Disease, Disorders, Medical Disciplines

Brain Injury Association of Michigan, Inc.

Help, Hope, and Healing

aka BIAMI

Brighton, MI

Mission

MISSION To improve the lives of those affected by brain injury in Michigan and to reduce the incidence and impact of brain injury through advocacy, awareness, education, prevention, research, and support. VISION Everyone affected by brain injury will have immediate and equal access to services and support to help lead a full and meaningful life.

Ruling Year

1985

President/CEO

Mr. Thomas J. Constand

Main Address

7305 Grand River Suite 100

Brighton, MI 48114 USA

Keywords

brain injury, head injury, prevention, education, rehabilitation, aneurism, brain tumor, coma, support, underserved population, advocacy, veterans, youth, children, sports concussion, athletes, coaches, parents, TBI, ABI, traumatic brain injury, acquired brain injury, support group

EIN

38-2357475

 Number

6322300157

Cause Area (NTEE Code)

Brain Disorders (G48)

Alliance/Advocacy Organizations (E01)

Counseling Support Groups (F60)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve New!

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Education

Support

Advocacy

Where we workNew!

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Maximum number of participants allowed to attend conferences

TOTALS BY YEAR
Population(s) served

General/Unspecified

Related program

Education

Context notes

These numbers reflect survivor, family, and professional member registrations for the BIAMI's 2-day Annual Conference in Lansing. In addition, approximately 150 exhibitors are in attendance.

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

I. Programs & Services — Promote early and equal access to care for the brain injury communities

II. Public Policy — Lead in addressing legislative threats and opportunities impacting our brain injury communities

III. Marketing and Public Relations — Broaden BIAMI’s spectrum of brand awareness and identity

IV. Collaboration — Create a management system to expand high quality partnerships with organizations for mutual benefit

V. Sustainability — Ensure long-term sustainability by optimizing human and financial resources

I. PROGRAMS AND SERVICES:
a) Conduct needs analysis to identify and prioritize the needs of brain injury communities.
b) Determine current and new programs required to meet needs, as defined in needs analysis.
c) Develop ongoing program evaluation process to ensure programs are high quality and meet the needs over time.
d) Strengthen the effectiveness of local chapters and support groups.

II. PUBLIC POLICY:
a) Protect Auto No-Fault Insurance System in Michigan
b) Advocate for Michigan Brain Injury Act
c) Advocate for access to care, primarily Brain Injury Medicaid Waiver
d) Advocate for state-of-the-art care guidelines: trauma care, post-acute treatment guidelines, and inclusion of TBI rehabilitation in worker compensation plans.
e) Advocate for adoption of mandatory motorcycle helmet legislation
f) Monitor all State and Federal Court decisions

III. MARKETING & PUBLIC RELATIONS:
a) Develop integrated marketing plan aligned to positively impact the Association's mission, vision and goals with measurable outcomes.
b) Reach out to stakeholders with periodic communications and media summaries that emphasize our value and contributions to the communities we serve.

IV. COLLABORATION:
a) Identify, assess, and categorize/prioritize potential collaborators: corporate, community/grassroots, associations, media, government, universities/schools, hospitals/providers, others.
b) Strengthen relationships with current collaborators.
c) Pursue collaborative efforts with new collaborators.

V. SUSTAINABILITY:
a) Determine staffing needs to support programs
b) Evaluate increased use of qualified volunteers, including improved volunteer management program.
c) Establish effective staff and critical volunteer training programs.
d) Establish President and key leadership succession plan.
e) Determine long term funding requirements for programs and services.
f) Broaden and diversify philanthropic funding sources.
g) Investigate increasing breadth and depth of grant funding assistance.
h) Evaluate and optimize existing fundraisers.
i) Develop three-year financial plan that includes building a reserve.

