0.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,032,850 | $1,038,753 | $1,314,386 | $1,127,455 | $1,328,163 |
Total revenue, % change over prior year | -8.6% | 0.6% | 26.5% | -14.2% | 17.8% |
Program services revenue | 2.5% | 1.7% | 0.6% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.9% | 1.1% | 2.6% | -5.5% | 2.8% |
Government grants | 67.5% | 71.7% | 77.9% | 74.6% | 75.2% |
All other grants and contributions | 29.1% | 25.4% | 19.0% | 30.8% | 21.9% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $975,302 | $980,703 | $1,029,542 | $1,154,323 | $1,363,801 |
Total expenses, % change over prior year | -12.5% | 0.6% | 5.0% | 12.1% | 18.1% |
Personnel | 67.4% | 71.1% | 71.9% | 64.6% | 66.1% |
Professional fees | 4.4% | 9.6% | 11.4% | 15.0% | 15.6% |
Occupancy | 5.2% | 4.2% | 3.6% | 3.3% | 3.6% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 7.5% | 5.4% | 4.1% | 4.2% | 3.8% |
All other expenses | 15.4% | 9.9% | 9.0% | 12.9% | 10.9% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $975,877 | $981,278 | $1,030,117 | $1,155,662 | $1,365,290 |
One month of savings | $81,275 | $81,725 | $85,795 | $96,194 | $113,650 |
Debt principal payment | $0 | $0 | $112,000 | $0 | $0 |
Fixed asset additions | $0 | $0 | $1,440 | $2,534 | $0 |
Total full costs (estimated) | $1,057,152 | $1,063,003 | $1,229,352 | $1,254,390 | $1,478,940 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 0.6 | 5.0 | 4.4 | 3.6 | 3.0 |
Months of cash and investments | 2.9 | 7.4 | 8.9 | 7.0 | 6.2 |
Months of estimated liquid unrestricted net assets | 3.7 | 4.4 | 7.3 | 5.9 | 4.9 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $51,044 | $406,380 | $381,535 | $349,886 | $344,501 |
Investments | $186,190 | $198,087 | $382,560 | $321,657 | $356,908 |
Receivables | $222,518 | $37,930 | $43,879 | $153,563 | $116,174 |
Gross land, buildings, equipment (LBE) | $6,642 | $6,642 | $8,081 | $10,615 | $12,004 |
Accumulated depreciation (as a % of LBE) | 56.5% | 65.2% | 60.7% | 58.8% | 64.4% |
Liabilities (as a % of assets) | 23.8% | 35.8% | 14.1% | 14.1% | 29.0% |
Unrestricted net assets | $302,882 | $357,778 | $632,725 | $568,709 | $565,911 |
Temporarily restricted net assets | $27,732 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $29,132 | N/A | N/A | N/A | N/A |
Total restricted net assets | $56,864 | $59,443 | $68,765 | $147,580 | $113,251 |
Total net assets | $359,746 | $417,221 | $701,490 | $716,289 | $679,162 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mr. Scott Powell
Scott Powell joined AHIF as Executive Director in February 2014. Prior to joining AHIF, Mr. Powell served as Administrative Director of St. Vincent's Foundation. Mr. Powell has an MBA from Northwestern University and a BS from the University of Alabama. He is also a member of the Alabama Head Injury Task Force, and the Alabama Head & Spinal Cord Injury Trust Fund Advisory Board.
Number of employees
Source: IRS Form 990
Alabama Head Injury Foundation, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Alabama Head Injury Foundation, Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Alabama Head Injury Foundation, Inc.
Board of directorsas of 08/30/2024
Board of directors data
Mr. John Gordon
Edward Jones
Term: 2024 - 2023
John Gordon
Edward Jones
Kim Vice
Briarwood Presbyterian Church
Jack Sellers
Bowden Sarrett
Brownell Travel
Mark Andrews
Morris Cary Andrews Talmadge and Driggers Law Firm
Kayla Feazell
Encompass Health
Devan Byrd
Hare Wynn Law Firm
Ty Brown
Marsh Rickard Law Firm
Cam Ward
Alabama State Parole Board
Mary Grayson Caden
Auburn University
Brandy Robertson
Henninger Garrison Davis Law Firm
Tenika Danley
Faulkner University - OT Faculty
Darius Crayton
Farris Riley Pitt Law Firm
Jeanette Ray
UAB Spain Rehab Center
Gavin King
Beasley Allen Law Firm
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 01/04/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.