National Foundation for Cancer Research Parent
We Make Cures Possible
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National Foundation for Cancer Research
EIN: 04-2531031
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Cancer is newly diagnosed in 1.7 million Americans per year and annually claims the lives of 600 thousand of the country's men, women and children. Although tremendous strides have been made in the scientific understanding of the disease and development of measures to counter it, so very much more progress is necessary in laboratories, clinics and hospitals in order to produce better treatments, earlier diagnoses, preventive measures and, ultimately, cures for this most dreaded of ailments.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Cancer Research
Grants to support Cancer Researchers in the areas of cutting-edge basic and translational scientific research
Cancer Prevention, Early Detection and Treatment Awareness
Educational and awareness-building materials provided at no cost to more than 20 million U.S. residents per year in the areas of cancer prevention, early detection and treatment
Where we work
Affiliations & memberships
Better Business Bureau Wise Giving Alliance - Organization 2016
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of death caused by cancer
This metric is no longer tracked.Totals By Year
Related Program
Cancer Research
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Decreasing
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?
NFCR research funding promotes and facilitates worldwide collaboration among scientists to accelerate the pace of discovery from laboratory bench to patient bedside. We support of laboratories and dozens of scientists over the past 50 years has helped make possible cancer treatments that are saving lives today. In addition, NFCR provides cancer information to more than 25 million U.S. households annually to raise public awareness about cancer prevention and early diagnosis.
What are the organization's key strategies for making this happen?
NFCR seeks to pool immediately deployable funding to provide support for both basic and translational cancer research in and with some of America's best laboratories and their leading directors and teams. Also, we aim to educate more than 25 million U.S. households per year on the steps they and their loved ones can take to reduce cancer risk and better understand the disease.
What are the organization's capabilities for doing this?
NFCR offers robust research grants to some of America's best cancer researchers, funding that is unavailable from many other more traditional sources, such as universities, government agencies or corporations. We also have cultivated a constituency base of over 25 million U.S. households to whom we offer succinct, digestible cancer research updates, as well as early diagnosis and preventive best practices. This is all performed in conjunction with a world-class Scientific Advisory Board and is aided by the platform afforded by our creation and annual presentation of one of the global cancer research communities' most prestigious awards: the Szent-Gyorgyi Prize for Progress in Cancer Research, named after NFCR's Nobel Prize winning co-founder, Albert Szent-Gyorgyi.
What have they accomplished so far and what's next?
NFCR has provided more than $410 million for cutting-edge cancer research. We have supported hundreds of scientists since our founding in 1973. And we won't be finished until there is a cure for all cancer types.
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 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 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, 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 find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
2.16
Months of cash in 2022 info
2.8
Fringe rate in 2022 info
14%
Funding sources info
Assets & liabilities info
Financial data
National Foundation for Cancer Research
Revenue & expensesFiscal Year: Jan 01 - Dec 31
National Foundation for Cancer Research
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of National Foundation for Cancer Research’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 | 2018 | 2019 | 2020 | 2021 | 2022 |
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Unrestricted surplus (deficit) before depreciation | -$2,131,020 | -$3,045,519 | $988,357 | $234,768 | -$915,937 |
As % of expenses | -14.1% | -21.0% | 9.2% | 2.3% | -10.8% |
Unrestricted surplus (deficit) after depreciation | -$2,166,961 | -$3,083,615 | $950,608 | $200,358 | -$930,703 |
As % of expenses | -14.3% | -21.2% | 8.8% | 2.0% | -11.0% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $13,696,895 | $10,937,905 | $11,465,290 | $10,081,253 | $8,408,059 |
Total revenue, % change over prior year | 5.7% | -20.1% | 4.8% | -12.1% | -16.6% |
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 | 2.1% | 2.4% | 1.8% | 2.4% | 2.4% |
Government grants | 0.0% | 0.0% | 0.1% | 7.9% | 0.0% |
All other grants and contributions | 92.6% | 90.1% | 95.7% | 85.7% | 97.3% |
