Mission: The Upper Valley Haven is a private not-for-profit organization, founded in 1980, providing temporary shelter and educational programming for homeless families and a ... (More)

Upper Valley Haven is a 501(c)(3) organization, with an IRS ruling year of 1981, and donations are tax-deductible.

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Contact Information

  http://www.uppervalleyhaven.org

  713 Hartford Avenue
White River Junction VT 05001 

  802-295-6500


 Important note on the timeliness of ratings

The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Financial and Accountability & Transparency score for Upper Valley Haven is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.

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Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 92.90, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2020, the latest year published by the IRS. 

View this organization’s historical ratings.


Back to Overall

Star Rated Report

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Program Expense

Program Expense Ratio

87.4%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

5.8%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

6.7%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

6.5%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.06


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

0.81 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

5.43%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Michael Redmond, Executive Director

$100,593 (1.52% of Total Expenses)


Current CEO and Board Chair can be found in the Leadership & Adaptability report below.

Source: IRS Form 990 (page 7), filing year 2020

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

Other religious activities (BMF activity code: 029)


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them. Charities may submit their own pandemic responses through their nonprofit portal.


Upper Valley Haven reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Balance Sheet


How COVID-19 impacted the organization's operations financially:

As the public became more aware of the impact of the pandemic on food insecurity and shelter, many people in our community took action by increasing or making an initial donation to the Haven. The number of donors increased by 47% year over year from 3,527 to 5,203. Donations increased by 65% to $4.3 million. We anticipate that these will return to a more typical level in subsequent years, but these increases allowed us to meet the increased demand for services, address delayed capital investments and plan for the future.


How COVID-19 impacted the organization's delivery of programs:

The Haven operates the second largest food shelf in the state providing food to over 7,500 individuals through access to over 20,000 food shelves. To operate safely, we moved from an indoor store with customer choice to a curbside delivery model that retained customer choice. We also added selections to our food shelf program with new daily food shelfs that allowed customers to come every day if needed for selections of produce, breads and many specialty items. We developed "grab & go" meals to replace sit down dining, doubling the number of meals served to 100. The amount of food distributed increased by 20% to 540 tons.


How this organization adapted to changing conditions caused by COVID-19:

To support employee safety and security we allowed remote work for those who could provide services in this manner, especially administrative staff and our case management (service coordinators) team. We invested in personal technology for all staff so this was possible by increasing purchase of personal computers with cameras. Other new software allowed secure document transfer for service documentation. Technology investments also included new applications for volunteer management (Volunteer Hub), food program operations (Link2Feed) and HR management (BambooHR). We increased PTO to account for possible infections due to COVID-19, required quarantine and illness due to vaccination. PPE was purchased for all staff. Sanitation of surfaces were increased through increased labor, especially at the start of the pandemic. As volunteers had to withdraw due to personal safety, we added staff needed to implement new program models in food services required by the pandemic.


Innovations the organization intends to continue permanently after the pandemic:

In our fundraising program we eliminated all special events that included gathering people in enclosed spaces for obvious safety reasons. We invested in a leadership gift officer to expand the capacity of our fundraising program. We have found these decisions to be very good returns on investment. When the pandemic ends, we will return to a few signature fundraising events, but will eliminate several that were of marginal value. We will also continue to build our leadership giving program. In the program arena, we eliminated sit down meals for the community for safety. About 30-50 people took part in these meals. We switched to a "grab & go" model of food meals and are now serving 100 meals a day. We will retain this program.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
9/1/20212020 92.90
3/1/20202019 90.86
3/1/20192018 96.46
3/1/20182017 89.16
4/1/20172016 100.00
6/1/20162015 99.68
Rating Version: 2.0
12/22/20152015 98.91
8/1/20152014 99.22
9/1/20142013 87.17
2/1/20142013 80.25

This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990.

5/1/20132012 81.59
9/1/20122011 81.57

Previous: Finance & Accountability  / Next: Leadership & Adaptability

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

75

out of 100

Upper Valley Haven is cost-effective, earning a passing score. This score has no effect on the organization's Star Rating.


Impact

$50 provides a night of shelter to a person experiencing homelessness.



Back to Overall

Impact & Results Report

75

of 100 points


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Rated Program

Rated Program


Program

Upper Valley Haven Shelters

Activities

The nonprofit provides people experiencing homelessness with a temporary place to stay.

Program Type

Emergency Shelter

Beneficiaries Served

Program Geography

Time Period of Data

7/1/20 to 6/30/21


Learn how we assess the impact of nonprofits

Outcomes and Cost

Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.

Costs: The money spent by a nonprofit and its partners and beneficiaries.

Impact: Outcome caused by a nonprofit relative to its cost.

Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.


Outcome Metric

A night of shelter for a person experiencing homelessness


Outcome Data Source

Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.


Outcome data collected during the program. The nonprofit submitted data on nights of shelter provided.


Method for Attributing Outcomes

We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).


We assume that the provision of shelter by one nonprofit does not diminish the provision of shelter by any other (neighboring) nonprofit. We also assume there is, in general, no slack capacity in the homeless shelter system. In the absence of a given shelter, beneficiaries would not be able to stay at another shelter because other shelters are assumed to have no beds to spare. We therefore set the counterfactual to zero.


