CHILDREN'S SURGERY INTERNATIONAL
EIN: 41-2013739
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
CSI aims to reduce global health care disparities by helping communities obtain the knowledge, skills and tools to provide life-changing surgical and medical care for children.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
CSI Mexico
Annual commitment since 2005. Every October, 20-25 volunteers travel just over the border to Hermosillo, Mexico. The partnership CSI has with CIMA hospital is in collaboration with St. Andrew’s Clinic in Nogales, Arizona. St. Andrew’s provides free, specialized medical care to children living in Mexico who cannot access or afford the care they need in their home country.
CSI teams are able to follow children annually to evaluate their progress toward achieving more normalized speech, breathing, appearance and self-esteem. As in all of our locations, we work closely with our host hospital’s medical personnel. We provide instruction as well as educational resources as appropriate, but are always learning ourselves as well.
CSI Liberia
In January 2008, CSI went on its first mission to Liberia. Ravaged by years of civil war, most of Liberia’s infrastructure had been destroyed, and the need for medical attention was great. In the two weeks that CSI was there, we were able to provide basic medical care to over 200 residents, perform 60 surgeries and hold numerous lectures for local medical students.
Thanks to a close partnership with Firestone Natural Rubber initiated in 2010, CSI has been able to return annually. The missions are hosted at Firestone Hospital Duside, a hospital on the Firestone Natural Rubber Plantation, which was rebuilt after the war. The need for pediatric medical attention is great in the region, and many more children need care than we can see during a surgical trip. We are committed to providing training and education for local personnel so they can continue this important work after we leave.
A CSI surgical team returned to Liberia in January 2017, after a 3-year hiatus during the Ebola crisis in West Africa. CSI teams are returning to Liberia again in 2018.
CSI Ethiopia
CSI completed its first mission to Ethiopia in 2015. Through our partnerships with Bahir Dar University and Felege Hiwot Hospital, we plan to return twice yearly to provide free surgical care and extensive professional education and training.
This mission was as unique and special as the country itself. CSI teams focus on craniofacial, urologic and cardiac surgery and providing critical education, training and mentoring to local surgeons.
In addition to training for physicians, CSI nursing volunteers worked side-by-side with Ethiopian nurses to teach them about medication dosing, post-surgical care and much more.
“I have the opportunity this week to learn from a surgeon who is absolutely extraordinary, more extraordinary than I could have ever imagined.”
– Dr. Melesse Gebeyehu
CSI Vietnam
Thanh Hoa City, along Vietnam’s Ma River, is in the heart of the country’s poorest region. Many residents of the city, which is 150 km south of Hanoi, make their living working in the rice fields, some having done so since they were small children.
When CSI arrived in Thanh Hoa City for its first mission in September 2015, we anticipated screening 70 patients. More than 200 children were waiting for us, thanks to advance work done by our partner IPSAC, whose NGO status allowed CSI to add Vietnam to the list of countries we serve. The hospital and its professionals are eager to learn, and the need for this care in the region is great.
CSI recently completed a three-year commitment to this site - it included 4 CSI team trips to Vietnam and hosting hospital leaders in the US to learn more about our models for surgical and patient care, infection control, patient and family education and more. Half-way through our multi-year commitment we were able to stop bringing craniofacial surgeons due to the high level of skill our partners had developed. We continued to focus our training efforts on urology surgery and infection control. CSI is excited to identify new partners and sites in Vietnam.
CSI Tanzania
CSI is excited to announce a new site commitment in Tanzania, beginning in 2018. Our focus will be on providing free surgical and medical care for craniofacial and urologic surgeres, plus extensive surgical, anesthesia and nursing training to build in-country self-sufficiency. We are planning for twice annual trips for the next 2-3 years.
Where we work
External reviews

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Our results
How does this organization measure their results? It's a hard question but an important one.
Number of online medical education sessions provided to our colleagues in Ethiopia, Liberia, Tanzania and Zambia
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Rolled out to our partner sites during the pandemic. To date, we have offered 22 online education sessions to colleagues in Ethiopia, Liberia, Tanzania and Zambia.
