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137 Henry Street
Suite 205
Stamford CT 06902
Mail donations to:
P.O. Box 1252
Stamford CT 06902
Stamford CT | IRS ruling year: 1986 | EIN: 06-1144355
Organization Mission
The mission of Pacific House is to prevent and end homelessness in lower Fairfield County, CT, serving Greenwich, Darien, New Canaan and Stamford. Pacific House shel ... (More)
The mission of Pacific House is to prevent and end homelessness in lower Fairfield County, CT, serving Greenwich, Darien, New Canaan and Stamford. Pacific House shelter, located at 597 Pacific Street, Stamford, provides overnight shelter and meals, support services for men, young adult males, and women (day program) who are homeless or at risk of becoming homeless. We also develop and manage 14 properties of affordable, supportive permanent housing in Stamford, Norwalk and Danbury, CT. Our goal is to help clients become self-sufficient and find appropriate, longer-term housing. Programs and services provided: recovery from substance and alcohol, job skills and job search training, counseling and case management, onsite healthcare provided by partner Optimus Healthcare, and veterans assistance. (Less)
Great
This charity's score is 95%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 33% Accountability & Finance, 50% Impact & Results, 8% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
| Date Published | Overall Rating | ||
| 9/1/2020 | | ||
| 6/1/2019 | | ||
| 7/1/2018 | | ||
| 5/1/2017 | | ||
| 7/1/2016 | | ||
| 6/1/2016 | | ||
| 9/1/2015 | | ||
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. | |||
| 8/1/2014 | | ||
| 8/1/2013 | | ||
| 5/1/2012 | | ||
| 12/1/2011 |  | ||
| 11/1/2011 | | ||
| 9/20/2011 |  | ||
| 2/1/2011 |  | ||
| 4/1/2010 | | ||
| 12/1/2008 | | ||
| 10/1/2007 | | ||
| 12/1/2006 | | ||
| 7/1/2005 | | ||
Score
Most Recent Fiscal Year:
FY 2022
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Full Credit
Partial Credit
No CreditMajority Independent Board Members - 100% independent members8 out of 8 points Majority Independent Board Members - 100% independent members8 out of 8 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Independent Board Size - 13 independent members7 out of 7 points Independent Board Size - 13 independent members7 out of 7 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
Financial Statements - Audit and Oversight Committee15 out of 15 points Financial Statements - Audit and Oversight Committee15 out of 15 points
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
| $2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Material Diversion of Assets - None10 out of 10 points Material Diversion of Assets - None10 out of 10 points
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 — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Full CreditPartial CreditNo CreditWebsite Listed on Tax Form - Listed2 out of 2 points Website Listed on Tax Form - Listed2 out of 2 points
Charity Navigator looks for a website on the IRS Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Conflict of Interest Policy - Listed4 out of 4 points Conflict of Interest Policy - Listed4 out of 4 points
Charity Navigator looks for the existence of a conflict of interest policy on the IRS Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Whistleblower Policy - Listed4 out of 4 points Whistleblower Policy - Listed4 out of 4 points
Charity Navigator looks for the existence of a whistleblower policy per the IRS Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Document Retention and Destruction - Listed4 out of 4 points Document Retention and Destruction - Listed4 out of 4 points
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Documents Board Meeting Minutes - Yes2 out of 2 points Documents Board Meeting Minutes - Yes2 out of 2 points
Charity Navigator looks to confirm on the IRS Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Full CreditPartial CreditNo CreditTax Form Posted on Nonprofit's Website - Listed4 out of 4 points Tax Form Posted on Nonprofit's Website - Listed4 out of 4 points
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
Full CreditPartial CreditNo CreditLiabilities to Assets: Ratio - 68.88%1 out of 15 points Liabilities to Assets: Ratio - 68.88%1 out of 15 points
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
Program Expense: Ratio - 86.94%25 out of 25 points Program Expense: Ratio - 86.94%25 out of 25 points
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. 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
Rafael Pagan Jr, Executive Di
$225,000
Larissa Camano-selen, Director
Compensation not entered
Cecelia Darosa, Director
Compensation not entered
Reverend Dr Robert Jackson Jr, Director
Compensation not entered
Pastor Mark Lingle, Secretary
Compensation not entered
Source: IRS Form 990 (page 7), filing year 2022
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
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)
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 search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Pacific House) or EIN (061144355) in the 'Search Term' field.
Score
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Learn more
Program
Emergency Shelter
Activities
The nonprofit provides people experiencing homelessness with a temporary place to stay.