Other revenue | 5.2% | 7.5% | 2.4% | 3.9% | 0.3% |
Expense composition info | |||||
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Total expenses before depreciation | $15,111,790 | $14,494,278 | $10,792,252 | $10,160,097 | $8,470,142 |
Total expenses, % change over prior year | 12.8% | -4.1% | -25.5% | -5.9% | -16.6% |
Personnel | 18.9% | 19.9% | 24.6% | 20.6% | 25.9% |
Professional fees | 3.6% | 3.3% | 3.7% | 4.2% | 5.3% |
Occupancy | 1.6% | 1.6% | 2.1% | 2.3% | 2.7% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 26.5% | 42.9% | 39.9% | 42.3% | 27.0% |
All other expenses | 49.4% | 32.3% | 29.8% | 30.7% | 39.1% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $15,147,731 | $14,532,374 | $10,830,001 | $10,194,507 | $8,484,908 |
One month of savings | $1,259,316 | $1,207,857 | $899,354 | $846,675 | $705,845 |
Debt principal payment | $0 | $0 | $0 | $200,000 | $200,000 |
Fixed asset additions | $50,440 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $16,457,487 | $15,740,231 | $11,729,355 | $11,241,182 | $9,390,753 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 0.9 | 1.3 | 2.4 | 2.6 | 2.8 |
Months of cash and investments | 6.8 | 4.9 | 8.8 | 9.2 | 9.7 |
Months of estimated liquid unrestricted net assets | 5.6 | 3.3 | 5.5 | 6.1 | 6.0 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $1,168,990 | $1,531,154 | $2,126,572 | $2,211,197 | $1,977,541 |
Investments | $7,371,171 | $4,349,518 | $5,791,973 | $5,539,340 | $4,895,234 |
Receivables | $106,247 | $201,229 | $70,919 | $87,021 | $58,323 |
Gross land, buildings, equipment (LBE) | $387,823 | $387,822 | $393,083 | $218,655 | $226,556 |
Accumulated depreciation (as a % of LBE) | 64.5% | 74.3% | 82.9% | 83.6% | 87.2% |
Liabilities (as a % of assets) | 22.5% | 28.7% | 27.4% | 24.0% | 29.0% |
Unrestricted net assets | $7,141,083 | $4,057,468 | $5,008,076 | $5,208,434 | $4,277,731 |
Temporarily restricted net assets | $1,213,987 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $1,941,507 | N/A | N/A | N/A | N/A |
Total restricted net assets | $3,155,494 | $3,472,001 | $3,913,406 | $4,015,442 | $3,329,851 |
Total net assets | $10,296,577 | $7,529,469 | $8,921,482 | $9,223,876 | $7,607,582 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and Chief Executive Officer
Dr. Sujuan Ba Ph.D.
Dr. Ba is recognized as one of the “Top 300 Women Leaders in Global Health" by the Global Health Programme at the Graduate Institute of International and Development Studies.
Under her leadership, NFCR has established a powerful network of research centers/laboratories in the US and around the world. One of the high-profile and significant research programs emerging from this collaborative approach was the ScreenSaver-LifeSaver Project. Dr. Ba established a partnership between NFCR, United Devices, Inc., Intel Corp., and Oxford University to launch a distributed computing technology-based application linking together more than 3 million PC users globally to create the world's largest supercomputer which sped up the drug screening process. This program enabled scientists to perform virtual screenings of 3.5 billion small molecules against 12 target proteins to identify new anti-cancer drug candidates.
Dr. Ba has led the Tissue Bank Consortium in Asia to promote the best practices for biorepositories and biobanks. This project is proclaimed an exemplary international platform for private, public and government partnership for international collaboration to advance cancer research.
Dr. Ba led the launch of Szent-Györgyi Prize for Progress in Cancer Research, now an internationally recognized prize for outstanding scientific achievement. Dr. Ba serves on the executive committee of the GBM-AGILE Trial, an initiative to improve the survival of GBM patients with a global force of over 150 neurosurgeons, neuro-oncologists, pathologists, imagers, basic and clinical neuro scientists. This is a model that aims to breakdown silos and build knowledge bases to ensure that precision medicine is available to patients worldwide.
Number of employees
Source: IRS Form 990
National Foundation for Cancer Research
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
National Foundation for Cancer Research
Highest paid employeesSOURCE: IRS Form 990
Compensation data
National Foundation for Cancer Research
Board of directorsas of 09/11/2024
Board of directors data
Dr. Alfred Slanetz
Geneius Biotechnology Inc.
Term: 2023 - 2026
Judith Barhard
Councilor, Buchanan & Mitchell, PC
Karen Burke
Mt. Sinai Medical Center
Franklin Salisbury
CEO Emeritus - NFCR
Brian Leyland-Jones
AIM-HI Accelerator Fund
Alfred Slanetz
Geneius Biotechnology Inc.
Silas Deane
Tyler Technologies
Padmakumar Kailmal
Suven Life Sciences
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? Yes
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
No data
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 01/04/2024GuideStar 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 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 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 have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G