Cost Data Source

After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.


Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.


Cost Calculation

$746,916 program costs + $0 partner costs + $0 beneficiary costs = $746,916 total costs


Impact and Determination

We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.

Impact Calculation

$746,916 total costs / 15,480 nights of shelter provided = roughly $50 provides a night of shelter to a person experiencing homelessness.

Benchmark for Rating

Impact & Results scores of emergency shelters are based on the cost of providing a night of shelter relative to the Fair Market Rent in that county. Programs receive an Impact & Results score of 100 if they are less than 200% the Fair Market Rent and a score of 75 if they are less than 400%. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 50.

Determination

Cost-effective

Analysis Details


Analysis conducted in 2022 by Charity Navigator using data submitted by the nonprofit, theory and evidence from scientific research studies, and public datasets.

Additional Information

Unscored

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Largest Programs

Largest Programs



Upper Valley Haven reported its three largest programs on its FY 2020 Form 990 as:


$3,886,198

Spent in most recent FY

69%

Percent of program expenses


Food Distribution


$850,720

Spent in most recent FY

15%

Percent of program expenses


Shelter Services


$486,930

Spent in most recent FY

8%

Percent of program expenses


Service Coordination


Previous: Impact & Results  / Next: Culture & Community

...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by Upper Valley Haven is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


Back to Overall

Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


With the support of the Upper Valley community, the Upper Valley Haven, a non-profit corporation, assists those who are experiencing poverty to be free from hunger, to be securely housed, and to pursue a self-directed life.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


No one in the Upper Valley should be hungry. Everyone should have a home.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: To address the community need for shelter and permanent housing, the Haven will develop a year-round low barrier shelter and a day station/resource center focused on housing navigation by 2023.

Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.


Goal Two: To allow us to meet community food needs, we will remodel our Food Shelf and kitchen spaces for efficiency and safety, replace equipment, and add a cargo van to support community food deliveries.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Three: In Children's Services provide a trauma-informed environment, develop children’s skills & resiliency and improve access to resources and opportunities to integrate into the greater community.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

The senior team participated in a six session training program to strengthen relationships and team culture offered by Connection 101. The program draws on a strengths-based approach to improve productivity, engagement, and a sense of meaning in work and life. It identified our default leadership styles and helped us understand how different styles impact receiving and communicating information. We worked on building psychological safety in a group setting and utilized a framework for how trust is built and broken. Recognize the impact of interpersonal communication styles on relationships Use questions to approach conversations from a place of curiosity to support more effective and empathetic communication Create a personal plan for putting new skills to work in the future

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

The Haven is a leader in our community and state for advocacy on issues of hunger, food insecurity, homelessness and the need for affordable housing among other issues. We serve on the leadership of key advocacy organizations for homelessness and affordable housing. We are the lead organization of the district Continuum of Care to end homelessness. We co-chair the local hunger council. We lead efforts to organize and support volunteer organizations in the Upper Valley. We participate in a collective impact group in the Upper Valley.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


The COVID-19 pandemic required significant changes to continue services and keep clients, volunteers and staff safe and productive. We added new equipment to reduce touching of common surfaces in bathrooms and doorways. These improvements, such as power doorways at all entrances also increased accessibility. Air filtration systems and UV lights effective against viruses were added to HVACs. Protocols were created to require face coverings for all people inside and maintenance of social distance and reduced contact with people consistent with CDC guidelines. After vaccines were well established and available, we required all staff and volunteers to be vaccinated or have negative tests weekly. Our food programs changed from an indoor shopping model to a curbside delivery model. Sit down meals became "grab & go" meals. We added a daily food shelf opportunity to meet increased food insecurity in the community. Food donated and delivered to the community increased by 20% to over 500 tons annually. Food delivery in the community was increased through increased staffing to replace volunteers. To reduce chances of infection in shelters capacity was reduced by 50% to allow single room occupancy in the adult shelter and fewer families in the family shelter.

Source: Nonprofit submitted responses

Additional Information

Unscored

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Organization Leadership

Organization Leadership


Michael Redmond

Executive Director

Stacey Chiocchio

President

Previous: Leadership & Adaptability

...   Culture & Community


This score provides an assessment of the organization's culture and connectedness to the community it serves. Learn more about how and why we rate Culture & Community.


Culture & Community Score

Not Currently Scored

Upper Valley Haven is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback or Diversity, Equity, & Inclusion data. Nonprofit organizations are encouraged to fill out the How We Listen and Equity Practices sections of their Candid profile.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.


Back to Overall

Culture & Community Report

Unscored

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Constituent Feedback

Diversity, Equity, & Inclusion


This organization has not provided information regarding the diversity, equity and inclusion (DEI) practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective DEI policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.


Methodology


We are utilizing data collected by Candid to document and assess the DEI practices implemented by the organization. Nonprofit organizations are encouraged to fill out the Equity Strategies section of their Candid profiles to receive a rating.


Learn more about the methodology.

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.



Methodology


We've partnered with Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Learn more about the methodology.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Below you can find more information about the metrics we currently evaluate in this beacon and their relevance to nonprofit performance.


Constituent Feedback


Diversity, Equity, and Inclusion

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