Program Type
Emergency Shelter
Beneficiaries Served
Single adults, at-risk youth, senior citizens
Program Geography
Our shelter is located in Stamford, CT and serves Fairfield County in CT.
Time Period of Data
7/1/22 to 6/30/23
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
$550,155 program costs + $0 partner costs + $26,149 beneficiary costs = $576,304 total costs
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
$576,304 total costs / 17,720 nights of shelter provided = roughly $30 provides a night of shelter to a person experiencing homelessness. [2021 USD]
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 80 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 65.
Determination
Highly cost-effective
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditConstituent Feedback - Data Available100/100 points Constituent Feedback - Data Available100/100 points
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
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
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to get honest feedback from our clients
Equity Practices - Data Available89/100 points Equity Practices - Data Available89/100 points
70% of beacon score
This organization's score of 89 is a passing score. The organization reported that it is implementing 9 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
| Equity Practices (4/7) | |
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
| Equity Policies and Procedures (5/7) | |
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
Score
This beacon 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.
Learn more
Full CreditPartial CreditNo CreditMission 10/10 points Mission 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The mission of Pacific House is to prevent and end homelessness in lower Fairfield County, CT, serving Greenwich, Darien, New Canaan and Stamford. Pacific House shelter, located at 597 Pacific Street, Stamford, provides overnight shelter and meals, support services for men, young adult males, and women (day program) who are homeless or at risk of becoming homeless. We also develop and manage 14 properties of affordable, supportive permanent housing in Stamford, Norwalk and Danbury, CT. Our goal is to help clients become self-sufficient and find appropriate, longer-term housing. Programs and services provided: recovery from substance and alcohol, job skills and job search training, counseling and case management, onsite healthcare provided by partner Optimus Healthcare, and veterans assistance.
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
In addition to our emergency shelter that operates 24/7/365, we are the region's leading provider of
Source: Nonprofit submitted responses
Goals 20/20 points Goals 20/20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Our goal is to continue our work in affordable housing. Our newest addition is a former hotel in Danbury, CT which will house shelter clients and contain SROs for permanent housing.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Our goal to serve clients ages 18-24 extends beyond guidance and shelter. We have a dedicated housing coach and case manager to serve the unique needs of this age group.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Our goal to increase awareness of the shelter for those individuals living on streets, in parks and the local train station. We now have two dedicated Outreach Workers for this purpose.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development 15/15 points Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Our agency has hired a Chief Operating Officer to realign staff to maximize strengths and provide support and services to shelter clients and housing residents to best meet the standard of excellence to which we hold ourselves. The agency has also hired a Housing Program Manager to oversee our 14 affordable housing properties. We also regularly hold strategy sessions and trainings among staff that focus on topics specific to the staff roles that serve our clients.
Mobilizing for Mission 15/15 points Mobilizing for Mission 15/15 points
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
Raising Awareness
Policy Advocacy
What are this organization’s external mobilizaton efforts?
Our agency is determined to learn about, implement, and share best practices on solutions to homelessness. Management and staff attend annual conferences and events hosted by the National Alliance to End Homelessness (NAEH) and Connecticut Coalition to End Homelessness. We work closely with local agencies that provide services for mental health and substance issues and make referrals when necessary. Activities and initiatives are posted and promoted through social media, newsletters, videos, our web site and participation in fairs and invitations to speak to business and church groups. Recently, our Executive Director, Rafael Pagan, Jr., presented our approach to housing to NAEH which detailed the benefits of SROs (single room occupancy) and our success with housing formerly homeless individuals using that model. Our Board of Directors is designed to have representation from a variety of sectors to help guide us, and to further spread awareness to the community.
Adaptability Story 30/30 points Adaptability Story 30/30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
With the onset of the pandemic, we acted swiftly and moved our shelter clients to two local hotels that provided for social distancing and safety protocols. Our staff took on multiple roles and we hired additional staff to help serve more than 100 clients. While placing clients in housing is our main goal, this initiative took on an urgency that had 100% of our focus. We pivoted resources to account for an increased meal service plan (from 2 meals per day served by volunteers to 3 meals all needing to be individually wrapped) and sourced food from donations to vendors who gave us a discount. Our fundraising appeals centered on support for these unique circumstances as we couldn't rely on volunteers from our Meal-a-Month Program. Health concerns were aiding by Community Health Center, Inc. which provided nurses for wellness checks throughout the year. Overall, our goal was to keep everyone safe, well nourished, and while certain programs and services were put on hold, our staff answered the call to continue to provide the best possible service to our clients during the most challenging time in our history.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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