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233 N MICHIGAN AVE STE 1820
CHICAGO IL 60601-5802
CHICAGO IL | IRS ruling year: 1987 | EIN: 36-4257107
THE ORGANIZATION RAISES FUNDS FOR LOW COST HOUSING AND DISTRIBUTES THEM TO HABITAT FOR HUMANITY AFFILIATES TO AID IN HOME CONSTRUCTION.
Great
This charity's score is 100%, 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: 90% Accountability & Finance, 10% Leadership & Adaptability. 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.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Chicagoland Habitat for Humanity is outdated and the overall rating may not be representative of its current operations.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.
Chicagoland Habitat for Humanity has earned a 100% 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
Full Credit
Partial Credit
No Credit
Not ApplicableBoard Composition - 15/15 - 25/25 ptsBoard Composition - 15/15 - 25/25 pts
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
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.
Source: IRS Form 990
Independent Audit or Financial Review - Audited - 20/20 ptsIndependent Audit or Financial Review - Audited - 20/20 pts
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 |
|---|---|
| $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
Conflict of Interest Policy - Listed - 3/3 ptsConflict of Interest Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a conflict of interest policy on the 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
Board Meeting Minutes - Documented - 3/3 ptsBoard Meeting Minutes - Documented - 3/3 pts
Charity Navigator looks to confirm on the 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
Document Retention and Destruction - Listed - 3/3 ptsDocument Retention and Destruction - Listed - 3/3 pts
Charity Navigator looks for the existence of a document retention and destruction policy per the 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
Whistleblower Policy - Listed - 3/3 ptsWhistleblower Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a whistleblower policy per the 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
Website - Listed - 3/3 ptsWebsite - Listed - 3/3 pts
Charity Navigator looks for a website on the 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
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 8.00% - 15/15 ptsLiabilities to Assets Ratio - 8.00% - 15/15 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
| Liabilities to Assets Ratio | Amount of Credit Received |
|---|---|
| Less than 50% | Full Credit |
| 50% - 59.9% | Partial Credit |
| 60% or more | No Credit |
Source: IRS Form 990
Program Expense Ratio - 82.90% - 25/25 ptsProgram Expense Ratio - 82.90% - 25/25 pts
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.
| Program Expense Percentage | Amount of Credit Received |
|---|---|
| 70% or higher | Full Credit |
| 60% - 69.9% | Partial Credit |
| 50% - 59.9% | Zero Points for Program Expense Score |
| Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
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
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
Activities:
Other religious activities (BMF activity code: 029)
Low-income housing (BMF activity code: 380)
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:
Subordinate - the organization is a subordinate in a group ruling. (BMF affiliation code: 9)
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 (Chicagoland Habitat for Humanity) or EIN (364257107) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. 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, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Chicagoland Habitat for Humanity reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
How COVID-19 impacted the organization's operations financially:
From a financial perspective, donors continued to be very generous during the pandemic however we had to shift fundraising efforts from in person to virtual. As this was successful, it did not generate as much income as live events had in the past.
How COVID-19 impacted the organization's delivery of programs:
As a result of the pandemic, Chicagoland Habitat had to shift our large fundraiser to a virtual event which was successful. Additionally, we have smaller fundraisers that were conceled completely and were considered lost revenue.
How this organization adapted to changing conditions caused by COVID-19:
We adapted by moving our staff to remote work and shifting our fundraising to be virtual. We also quickly collaborated with other Habitat groups on a shared fundraiser when our planned fundraising event had to be conceled due to COVID.
Innovations the organization intends to continue permanently after the pandemic:
Due to the pandemic, the team that was once fully on site has shifted to remote. We have been able to maintain a strong work environment despite the logistical challenges. As a result, we intend to allow a hybrid work model which will allow us to reduce lease costs as we look to provide office space appropriate for the new workplace model.
Not Currently Scored
Chicagoland Habitat for Humanity 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.
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Chicagoland Habitat for Humanity reported its two largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
THE ORGANIZATION RAISES FUNDS FOR LOW COST HOUSING AND DISTRIBUTES THEM TO HABITAT FOR HUMANITY AFFILIATES TO AID IN HOME CONSTRUCTION AS WELL AS INCREASE AWARENESS OF THE HABITAT MISSION.
Spent in most recent FY
Percent of program expenses
DEVELOPMENT VISTA PROGRAM SEEKS TO DEVELOP SUSTAINABLE PLANS FOR FUNDRAISING (EXTERNAL USERS) WITH A FOCUS ON INDIVIDUAL MAJOR GIFTS.
Chicagoland Habitat for Humanity cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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.
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Chicagoland Habitat for Humanity 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
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Chicagoland Habitat for Humanity leverages capacity building, growth, marketing and advocacy by working in collaboration with the eight affiliates across Chicagoland. Our mission is: Seeking to put God’s love into action, Habitat for Humanity brings people together to build homes, communities and hope..
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A world where everyone has a decent place to live.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Raise awareness of Habitat for Humanity in the Chicago Metro service area
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Implement best practices across affiliates including shared services and collaborative fundraising
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Increase access of Chicago Metro affiliates to capacity, capabilities, and health
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Our organization sent all interested staff to Habitat's Advocacy training and national conference. We paid for staff to take Qualified Loan Originator training to better serve affiliates.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
CHFH's core function is to organize Habitat affiliates in Chicagoland to increase efficiency and leverage our unified capacity. Some examples include: Our CEO has served as the state coordinator for Habitat's legislative conference for the past 2 years, leading discussions w/state leaders on advocacy. (2) Our marketing team creates the marketing plan and many social media posts for affiliates. We lead efforts to engage the media in Habitat's work in Chicagoland.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Chicagoland Habitat changed the format of our primary two fundraisers to ensure no loss of income for our organization and for affiliates. We transitioned to zoom calls and hybrid/remote work. We created a new strategic plan to reflect the current climate, including shift in key initiatives to reflect new realities.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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