Mission: In June 1990, The Children's Inn at NIH opened its doors to pediatric patients and their families. Since then The Inn has been in continuous operation: 24 hours a da ... (More)

The Children's Inn at NIH is a 501(c)(3) organization, with an IRS ruling year of 1989, and donations are tax-deductible.

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Contact Information

  http://www.childrensinn.org/

 Seven West Drive
Bethesda MD 20814 

  800-644-4660


You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

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.




Good

This charity's score is 83.72, earning it a 3-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 2019. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.

View this organization’s historical ratings.

Rating update postponed due to COVID-19's impact on this organization. View The Children's Inn at NIH's response.


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Star Rated Report

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Program Expense

Program Expense Ratio

67.2%


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

16.3%


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

16.4%


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

1.5%


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

$0.25


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

4.13 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

4.57%


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 have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. 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 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



JENNIE LUCCA, CHIEF EXECUTIVE OFFICER

$253,959


FERN STONE, CHIEF DEV & COMM OFFICER

$234,439


TAMMY PINSON, CHIEF OPERATING OFFICER

$165,316


CATHY MORALES, CHIEF PROGRAM & SERVICES OFFICER

$143,650


JEAN BUERGLER, SR. DIRECTOR OF FINANCE

$134,118


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 health services (BMF activity code: 179)


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

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.


The Children's Inn at NIH reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity


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

Historically, events have played a huge role in generating income/donations. During the pandemic, all events needed to be reimagined in a virtual format, and they did not bring in the same revenue as our in person events and Gala, which could not occur during a pandemic. A small percentage of The Inn's income is related a per diem received from the NIH. Our reduced occupancy as a result of the pandemic, also meant reduced income in this area as well. Finally, relating to meals, under normal circumstances, we provide family meals through a combination of INN-sponsored meals, corporate sponsorships and community groups. Due to COVID-19 and the need for social distancing, we had to suspended visitors and volunteers to limit risk of exposure. As a result of these protocols needed to protect our families from COVID-19, the cost and scope of meal service has expanded considerably.


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

COVID-19 had a significant impact on the delivery of our programs. Due to the fragile health of those staying at The Inn, we had to do everything in our power to reduce to possibility of COVID-19 transmission at The Inn. This entailed moving all programming to a virtual format and implementing safety protocols including a requirement for COVID-19 testing and quarantining upon arrival. The lack of volunteers impacted most areas of operations, and required us to adapt in accomplishing our work, and providing services to our families.


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

Traditionally, meeting in-person has been an important aspect of our support programs, giving kids the opportunity to socialize and have fun together. Given safety requirements, transitioning to virtual platforms has enabled Inn staff to safely continue supporting families’ wellbeing. Our playground space has proven to be a vital resource during the pandemic. Currently in planning phases, we have hired an architect who is working on the redesign of the playground area. Our goal with the playground is to provide additional seating areas, additional shaded protection over play equipment, and replacement of aging equipment. In addition to upgrading our physical space, and in response to an increasingly virtual world, The Inn is in the process of upgrades to our technology infrastructure. Technology upgrades will support a multitude of mission-critical activities such as communicating with stakeholders, streamlining our operations, and improving overall organizational efficiency.


Innovations the organization intends to continue permanently after the pandemic:

We have explored and been successful with using various virtual technology tools to engage our teens and young adults. One benefit of virtual programming is that even Inn families at home have been able to participate remotely. The Inn will continue to test and implement impactful and measurable programs and services that foster a nurturing environment, while at The Inn, and facilitate connections to home and the broader community. Early in the pandemic, to reduce the number of individuals in the environment, The Inn implemented a hybrid work environment, which has provided a myriad of benefits for both the organization and employees alike. We anticipate many positions remaining hybrid after the pandemic is behind us.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
3/1/20202019 83.72
2/1/20192018 82.52
5/1/20182017 85.05
5/1/20172016 91.45
6/1/20162015 91.50
Rating Version: 2.0
6/1/20152014 92.58
5/1/20142013 89.03
2/1/20132012 84.38
9/1/20122011 87.14
5/1/20122011 87.36

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

9/20/20112010 90.11
Rating Version: 1.0
2/1/20112010 88.53
6/1/20102009 89.63
8/1/20092008 91.11
9/1/20082007 76.40
3/1/20072006 75.39
4/1/20062005 86.74
8/1/20052004 96.44

...   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

Not Currently Scored

The Children's Inn at NIH cannot currently be evaluated by our Encompass Rating 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 about Impact & Results.

Do you work at The Children's Inn at NIH? Join the waitlist for an updated Impact & Results score.


