All Hands and Hearts Smart Response
All Hands and Hearts Smart Response
Mattapoisett MA | IRS ruling year: 2005 | EIN: 20-3414952
Organization Mission
All Hands and Hearts provides community-inspired, volunteer-powered disaster relief.
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Mattapoisett MA | IRS ruling year: 2005 | EIN: 20-3414952
Organization Mission
All Hands and Hearts provides community-inspired, volunteer-powered disaster relief.
Great
This charity's score is 98%, 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: 85% Accountability & Finance, 10% Leadership & Adaptability, 5% 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.
Date Published | Form 990 FYE | Overall Score | Overall Rating |
Rating Version: 2.1 | |||
12/23/2021 | 2020 | 98.23 | |
12/23/2020 | 2019 | 96.66 | |
10/1/2019 | 2018 | 100.00 | |
9/1/2018 | 2017 | 98.23 | |
3/1/2018 | 2016 | 96.46 | |
11/1/2016 | 2015 | 96.66 | |
6/1/2016 | 2014 | 93.61 | |
Rating Version: 2.0 | |||
10/1/2015 | 2014 | 94.57 | |
7/1/2014 | 2013 | 95.35 | |
11/1/2013 | 2012 | 89.51 | |
11/6/2012 | 2011 | 95.94 | |
5/1/2012 | 2011 | 95.05 | |
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. | |||
12/1/2011 | 2010 | 95.53 |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for All Hands and Hearts Smart Response is outdated and the overall rating may not be representative of its current operations.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.
All Hands and Hearts Smart Response has earned a 98% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
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:
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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.
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Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) |
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
Conflict of Interest ... (More) Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
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:
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) |
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
CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) |
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
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
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
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
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
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
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. 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
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 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
Erik Dyson, Executive Director
$121,975 (0.87% 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
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 (All Hands and Hearts Smart Response) or EIN (203414952) in the 'Search Term' field.
Not Currently Scored
All Hands and Hearts Smart Response cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
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.
Learn More
All Hands and Hearts Smart Response reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Hurricane Relief in Bahamas
Spent in most recent FY
Percent of program expenses
Hurricane Relief in Texas
Spent in most recent FY
Percent of program expenses
Hurricane Relief in Puerto Rico
All Hands and Hearts Smart Response has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
100% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. 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.
Who are the people you serve with your mission? Describe briefly.
While everyone is impacted and has a story to tell after a disaster, we prioritize serving those least able to recover on their own due to the existence of physical or socio-economic vulnerabilities. These are often the populations most heavily impacted by disaster-caused damage, yet have the least access to resources needed for safety, security, and health during the recovery process, and for reaching recovery itself. Factors we consider include, but are not limited to, chronic illness or disability, advanced age, belonging to a marginalized group, and status as low-income.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees
How is your organization using feedback from the people you serve?
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 strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
Our staff, Our board, Our funders
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Over the past few years, we have shifted from only asking for feedback once the work has been completed, to including disaster affected communities in the program development process itself via surveys, discussion groups, and community meetings. For our international work, where we typically focus on rebuilding schools and sanitation/hygiene structures, we ask for input from the local government and local leaders on the communities that have the highest need. We also work with the community itself to identify cultural norms before setting up our base of operations and inviting volunteers. Within the USA, we have developed a household prioritization process and subsequent training in equity, diversity, and inclusion so that we are setting the right expectations from the outset.
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, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from our clients
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
While in Puerto Rico responding to Hurricane Maria, we found that a major need was resealing cement homes that cracked during the hurricane, leading to leaks. We developed a new scope of work, for AHAH, using a special sealant to seal the cement roofs on the island. After completing a few dozen homes, we received feedback that the roofs were still leaking, which prompted us to dedicate staff members to look into and identify what was happening. Once we identified the problem, we fixed the homes that were still leaking, updated our operational procedures, and implemented a quality assurance process. This was successful in preventing future leaks and has since been implemented on additional programs to ensure we’re providing the best support possible to disaster affected communities.
The organization reported that it is currently only implementing 2 Equity Practices. At this time, organizations must implement 3 or more of these practices in order to be scored on this metric. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (1/7) | |
---|---|
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 (1/7) | |
---|---|
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. |
All Hands and Hearts Smart Response has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
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
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
All Hands and Hearts provides community-inspired, volunteer-powered disaster relief.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Given the transformational change the world has experienced in the past two years, a restatement of our vision is in progress. As soon as it’s finalized, we will update this section.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Expand both our impact in communities and opportunities for volunteers through an increasing emphasis on creative local partnerships and on exploration of additional scopes of work.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Continue to strengthen existing safeguarding and safety practices to ensure that safety is at the forefront of the work we do, for the communities we work with, our volunteers, and our staff.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: Develop comprehensive and innovative solutions to address the needs of disaster affected communities and to mitigate the impact of future disasters.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
The nonprofit provides evidence of investment in leadership development
Monitoring and evaluation is an area that we are putting effort into improving as an organization and we had the opportunity for several members of our team to take a series of six mini courses through an accredited institution. By paying the tuition of two staff members in the USA, we were able to offer the courses to a third staff member who worked for us but did not reside in the USA, for free. Ultimately, one member of our leadership team, one member of staff, and one staff member working on our earthquake relief program in Mexico participated in the courses over a 3 month period this past summer (2022). In addition to academic learning, staff were also connected with other professionals in the field who are learning and working through some of the same challenges when it comes to evaluation of programs.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Raising Awareness
Community Building
AHAH is fortunate to have staunch advocates among our 17 member board. About a quarter of the board started out with AHAH as volunteers, and nearly all have volunteered on one of our programs; several continue to do so periodically. They open their networks to us to spread the word, source funding, and share pro bono services and other gift-in-kind resources. Some look for new opportunities for our teams to be of service in response to urgent national and global crises, then they leverage their contacts and work with AHAH staff to make it happen (e.g., PPE drive for New York health facilities during COVID, evacuation program into Poland from Ukraine). Others raise awareness for disaster-related issues when they host fundraisers, present at conferences, or secure media coverage of our relief work through their personal brands. For example, Petra Nemcova, AHAH Co-Founder and board member, was named Tsunami Awareness Advocate for the UN’s Office for Disaster Risk Reduction.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Like most organizations, by early 2022 All Hands and Hearts was emerging from the biggest external stressor of them all: COVID-19. Our direct relief model, delivered via volunteers living in communal bases within disaster-stricken communities, was particularly unsuited to pandemic situations, but by the end of 2020, we had made adaptations which enabled operations to resume. The main adaptations involved switching from an “open door” volunteer intake policy with no time commitments, to creating closed cohorts of volunteer groups who committed to the same several week period and kept separate by living, eating and working in their own designated “bubbles.” That strict separation of cohorts, combined with mandatory and frequent testing and heightened cleaning protocols and PPE wearing, was extremely costly and logistically difficult. Additionally, having to curtail our usual interactions with disaster-affected communities was hard on morale. However, disasters had not ceased for the pandemic, so we continued working in this way to ensure we were able to respond. Once vaccines were available, these restrictions gradually eased up on a program by program basis, as infection rates decreased in a given host community or country. We now have an evaluation process for each new program, considering the risk to the community and country by country COVID-19 protocols.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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