Total dollar value of medical supplies delivered to our partner site in Liberia.
This metric is no longer tracked.Totals By Year
Related Program
CSI Liberia
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of children who have received life changing surgery
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Since our inception in 2002, more than 4,000 children have received life changing surgery.
Number of surgical trips completed
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Since our inception in 2002, we have completed 53 surgical trips.
Hours of volunteer service
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Since our inception in 2002, over 80,000 hours of volunteer service valued at over $8 million.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
2022 – 2023 Goals
We will continue our aggressive medical mission calendar, which includes trips to Ethiopia, Tanzania, Liberia and Mexico. We are streamlining our mission planning and execution processes. We are also building a stronger supply inventory and tracking system and broadening our education curriculum offerings.
What are the organization's key strategies for making this happen?
Strategies to increase impact:
- Improve site selection processes.
- Build on current relationships with our partner sites.
- Build medical and surgical leadership independence and confidence through enhanced education and training.
- Develop new training and improve upon existing training strategies.
- Pilot different trip size models to supplement our existing (larger team size) trip model.
Strategies to increase fundraising for growth and sustainability:
- Build a more thorough understanding of our current donor base.
- Increase donor engagement.
- Improve communications to better highlight the value of our volunteer driven model.
- Diversify revenue sources.
- Recruit Board members with fundraising experience, connections and acumen.
Strategies to improve operational effectiveness and efficiency:
- Improve our governance.
- Improve trip planning and execution strategies.
- Broaden and optimize volunteer engagement.
What are the organization's capabilities for doing this?
Our Board of Directors, committee members and volunteers consist of highly qualified medical and nonmedical professionals with expertise in their respective fields.
We actively work to ensure our Board of Directors represent all medical and nonmedical areas of expertise necessary to oversee our organization.
We have over 1,000 skilled medical professionals, including pediatric general surgeons, pediatric otolaryngologists, pediatric urologic surgeons, oral and maxofillial surgeons, plastic surgeons, pediatric anesthesiologists, pediatric nurse anesthetists, pediatric nurses, and pediatric nurse practitioners.
Our non-medical volunteers have backgrounds in a wide array of fields including sourcing, logistics, finance, fundraising, and event planning.
What have they accomplished so far and what's next?
Since CSI's inception in 2002:
CSI volunteers have traveled on 53 surgical trips.
Over 1,000 volunteers have served communities in need in across nine countries. These volunteers have contributed over 80,000 hours of service valued at over $8 million.
More than 4,000 children have received life-changing surgery.
Thousands of hours of hands-on training, teaching and educational lectures have been provided to our in-country colleagues while CSI has been on-site.
At the start of the pandemic, CSI launched its Online Education Series, a new model for education and collaboration. CSI volunteer experts presented sessions on topics like cleft lip and palate, pediatric urology and general surgery, providing opportunities to connect with our international partners to transfer knowledge and sustain relationships. We have offered 22 online education sessions to our colleagues in Ethiopia, Liberia, Tanzania and Zambia.
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?
