For Pete's Sake Cancer Respite Foundation

Take a Break From Cancer

aka For Pete's Sake Cancer Respite Foundation   |   Plymouth Meeting, PA   |
GuideStar Charity Check

For Pete's Sake Cancer Respite Foundation

EIN: 23-3013896


For Pete's Sake Cancer Respite Foundation enables cancer patients and their loved ones to strengthen, deepen and unify their relationships by creating unforgettable and lasting Respite Experiences.

Notes from the nonprofit

Using qualitative and quantitative data since 2005, FPS has developed a unique Respite Program that changes the continuum of care for families facing cancer. We focus on family well-being with attention to mental, physical, psychosocial, emotional, spiritual and financial health during the cancer journey. Having helped thousands of patients, caregivers and children, we are embarking on an endeavor to change the continuum of care for families facing cancer as part of our 2030 Strategic Plan. We invite you to learn more about this endeavor on our website at or call our office in Plymouth Meeting, PA at 267.708.0510. Join Us!

Ruling year info


Founder & CEO

Mrs. Marcella Bossow Schankweiler

Main address

620 W. Germantown Pike Suite150

Plymouth Meeting, PA 19462 USA

Show more contact info

Formerly known as

Crossing the Finish Line, Inc.



Subject area info

Patient social services


Population served info


People with diseases and illnesses

NTEE code info

Patient Services - Entertainment, Recreation (E86)

What we aim to solve

SOURCE: Self-reported by organization

As the only respite program of its type in the United States and specifically focused on an underserved young adult population, FPS receives over 800 program inquiries each year from across the oncological platform. These stakeholders include patients, caregivers, extended family members, children, oncologists, nurses, patient coordinators, navigators and others affected by cancer or in the direct delivery of oncology services. Each person who makes an inquiry is given individualized attention, and we communicate extensively with them about cancer distress and the related patient and family emotional and psychosocial needs. In our busy world, now more than ever, it is time to take a break, cherish the days we are given, and make love greater than cancer. We are a compassionate and caring group of staff and volunteers encouraging everyone to live in the moment and take a break from cancer.

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?

Cancer Respite Program

For Petes Sake Cancer Respite Foundation (FPS) enables cancer patients and their loved ones to strengthen, deepen and unify their relationships by creating unforgettable and lasting Respite Experiences. Our Cancer Respite Program includes two forms, the Travel Respite and the Staycation Respite.

FPS works with oncology professionals at leading cancer centers to create Respite Experiences for an underserved patient population. Patients (age 21-55), caregivers and their children receive a Travel Respite experience, or if they are unable to travel due to advanced stage cancer, they receive a Staycation Respite experience in their own home.

For families in the FPS program, we offer Respite Reinforced, ongoing support beyond the respite that assists them as their journey with cancer continues. FPS currently accepts nominations from patients living in Pennsylvania, New Jersey, New York, Maryland and Delaware.

Population(s) Served
People with diseases and illnesses

Where we work


Since 2007

PANO Accreditation: Standards of Exellence 2020


Standards for Excellence 2020


Faces of Philanthropy 2023

Philadelphia Business Journal

All Stars Among Us 2010


Our results

SOURCE: Self-reported by organization

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

Number of Patients, Caregivers and Children Served Annually with Respite

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

Families, Caregivers, Economically disadvantaged people, People with diseases and illnesses, Young adults

Related Program

Cancer Respite Program

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

This number reflects those served by the Travel Respite and Staycation Respite programs on an annual basis. It does not reflect the Respite Transformed patricipants.

Post Respite Cancer Coping: 100% of Nominating Oncology Professional report Improvement

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

Caregivers, Families, People with diseases and illnesses, Economically disadvantaged people, Young adults

Related Program

Cancer Respite Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Context Notes

View our outcomes on our website under Impact of Respite. We maintain the highest standard of Outcomes and Impact as determined by the Nominating Oncology Professionals.

Hours of Respite Provided Annually to FPS Families

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

Families, Caregivers, Young adults, Economically disadvantaged people, People with diseases and illnesses

Related Program

Cancer Respite Program

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Each family experiences 608 hours of respite in the Travel Respite Program. Read more on the FPS website under Impact of Respite.

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.

By 2030 FPS will become the foremost organization in improving the ability of cancer patients and families to cope with cancer through life-changing experiences. Our operations will be transparent, efficient and effective, executed by happy, talented, productive and engaged employees. We will be highly regarded by all stakeholders and our impact on families facing cancer will be supported by evidence-based data.