The following resources provide us with the added capabilities needed to execute our plan:

I. PROGRAMS & SERVICES:
a) Michigan Brain Injury Provider Council
b) BIAMI Executive Board - Program Subcommittee
c) Twenty statewide chapter and support group leaders

II. PUBLIC POLICY:
a) Coalition Protecting Auto No Fault (CPAN) messaging
b) CAPWIZ, an online legislative advocacy platform featuring mass letter-writing capabilities targeted towards state legislators.
c) Social media platforms
d) Grassroots volunteer support from brain injury constituency
e) Effective public/media relations campaign in collaboration with CPAN

III. MARKETING & PUBLIC RELATIONS:
a) Outside research firm and advertising agency
b) Internal pr capabilities
c) Internal social media capabilities
d) Internship assistance
e)
f) Annual Awareness and Identity survey

IV. COLLABORATION:
a) State and national industry partners (i.e., MBIPC, MPHI, BIAA, CDC, etc.)

V. SUSTAINABILITY:
a) MI Nonprofit Association Salary & Wage Guideline
b) Volunteer management systems available from NEW Center, BIAA StarSite, MI Nonprofit Association
c) Other BIAA state affiliates.
d) GuideStar Benchmark Survey
e) MI Council of Foundations
f) Association of Fundraising Professionals

The following performance indicators have been established as our key metrics in measuring success:

I. PROGRAMS & SERVICES:
a) Number of people impacted by our support programs:
1. Number of call-in contacts with survivors
2. Number of support group meeting attendees
3. Number of attendees at social activities
b) Number of registered attendees at all events and conferences
c) Number of (and dollars raised through) sponsors at all events and conferences

II. PUBLIC POLICY:
a) Favorable media interest
b) Factual media coverage
c) Number of engaged advocates (CAPWIZ letters written, Capitol Day attendees, legislative hearing attendees)
d) Number of legislative opportunities ( legislative hearings, testimony)
f) Favorable legislative outcomes/decisions

III. MARKETING & PUBLIC RELATIONS:
a) Increase in number of individual and corporate members
b) Increase in donor contributions and sponsorships
c) Increase in awareness and identity metrics derived from annual survey.

IV. COLLABORATION:
a) Number of total collaborative partnerships
b) Number of new collaborative partnerships gained

V. SUSTAINABILITY:
a) Revenue - adherence to plan/forecast
b) Expenses - adherence to plan/forecast
c) Net income - adherence to plan/forecast

The following numbers indicate our progress to date towards our 2014 goals:

I. PROGRAMS & SERVICES:
a) Number of call-in contacts with survivors - 861
b) Number of meeting attendees - 1,499
c) Number of attendees at social activities - 2,255
d) Total number of conference attendees - 2,230
e) Total number of exhibitor sponsors - 178

II. PUBLIC POLICY:
a) Media interest/coverage - 9 stories featuring or mentioning the BIAMI
b) CAPWIZ activity - 2,900 letters written to legislators
c) Capitol Day - 190 attendees contacting/meeting with 100% of the state legislature
d) Legislative Hearings - 6 senior representatives attended Senate Public Policy Committee approval of the MI Brain Injury Act.
e) Successful (to date) in gaining favorable legislative support in maintaining MI No-Fault System as is; MI Brain Injury Act expected to be approved by House.

III. MARKETING & PUBLIC RELATIONS:
a) Individual Memberships - 685; Corporate Memberships - 125
b) Number of sponsors - 82
c) Sponsorship Revenues - $546k
d) Awareness and Identity Survey to be administered end of year

IV. COLLABORATION:
a) Total Partnerships - 33
b) New Partnerships - 8

V. SUSTAINABILITY:
a) Revenues to date - $1.185M
b) Expenses to date - $1.176M
c) Net Rev. to date - $9.271K

External Reviews

Affiliations & Memberships

Affiliate/Chapter of National Organization (i.e. Girl Scouts of the USA, American Red Cross, etc.) - Affiliate/chapter

Financials

Brain Injury Association of Michigan, Inc.

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Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information.

Disability

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity