Women in Neuroscience
Talent is not gendered. Opportunity shouldn’t be.
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Women in Neuroscience
EIN: 85-4295528
as of September 2023
as of September 18, 2023
Mission
Empowering a diverse community of female students to pursue leadership careers in neuroscience and neurology
Ruling year
2021
Board President
Judi Nudelman
Main address
PO Box 17212
Austin, TX 78760 USA
EIN
85-4295528
STEM education
Medical education
Neurology
Brain and nervous system disorders
Women's rights
Population served
Young women
People of Asian descent
People of African descent
People of Latin American descent
Students
NTEE code
Education N.E.C. (B99)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Women have traditionally been excluded from positions of leadership, specifically in the STEM fields. Inequality for women permeates neuroscience. A 2003 neuroscience survey indicated females accounted for 50% of neuroscience PhDs, but only 25% of tenure-track faculty and just 22% of tenured professors. Evidence suggests instead of being denied job opportunities in academic science, female scientists tend to leave for work–life balance. A more insidious reason for the drop might be subtle biases and stereotypes against women scientists. In a study analyzing neuroscience journals from 2005-17, women were underrepresented in high-profile journals, with only 29.8% women authors. Academic Medicine showed a substantial salary difference between males and females by about $20,000. Mentoring and strong leadership to support and promote women's work have been among the most important factors in retaining women. Female role models are critical for recruiting young women.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Summer Intensive
The Summer Intensive is an eight week research lab internship for undergraduate women held in Austin and San Antonio, TX. The internships offer a summer of learning at the University of Texas at Austin Neuroscience Department or at the Dell Medical School of Neurology research labs. In San Antonio, internships are held at the University of Texas Health Science Center - San Antonio's medical school, and the UT-San Antonio Neuroscience Department.
Each student gains knowledge through their assignment to a faculty advisor and lab. On a daily basis, interns shadow and work hands-on with the faculty advisor and lab staff to understand lab protocol, complete research tasks, and learn how the Scientific Method furthers the fields of neuroscience and neurology. During the internship, interns come together for workshops and speaker sessions to broaden knowledge in these fields and to enhance personal and professional development.
Where we work
Awards
Excellence Award 2019
University of Texas OLLI LAMP
Excellence Award 2021
University of Texas OLLI LAMP
Excellence Award 2023
University of Texas OLLI Discover
URSO Award 2019
Cure PSP
Pro-Bono Award 2023
Mach 1 Group
Community Grant 2022
Austin Community Foundation
Affiliations & memberships
University of Texas at Austin Department of Neuroscience 2018
University of Texas at Austin Dell Medical School Department of Neurology 2019
Ann Richards School for Young Women Leaders 2018
Huston Tillotson University 2021
University of Texas San Antonio Neuroscience Department 2023
University of Texas Health Science Center San Antonio 2023
Breakthrough Central Texas 2023
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of students enrolled
This metric is no longer tracked.Totals By Year
Related Program
Summer Intensive
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of first-entry undergraduate program students who identify themselves as 'visible minorities'or 'non-white'
This metric is no longer tracked.Totals By Year
Related Program
Summer Intensive
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Number of small learning community opportunities offered to improve undergraduate student engagement
This metric is no longer tracked.Totals By Year
Related Program
Summer Intensive
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
This number represents the number of mentors who accepted interns in their labs.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
Women in Neuroscience (WiN) encourages and supports young women who are primarily: First generation attending college, underrepresented minorities and/or economically disadvantaged to pursue careers and leadership in neuroscience & neurology.
By creating an inclusive scientific community, WiN is working to produce better outcomes in neurological diseases such as Alzheimer's, dementia, Parkinson's Disease, epilepsy and strokes.
The field of neuroscience is uniquely situated to lead the push for women's equality because of the high numbers of initial interest. Working to foster, encourage, and nurture future women in neuroscience and neurology is the mission of WiN.
What are the organization's key strategies for making this happen?
1) Summer Internship Program
The 2023 Summer Intensive had 25 students placed in Austin and San Antonio at:
* University of Texas Dell Medical School
* University of Texas Health Science Center San Antonio (Medical School)
* Dell Seton Medical Center at The University of Texas
* University of Texas at Austin
* University of Texas San Antonio
2) Mentorships
* Connect Women In Neuroscience interns with faculty, host and graduate school mentors
3) Scholarships
* Interns receive a stipend each summer
* Develop sustainable funding
4) Leadership
* Attract and support volunteers to aid in professional development of interns
5) Operations
* Educate and build staff for operational, strategic and fundraising capacity
What are the organization's capabilities for doing this?
Since establishment as a 501c3 in Dec 2020, WiN has grown staff to accommodate increases in program functions, expansion of feeder schools and host sites, and an increase in the number of interns each summer.
Dec 2020 - Part Time ED (60%)
July 2020 - Full Time ED
April 2022 - Part Time/Contract Program Manager - 15 - 20 hours per week
July 2022 - Full Time Development Manager
Present - Recruiting Full Time Program Manager
In addition, WiN has continuously built its board since Dec 2020 - growth from an initial three board members to seven, with current efforts to increase.
Establishment of board Development Committee in 2023 for increased emphasis on fundraising.
Annual Strategic Plan - First developed in 2022 with an update for 2023 - will be updated for 2024.
UT CONNECT STUDIES
The UT CONNECT program uses data to build measurement and evaluation capacity within community organizations. The program uses skilled graduate students (masters and doctoral) at The University of Texas to deliver high-quality, actionable information. WiN's projects:
* 2022 - Increase number of underrepresented minorities in WiN applicant pool
Increasing outreach to organizations / institutions focused on student demographic of WiN focus
* Huston Tillotson University (HBCU) - interns since 2021
* Breakthrough Central Texas (path to and through college for first time college families) - summer 2023 interns
* University of Texas San Antonio - summer 2023 interns
* 2023 - Develop a framework for strategic partnerships
In Process:
1) National Science Foundation Research Experience for Undergraduates (REU) Grant - to be submitted by September 27, 2023, deadline - Ten students per year for 2024, 2025, 2026 - recruitment will be from other parts of Texas outside Austin and San Antonio, plus other parts of the nation.
2) Draw interns from Epiphany School, Boston, Grades 6- 12th. Epiphany is focused on URM and first generation college students.
What have they accomplished so far and what's next?
The WiN strategic plan has five elements: Internships, Mentorships, Development, Leadership, and Operations. This section focuses on plans for 2024 and beyond.
INTERNSHIPS
Increase the number of students from HBCU's and HSI's and Under Represented Minorities (URM)/1st Generation
1) Increase the number from Huston Tillotson University ( 2 in 2023)
2) Increase the number of interns in San Antonio (3 in 2023)
3) Use three year NSF, National Science Foundation, REU Grant (Submission 9/27/23) to provide housing and transportation funding in order to increase these types of interns and add presence / awareness in additional cities
4) Additional Texas HBCU in 2024
5) National Science Foundation Research Experience for Undergraduates posting will draw from other parts of the nation
6) Add Epiphany School in Boston in 2025
7) Add additional Texas Young Women Professional Network School in 2026 ( Dallas likely target city)
MENTORING
1) Increase mentoring from Graduate Students
2) Provide mentoring training for Faculty and Graduate Students
3) Implement Volunteer Mentoring Network of Professionals
DEVELOPMENT
1) Implement programs to recruit MAJOR DONORS
2) Increase Grants
a) Community-based funds such as Austin Community Foundation and Impact Austin
b) Continual scanning of available grants
c) NSF REU Grant Submission 9/27/23 for 2024/2025/2026 Grant of $150,000 per year to support 10 students from remote locations each year
LEADERSHIP
Recruit Additional Board Members with Following Skills / Background
1) Retired MD - ideally female who is an Under Represented Minority (URM)
2) Lawyer for Non-Profit Legal Guidance
3) Seasoned Board President / Chairperson who can succeed founding board president
4) Significant fundraising skills and connections
5) Increase diversity of board
OPERATIONS
Hire Full Time Program Manager ( replacing part time contractor)
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 identify where we are less inclusive or equitable across demographic groups, 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 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
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What challenges does the organization face when collecting feedback?
It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
185.58
Months of cash in 2021 info
20.4
Fringe rate in 2021 info
12%
Funding sources info
Assets & liabilities info
Financial data
Women in Neuroscience
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 Women in Neuroscience’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.
Created in partnership with
Business model indicators
| Profitability info | 2021 |
|---|---|
| Unrestricted surplus (deficit) before depreciation | $124,001 |
| As % of expenses | 108.2% |
| Unrestricted surplus (deficit) after depreciation | $124,001 |
| As % of expenses | 108.2% |
| Revenue composition info | |
|---|---|
| Total revenue (unrestricted & restricted) | $235,352 |
| Total revenue, % change over prior year | 0.0% |
| Program services revenue | 0.0% |
| Membership dues | 0.0% |
| Investment income | 0.0% |
| Government grants | 0.0% |
| All other grants and contributions | 100.0% |
| Other revenue | 0.0% |
| Expense composition info | |
|---|---|
| Total expenses before depreciation | $114,646 |
| Total expenses, % change over prior year | 0.0% |
| Personnel | 42.7% |
| Professional fees | 11.5% |
| Occupancy | 0.0% |
| Interest | 0.0% |
| Pass-through | 28.0% |
| All other expenses | 17.8% |
| Full cost components (estimated) info | 2021 |
|---|---|
| Total expenses (after depreciation) | $114,646 |
| One month of savings | $9,554 |
| Debt principal payment | $0 |
| Fixed asset additions | $0 |
| Total full costs (estimated) | $124,200 |
Capital structure indicators
| Liquidity info | 2021 |
|---|---|
| Months of cash | 20.4 |
| Months of cash and investments | 20.4 |
| Months of estimated liquid unrestricted net assets | 20.3 |
| Balance sheet composition info | 2021 |
|---|---|
| Cash | $195,045 |
| Investments | $0 |
| Receivables | $0 |
| Gross land, buildings, equipment (LBE) | $0 |
| Accumulated depreciation (as a % of LBE) | 0.0% |
| Liabilities (as a % of assets) | 0.5% |
| Unrestricted net assets | $193,994 |
| Temporarily restricted net assets | N/A |
| Permanently restricted net assets | N/A |
| Total restricted net assets | $0 |
| Total net assets | $193,994 |
Key data checks
| Key data checks info | 2021 |
|---|---|
| Material data errors | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Board President
Judi Nudelman
After a 30 year career with IBM and years of retirement, Judi founded Women in Neuroscience (WiN) in 2018. WiN's mission is to build a diverse community of women leaders in neuroscience and neurology. WiN was established to honor Judi's husband Harvey's career in neuroscience and to bring diversity of thought into the field to accelerate solutions to the difficult problems of neurodegenerative diseases.
Judi established lasting partnerships with the University of Texas at Austin Neuroscience Department, and Dell Medical School Neurology Department. Skilled researchers and clinicians provide life changing summer internships to undergraduate women of color who want to pursue careers in neuroscience.
Number of employees
Source: IRS Form 990
Women in Neuroscience
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Women in Neuroscience
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Women in Neuroscience
Board of directorsas of 08/10/2023
Board of directors data
Judi Nudelman
Janet C. Walkow, PhD
University of Texas at Austin
Jim Walb
Leadership Equality Academy
Socar Chatman-Thomas
Elegant Estates by Auction
Gail Kaplan
Kaplan & Jass
Michela (Micky) Marinelli, PhD
University of Texas at Austin
Kaelin Rubenzer
Intern
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
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 07/27/2023GuideStar 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 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 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 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.
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