For Pete's Sake believes in the importance of vision and planning and we participate in the short term and long term strategic planning. For the next 10 years, we will focus ultimately on mission expansion, financial stewardship and operational excellence. Our balanced approach yields objectives across 5 key perspectives or strategic areas:
1. Mission Expansion
2. Mission Brand
3. Financial Stewardship
4. Operational Excellence
5. Program Excellence

Most notably, our Mission Expansion and Mission Brand focus on our expansion via our Respite Transformed Campaign by which we will construct the nation's first dedicated Cancer Respite Center for families. To view this endeavor in more detail, visit

Financial Stewardship focus on more diverse fundraising channels across sectors and geography and address sustainability with additional endowment funds, data capture and insurance reimbursement.

Operational Excellence focuses on our internal structure and team that ensures mission delivery. FPS is building a team to ensure that the future of our mission is strong. We are also focusing on employee satisfaction, as the non-profit sector is fast-moving and dynamic. We offer a great work-life balance and strive to create a workplace that is as unique as our mission. Additionally, we want our work to reflect itself in recognition and results.

Program Excellence surrounds out ability to the BEST respite provider in the nation for patient, caregiver and family members. For Pete's Sake provides more than just a respite from cancer - we impact our Respite Recipients across all factors of the well-being of the family: mental, physical, psychosocial, emotional, spiritual and financial health. We are working with experts in the research and palliative care fields to create continued research data and projects that reflect the short-term and long-term impact of our mission.

As always, we continue to adhere to our PANO Standards of Excellence accreditation to ensure that we are an accountable and transparent organization. We are proud to have a four star rating on Charity Navigator, recognition that is reserved to only a small percentage of nonprofits nationwide.

The following high-priority initiatives focus on recognition and results, financial stability, fundraising channels and employee capability and satisfaction.

Strategic Theme: Recognition and Results
Goal: Prove the benefits of a For Pete's Sake Respite Vacation
Initiative: 1.1.1 Clinical Outcome Results
Become a known leader in wellness and palliative care for adult cancer patients by proving that an FPS respite has a lasting impact on the well-being of patients.
Status: In Process

Strategic Theme: Financial Stability
Goal: Endow FPS and ensure continued operation in uncertain financial climates
Initiative 2.1.1 Ensure Financial Stability
Identify one or more Major Gift donors that will contribute to the future financial stability of FPS through the implementation of a diversified fundraising stream.
Status: Completed

Initiative: 2.1.2 Create Endowment
Create an endowment program that will encourage HNW donors to support FPS and ensure the future stability of the respite vacation program.
Status: Completed

Initiative: 2.1.3 Create Planned Giving Program
Create a planned giving program that will encourage donors to think in new ways about the ability to give to FPS in the future.
Status: Completed

2.1.4 Reserve Strategy
Set up a General Operating Reserve that will cover the organization's cash flow needs through anticipated slow revenue months (August-December), as well as set up a True Reserve balance that will ensure the organization has access to at least 3 months of operating cash in times of unanticipated crisis.
Status: In Process

Initiative: 2.2.1 Diversify Fundraising Channels with Monthly Giving Programs
Implement new fundraising channels that encourage repeat giving and engage the FPS donor community.
Status: Completed

Strategic Theme: Brand Recognition/Communications
Goal: Improved brand equity and awareness for the mission of FPS, as well as for our CEO& Founder, Marci Schankweiler as a speaker and nonprofit leader
Initiative: 2.3.1 Improved Brand Equity, Trademarking and Awareness
Promote FPS as a leader in responding to the emotional, spiritual and psychosocial needs of the young adult cancer patient population, their family and their extended community, while protecting our unique brand.
Status: In Process

Strategic Theme: Program Excellence
Goal: To streamline and protect patient nominations, program processes and related data/outcomes
Initiative: 3.1.1 Automate program with SalesForce.
Status: In Process

Strategic Theme: Employee Capability and Satisfaction
Goal: Ensure employees are happy, engaged and talented
Initiative: 4.1.1 Employee Capability and Satisfaction
Ensure that current employees are happy, talented, productive and engaged. Build a financial model that ensures appropriate talent can be hired within the next 5 years.
Status: Completed

Internal Resources and Capabilities
For Pete's Sake currently has the most dynamic and effective staff in our history. Our processes have been well-documented and we have spent time hiring the right talent for the right job. Currently, we have 10 full-time employees and 7 part-time employees, using retired RN's to run our patient program. Our Founder and CEO, Marci Schankweiler, holds a law degree and undergoes leadership training yearly; she ensures that For Pete's Sake operates with complete integrity. Our volunteer program is robust, and we rely on expertise from the best talent in various fields, including web design and technology, public relations and marketing, healthcare, and business. We have 20 years of history and our program methods are solid and proven.
As the only respite-centric cancer organization in the United States, we have become a leader in the field. We need to ensure more funding for our infrastructure so that we can retain talent and also better market the impact that For Pete's Sake has on cancer patients and their families.