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
0.00
Months of cash in 2020 info
17.2
Fringe rate in 2020 info
8%
Funding sources info
Assets & liabilities info
CHILDREN'S SURGERY INTERNATIONAL
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
CHILDREN'S SURGERY INTERNATIONAL
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
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
SOURCE: IRS Form 990
This snapshot of CHILDREN'S SURGERY INTERNATIONAL’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 | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$50,605 | $57,538 | -$112,202 | $34,591 | $342,873 |
As % of expenses | -14.1% | 15.6% | -20.8% | 5.5% | 109.6% |
Unrestricted surplus (deficit) after depreciation | -$61,525 | $55,550 | -$113,383 | $33,857 | $342,287 |
As % of expenses | -16.6% | 14.9% | -20.9% | 5.3% | 109.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $300,136 | $434,694 | $453,766 | $628,178 | $666,585 |
Total revenue, % change over prior year | -2.3% | 44.8% | 4.4% | 38.4% | 6.1% |
Program services revenue | 0.0% | 0.0% | 9.8% | 7.0% | 2.9% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 3.6% | 10.6% | 5.4% | 2.1% | 11.3% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 96.4% | 89.4% | 84.8% | 90.9% | 84.9% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.9% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $358,659 | $369,992 | $540,104 | $634,592 | $312,830 |
Total expenses, % change over prior year | 47.6% | 3.2% | 46.0% | 17.5% | -50.7% |
Personnel | 22.5% | 24.4% | 17.1% | 16.7% | 43.5% |
Professional fees | 2.4% | 3.7% | 1.4% | 1.1% | 2.3% |
Occupancy | 0.0% | 0.8% | 0.7% | 0.6% | 1.1% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 75.1% | 71.1% | 80.8% | 81.6% | 53.1% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $369,579 | $371,980 | $541,285 | $635,326 | $313,416 |
One month of savings | $29,888 | $30,833 | $45,009 | $52,883 | $26,069 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $399,467 | $402,813 | $586,294 | $688,209 | $339,485 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 7.2 | 9.5 | 5.2 | 7.8 | 17.2 |
Months of cash and investments | 25.2 | 27.1 | 16.5 | 13.7 | 34.3 |
Months of estimated liquid unrestricted net assets | 27.7 | 28.7 | 17.2 | 15.3 | 44.2 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $213,935 | $291,725 | $231,959 | $414,741 | $448,805 |
Investments | $540,683 | $543,241 | $512,863 | $307,620 | $444,799 |
Receivables | $0 | $0 | $0 | $21,389 | $236,572 |
Gross land, buildings, equipment (LBE) | $149,988 | $149,988 | $149,988 | $149,988 | $141,263 |
Accumulated depreciation (as a % of LBE) | 96.8% | 98.1% | 98.9% | 99.4% | 100.0% |
Liabilities (as a % of assets) | 0.0% | 0.9% | 2.3% | 1.4% | 0.0% |
Unrestricted net assets | $833,155 | $888,705 | $775,322 | $809,179 | $1,151,466 |
Temporarily restricted net assets | $0 | $0 | $0 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $833,155 | $888,705 | $775,322 | $809,179 | $1,151,466 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Megan Sparks
Megan is an accomplished leader with extensive experience in healthcare access, rehabilitation, social services, and non-profit management. She has previously worked for the National Multiple Sclerosis Society, Accessible Space, Inc. and Abbott Northwestern Hospital - specialties include clinical outreach and education, community engagement, strategic planning, program development, and impact assessment. She has a B.S. in psychology from Iowa State University in Ames, Iowa, and an M.A. in occupational therapy from St. Catherine University in St. Paul.
Megan lives in Minneapolis with her husband and two children. As the mother of a child with special needs, Megan understands firsthand the need for access to essential, life-changing medical and surgical care.
Number of employees
Source: IRS Form 990
CHILDREN'S SURGERY INTERNATIONAL
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
CHILDREN'S SURGERY INTERNATIONAL
Board of directorsas of 02/08/2023
Board of directors data
Dr. Sivakumar (Siva) Chinnadurai
Children's Minnesota | University of Minnesota
Term: 2020 - 2023
Amy Fischer
Infinity Direct
Term: 2020 - 2023
Amy Fischer
Infinity Direct
Neal Peterson, JD
Dorsey & Whitney, LLP
Brianne Roby, MD
Children's Minnesota
Linda Sedgwick, RN
Norie Wilson, RN, PHN
Community University Healthcare Center
Peter Falker
Falker Investments. Inc.
James Zimmerman
Target Corp.
Todd Stinson
Medtronic
Zinda Schaefer
Siva Chinnadurai, MD, MPH
Children's Minnesota
Jason DeShaw, CTP
Trimble
Dody Barr, RN
Children's Minnesota
Melanie McCall
David Tetzlaff, MD
Allina Hospitals and Clinics
Garrett Vincent
Kathy Clinch, MD
John Erlandson, CRNA
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 -
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
Sexual orientation
No data
Disability
No data