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Additional Information

Unscored

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Largest Programs

Largest Programs



The Children's Inn at NIH reported its two largest programs on its FY 2020 Form 990 as:


$3,608,014

Spent in most recent FY

61%

Percent of program expenses


HOUSING - THE CHILDREN'S INN AT NIH IS A HOSPITAL HOSPITALITY HOUSE THAT PROVIDES FREE LODGING AND SUPPORT SERVICES FOR CHILDREN AND THEIR FAMILIES PARTICIPATING IN CLINICAL RESEARCH STUDIES AT THE NA ... (More)


$2,301,594

Spent in most recent FY

38%

Percent of program expenses


RESIDENT SERVICES - THE CHILDREN'S INN AT NIH WAS FOUNDED 30 YEARS AGO TO PROVIDE A COMFORTABLE AND NURTURING "PLACE LIKE HOME" FREE OF CHARGE TO CHILDREN AND THEIR FAMILIES PARTICIPATING IN CLINICAL  ... (More)


...   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 The Children's Inn at NIH is a passing score.

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


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Leadership & Adaptability Report

100

of 100 points

Mission

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


The Children’s Inn will fully and consistently meet the needs of children and families participating in groundbreaking research at the National Institutes of Health. We will: --Respond to evolving family support needs for pediatric research and clinical care --Provide a free, family-centered “place like home” --Reduce the burden of illness through therapeutic, educational and recreational programs


Source: Nonprofit submitted responses

Vision

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


As partners in NIH discovery and care, we strive for the day when no family endures the heartbreak of a seriously ill child, teen, or young adult.


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: Evolve to a state-of-the-art living environment

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


Goal Two: Strengthen the integration of discovery and care

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


Goal Three: Maximize community support and financial viability

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Developing their employees is a key responsibility of every people manager in the organization. On an annual basis, and most recently in the spring of 2021, The Children's Inn implements an annual Talent Planning program to develop capabilities for advancement and ensure continuity in our leadership and operational roles.

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

  • Raising Awareness

What are this organization’s external mobilizaton efforts?

The Inn was formed through a Strategic Partnership with the NIH to provide lodging & support to pediatric, teen and young adult patients & families undergoing treatment. This partnership has led to services that meet the needs of patients while sustaining their participation in clinical studies. With our most recent strategic plan, The Inn has strengthened this partnership and deepened the connection between discovery & care, with the development of new relationships with entities at the NIH & new initiatives for families participating in clinical research. The Inn has long standing relationships with organizations that are instrumental in furthering our strategic efforts to fulfill our mission. We use social media & web-based platforms to tell impactful stories that feature our mission, values, partnerships & programs. Our goal is to ensure that content pieces generate engagement & coverage, maximize our ability to engage, acquire, and retain audiences and raise The Inn’s profile.

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 dangers of COVID-19 were particularly alarming to the already vulnerable population served by The Inn, resulting in changes to almost every aspect of our operations. The safety of our families and staff was the touchstone on which we based almost every organizational decision this year. Countless changes were implemented in order to adapt to the pandemic, including but not limited to the following: We implemented COVID-19 testing and quarantining upon arrival for all families. We implemented health screening and safety protocols for every individual entering The Inn. Only limited staff were permitted on site to reduce the risk of COVID transmission and approximately half the organization shifted to either a remote or hybrid work environment. In person programming shifted to virtual platforms. We suspended all visitors, including our volunteers and community groups, resulting in essential staff taking on additional duties. We upgraded our technology infrastructure to support mission-critical activities and increased reliance on technology in a virtual world, to more effectively communicate with stakeholders, streamline operations and improve overall organizational efficiency. We began some renovations of outdoor spaces, where we anticipate many families being most comfortable interacting with others outside their immediate family.

Source: Nonprofit submitted responses

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

100

out of 100

The score earned by The Children's Inn at NIH is a passing score.

Encompass Rating V4 provides an evaluation of an organization's Culture and Community by measuring its Constituent Feedback practices (see report below). Constituent Feedback data provides 100% of the basis for the initial evaluation of the Culture & Community Beacon.


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Culture & Community Report

100

of 100 points

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Constituent Feedback

Constituent Feedback

Full Credit


This organization reported that it is collecting feedback.


Here's how this organization is listening and learning from the people they serve:


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


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


With whom does your organization share the feedback you got from the people you serve?

Our staff, Our board, Our funders


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, It is difficult to identify actionable feedback


Briefly describe a recent change that your organization made in response to feedback from the people you serve.

Note: The organization did not respond to this question.



Methodology


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. We've partnered with GuideStar by 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.


Charity Navigator awards full credit for this Beacon to every nonprofit that is eligible for an Encompass Rating that completes the survey, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. This data is not evaluated for quality at this time. Validation will be added in future iterations of this Beacon.

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. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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