External Strengths
For Pete's Sake receives a significant amount of in-kind services, including rent, technology, website creation, digital billboard advertising, marketing, graphic design and strategic planning. This allows us to allocate more of our donations directly to our respite program. Our strong collaboration with Woodloch Resorts has allowed us to fine tune our program delivery and continually strive for enhanced and improved program outcomes. We recently moved into a new office location because of a significant in-kind support from Brandywine Realty Trust that allows for growth and outreach in ways unimaginable, including volunteer corporate team building activities.

Our Board is strong, with members with various professional backgrounds in healthcare, technology, the travel industry, banking, finance, and the nonprofit sector. We rely on expertise from our Advisory Board and also the talent from our operating committees: the Audit Committee, the Finance Committee, and our Patient Advisory Committee.

We align ourselves with other non-profits for collaboration. We are accredited with the Pennsylvania Association of Nonprofit Organization's Standards For Excellence Seal which reflects our commitment to advancing ethics and accountability of operations, as well as that of the nonprofit sector, and we have opened ourselves to an extensive review process that includes a jury of experienced peers. We are only 1 of 143 nonprofits nationwide with this recognition. We also have a four star rating on Charity Navigator, recognition only reserved for a select few of nationwide nonprofits.

In 2000, For Pete's Sake provided our first Respite Experience to a young adult cancer patient named Barbara. She traveled to a donated home in Sea Isle City, New Jersey, and was forever grateful. Today, For Pete's Sake has served over 11,000 people with 3,000 respites. You can view our demographic matrix which demonstrates our outreach on our website. Not only have we delivered our mission to thousands, but we have refined our program to ensure we receive outcomes that improve the patients, caregiver, children and ultimately, the family's experience with cancer. We have already done so much and we are excited for the challenge to help more and more patients each year.

We exist because of our mission and our outcomes are the driving force behind our success. While ever patient must be nominated from a member of the oncology team, we rely on the patient, caregiver and the nominator to provide pre and post respite evaluations to effectively measure coping with cancer. We have been published twice by American Psychosocial Oncology Society (APOS) in 2010 and 2022. We are presenting at this group's annual convention in March, 2023. We have been published by the American Society of Clinical Oncologists (ASCO) in 2010.

Our objectives in our current 10-year strategic plan will propel us towards a more significant impact on the adult cancer patient population and the family unit. Aside from our strategic plan objectives, outlined above and detailed on our website, we also focus on capacity building opportunities. Our capacity building focus includes the following: Workforce and Volunteer Development, Technology Development, Programmatic Development and Inclusiveness Development.

What is next? FPS is going to change the continuum of care for cancer patients and their families by focusing on the impact of respite and the data that supports the enhanced ability to cope. Read more about our future at Join us as we change cancer care.

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 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 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

  • 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, 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

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

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 2022 info

SOURCE: IRS Form 990


Average of 37.12 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 7.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 21% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

