THE DONNA FOUNDATION, INC.
EIN: 26-2736601
Programs and results
What we aim to solve
Our mission at The DONNA Foundation (TDF) is to provide financial assistance and support for individuals living with breast cancer and fund ground breaking breast cancer research. Through her own experience surviving breast cancer three times, our Founder Donna Deegan has cast a vision to transform the experience for those living with breast cancer to one of love and support over fear and confusion. We deliver this vision through our DONNA CareLine, serving patients’ financial critical needs, through ground breaking breast cancer research funding so there is a hope for the future, and for the thousands of athletes who join us each year to celebrate survivorship and lift one another across the finish line of DONNA signature events including The National Marathon to Finish Breast Cancer.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
DONNA CareLine
The DONNA CareLine is the front door for families in need with breast cancer to The DONNA Foundation. The DONNA CareLine provides specific case management services to patients, caregivers and/or their providers. The CareLine is staffed by a team of professional case managers with both nursing and social work backgrounds, and non-clinical case managers who have an insurance industry background with coding and billing expertise. Using their knowledge of reimbursement issues, this dedicated team will be able to help patients diagnosed with breast cancer with the following:
• Access to care issues
• Assist patients with insurance denials
• Assist with workplace and employment protections
• Review and educate on insurance plan language
• Employment challenges including loss of income and compromised benefits that impact access
• Medical debt crisis that has impacted or stopped required care
• Cost of living debt crisis that forces many to choose between paying for treatment or paying for their essential costs of living, often resulting in a decision to go off therapy
• Screening for the DONNA Financial Aid Fund providing small grants to help offset expenses related to care.
Research Disbursement
The DONNA Foundation funds novel research initiatives with the goal to more effectively diagnose, treat and ultimately finish breast cancer for all patients. More than $3M has been granted in support of translational genomics and immune studies. From an initial contribution from The DONNA Foundation to Mayo Clinic of more than $500,000 in 2008, Mayo Clinic established its Breast Cancer Translational Genomics Research Program. Ongoing contributions from The DONNA Foundation, as of February 2020 totaling more than $3 million, allow Mayo Clinic to build and maintain genomics infrastructure in Jacksonville, making it possible for laboratory teams not only to carry out state of the art breast cancer research, but also to function as a resource for individuals who need genomics support for clinical/translational or basic studies in cancer.
Survivorship, Education and Awareness
Although the word survivorship can mean different things to different people, survivorship for most begins at diagnosis and continues for a lifetime as a family learns to live with and beyond breast cancer. The DONNA Foundation empowers survivors and their families with specifically designed programming, events and information.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of chronically ill patients served
This metric is no longer tracked.Totals By Year
Population(s) Served
People with diseases and illnesses
Related Program
DONNA CareLine
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Amount of financial services and debt relief secured for families living with breast cancer.
This metric is no longer tracked.Totals By Year
Related Program
DONNA CareLine
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Participation in annual Survivorship Programming.
This metric is no longer tracked.Totals By Year
Related Program
Survivorship, Education and Awareness
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total funds disbursed to Research Programs.
This metric is no longer tracked.Totals By Year
Related Program
Research Disbursement
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
The DONNA Foundation is delivering on a three-year strategic plan aimed to achieve the following objectives:
1. Our organization and resources are well aligned to support strategic priorities and driving sustained performance.
2. The performance of the organization aligns to brand perception, and the community understands and supports the programmatic needs of the organization.
3. The organization has no deficit and three months of operational reserve.
4. All programs are fully funded, with funding channels aligned to growth of demand.
5. DONNA Marathon Weekend recognized as an industry leader both locally and nationally.
6. Organization is recognized nationally with funding support in/from strategic markets.
7. The DONNA Foundation is viewed as a source of love and empowerment with all who join our tribe living life fearless.
What are the organization's key strategies for making this happen?
1. Build our human and organizational capacity.
a. Continue to follow an actionable, strategic plan.
b. Reimagine the organization both structurally and culturally.
c. Develop and deliver on a CRM RoadMap.
2. Ensure the sustainability of our organization, increasing revenues to sustain impact.
a. Hire/engage Chief Financial Officer.
b. Standardize development opportunities including sponsorship packages.
c. Establish Board Development Committee with strong leadership.
3. Advance the organization's brand.
a. Develop comprehensive/integrated marketing and communication plan.
What are the organization's capabilities for doing this?
We are in year 3 of a 5 year strategic plan to increase visibility, grow our team, and secure needed resources.
What have they accomplished so far and what's next?
Our organization has:
1. Continued to develop and maintain strategic partnerships - both new and renewed initiatives.
2. Continued to monitor success and evaluate programs
3. Redefined the development team to align with the strategic planning process
4. Grown the size of the board of directors
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
0.56
Months of cash in 2020 info
1.5
Fringe rate in 2020 info
12%
Funding sources info
Assets & liabilities info
THE DONNA FOUNDATION, INC.
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
THE DONNA FOUNDATION, INC.
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of THE DONNA 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.
Created in partnership with
Business model indicators
Profitability info | 2015 | 2016 | 2017 * | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$187,057 | $10,124 | $262,718 | $210,606 | -$124,417 |
As % of expenses | -8.9% | 0.5% | 12.7% | 11.1% | -6.9% |
Unrestricted surplus (deficit) after depreciation | -$202,075 | -$4,558 | $257,906 | $210,606 | -$124,417 |
As % of expenses | -9.6% | -0.2% | 12.4% | 11.1% | -6.9% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,906,846 | $2,091,147 | $2,332,024 | $2,108,582 | $1,686,267 |
Total revenue, % change over prior year | -6.3% | 9.7% | 11.5% | 0.0% | -20.0% |
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 | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 99.7% | 99.9% | 99.2% | 100.2% | 99.3% |
Other revenue | 0.3% | 0.1% | 0.8% | -0.2% | 0.7% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $2,093,903 | $2,081,023 | $2,069,306 | $1,897,976 | $1,798,492 |
Total expenses, % change over prior year | -2.9% | -0.6% | -0.6% | 0.0% | -5.2% |
Personnel | 14.6% | 15.0% | 18.5% | 21.1% | 18.9% |
Professional fees | 0.3% | 0.5% | 0.7% | 3.2% | 2.8% |
Occupancy | 1.8% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 16.8% | 19.2% | 17.9% | 5.3% | 10.8% |
All other expenses | 66.5% | 65.2% | 62.8% | 70.4% | 67.5% |
Full cost components (estimated) info | 2015 | 2016 | 2017 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $2,108,921 | $2,095,705 | $2,074,118 | $1,897,976 | $1,798,492 |
One month of savings | $174,492 | $173,419 | $172,442 | $158,165 | $149,874 |
Debt principal payment | $0 | $0 | $0 | $0 | $35,000 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $2,283,413 | $2,269,124 | $2,246,560 | $2,056,141 | $1,983,366 |
Capital structure indicators
Liquidity info | 2015 | 2016 | 2017 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 0.2 | 0.4 | 0.4 | 0.6 | 1.5 |
Months of cash and investments | 0.2 | 0.4 | 0.4 | 0.6 | 1.5 |
Months of estimated liquid unrestricted net assets | -2.9 | -2.9 | -1.3 | -0.5 | -2.0 |
Balance sheet composition info | 2015 | 2016 | 2017 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $31,887 | $77,025 | $71,945 | $98,623 | $226,243 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $121,410 | $29,584 | $49,223 | $36,309 | $22,230 |
Gross land, buildings, equipment (LBE) | $101,015 | $20,286 | $101,015 | $101,015 | $101,015 |
Accumulated depreciation (as a % of LBE) | 78.8% | 67.0% | 98.1% | 100.0% | 100.0% |
Liabilities (as a % of assets) | 336.7% | 442.1% | 263.2% | 145.3% | 170.7% |
Unrestricted net assets | -$483,500 | -$488,058 | -$230,152 | -$71,178 | -$295,595 |
Temporarily restricted net assets | $0 | $0 | $0 | $0 | N/A |
Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $112,192 |
Total net assets | -$483,500 | -$488,058 | -$230,152 | -$71,178 | -$183,403 |
Key data checks
Key data checks info | 2015 | 2016 | 2017 | 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
Amanda Napolitano
The City of Jacksonville will finish breast cancer, and Amanda Napolitano is racing to make that happen. Amanda is the Executive Director for The DONNA Foundation, a nonprofit organization producing the only marathon in the U.S. dedicated to breast cancer research, awareness and care. The Foundation provides assistance and support to families living with breast cancer, funds groundbreaking breast cancer research at the Mayo Clinic, and celebrates survivorship. Amanda earned her associates degree from Florida State University, and her Bachelor’s of Science in Technical Communication from Mercer University in Macon, GA. Her professional memberships include Running USA, Road Runners Club of America, and the Nonprofit Center of Northeast Florida.
An avid runner and mother of two girls, Amanda is proud of the legacy she is helping to leave for her community, and in 2008 was awarded the ‘Spirit of Galloway’ award from Olympian Jeff Galloway for her work.
Number of employees
Source: IRS Form 990
THE DONNA FOUNDATION, INC.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
THE DONNA FOUNDATION, INC.
Board of directorsas of 03/18/2023
Board of directors data
Amy Mergen
FIS
Term: 2016 - 2022
Teri Sowder
Dixon Hughes Goodman LLP
Term: 2019 - 2025
Melissa Circelli
Black Knight Financial Services
Andy Marello
PGA Tour
Allen Skipper
Expedient
Chris Twiggs
Jeff Galloway Productions
Amy Mergen
FIS
Edith Perez
Mayo Clinic, Emeritus
Jim Gilmore
Infinity Global Solutions, LLC, Emeritus
Molly Walker
iHeart Media
Teri Sowder
Dixon Hughes Goodman
Rees Mason
Merrill Lynch
Janice Cobb
Equitable
Lauren Hayes
FIS
Christopher Turner
AARP
Board leadership practices
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? 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
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data