For Pete's Sake Cancer Respite Foundation

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

For Pete's Sake Cancer Respite Foundation

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

For Pete's Sake Cancer Respite Foundation

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of For Pete's Sake Cancer Respite Foundation’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
Unrestricted surplus (deficit) before depreciation $95,797 $926,190 $73,938 $797,048 -$64,846
As % of expenses 6.9% 61.3% 4.6% 76.5% -3.6%
Unrestricted surplus (deficit) after depreciation $76,369 $892,835 $38,324 $761,847 -$96,299
As % of expenses 5.4% 57.8% 2.3% 70.8% -5.2%
Revenue composition info
Total revenue (unrestricted & restricted) $1,491,788 $2,426,435 $1,663,037 $1,859,593 $3,990,620
Total revenue, % change over prior year 13.0% 62.7% -31.5% 11.8% 114.6%
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 3.5% 3.1% 4.9% 15.8% -5.7%
Government grants 0.0% 0.0% 0.0% 8.5% 0.0%
All other grants and contributions 95.6% 95.3% 95.2% 72.2% 100.3%
Other revenue 0.9% 1.5% 0.0% 3.5% 5.4%
Expense composition info
Total expenses before depreciation $1,388,232 $1,510,280 $1,609,970 $1,041,310 $1,823,383
Total expenses, % change over prior year 14.5% 8.8% 6.6% -35.3% 75.1%
Personnel 48.8% 54.5% 61.0% 57.8% 46.1%
Professional fees 3.5% 0.5% 3.6% 2.4% 10.3%
Occupancy 3.4% 3.5% 2.6% 3.8% 2.1%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 12.2% 10.4% 6.7% 2.3% 2.3%
All other expenses 32.1% 31.1% 26.1% 33.7% 39.2%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,407,660 $1,543,635 $1,645,584 $1,076,511 $1,854,836
One month of savings $115,686 $125,857 $134,164 $86,776 $151,949
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $59,965 $0 $0 $36,276 $0
Total full costs (estimated) $1,583,311 $1,669,492 $1,779,748 $1,199,563 $2,006,785

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.9 8.9 6.4 14.7 14.3
Months of cash and investments 8.7 16.1 16.3 34.1 23.6
Months of estimated liquid unrestricted net assets 3.1 10.9 10.6 25.1 14.5
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $219,312 $1,115,051 $855,311 $1,274,138 $2,177,641
Investments $791,759 $907,454 $1,334,671 $1,688,366 $1,414,623
Receivables $487,052 $316,564 $353,951 $333,163 $1,826,601
Gross land, buildings, equipment (LBE) $490,835 $346,099 $350,732 $365,614 $189,935
Accumulated depreciation (as a % of LBE) 38.5% 46.9% 50.2% 51.9% 66.4%
Liabilities (as a % of assets) 1.7% 1.3% 5.4% 3.1% 0.5%
Unrestricted net assets $663,617 $1,556,452 $1,594,776 $2,356,623 $2,260,324
Temporarily restricted net assets $299,146 $276,122 N/A N/A N/A
Permanently restricted net assets $1,066,879 $1,057,109 N/A N/A N/A
Total restricted net assets $1,366,025 $1,333,231 $1,311,653 $1,332,583 $3,524,031
Total net assets $2,029,642 $2,889,683 $2,906,429 $3,689,206 $5,784,355

Key data checks

Key data checks info 2018 2019 2020 2021 2022
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

Founder & CEO

Mrs. Marcella Bossow Schankweiler

Marci Schankweiler is Founder & CEO of For Pete’s Sake Cancer Respite Foundation (FPS). FPS was founded after Marci lost her husband, Pete, to testicular cancer at the age of 30. Marci used this devastating moment to pause, pivot and change the direction of her life. As a tax attorney and litigator, she used her unique business skills, coupled with her emotional insight as a caregiver, to launch a non-profit inspired by Pete. With 23+ years of experience working with adult cancer patients and their families, Marci has been recognized by People, LIVESTRONG, the University of Pennsylvania, Temple University, Fox Chase Cancer Center, Family Circle, Redbook, Cancer Today, SmartCEO Magazine and The Philadelphia Business Journal.

Number of employees

Source: IRS Form 990

For Pete's Sake Cancer Respite Foundation

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

There are no highest paid employees recorded for this organization.

For Pete's Sake Cancer Respite Foundation

Board of directors
as of 02/10/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Brad Minor

AXA Advisors LLC.

Term: 2018 - 2023

Marcella Bossow Schankweiler

For Pete's Sake Cancer Respite Foundation

Christopher Selgrath

Temple University Health System

Charles Greenberg

Bank of America

Catherine Shields

Vault Communications

Brad Minor

AXA Advisors LLC

Vanessa Mapson

Philadelphia Phillies

Susan Schultz

Lankenau Medical Center

Joseph Manion

Essent US Holdings, Inc.

Brian Havrilla

Alkermes, Inc.

Colleen Lange

Merck & Co

Meghan Patton

Thomas Jefferson University and Jefferson Health

Amy Beilman

Woodloch Resort

Susan Buehler


Peg Beavers

Biocoat, Inc.

Christopher Condon

Tobin Peters

Frank Fanto


Caroline Duffy

USI Insurance

Paul Mullen

Merrill Lynch

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

Organizational demographics

SOURCE: Self-reported; last updated 11/16/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data