Mission: Give an Hour's mission is to develop national networks of volunteers capable of responding to both acute and chronic conditions that arise within our society. Give a ... (More)

Give an Hour is a 501(c)(3) organization, with an IRS ruling year of 2006, and donations are tax-deductible.

Is this your nonprofit? Access your Star Rating Portal to submit data and edit your profile.


Contact Information

  https://giveanhour.org

 P.O. Box 5918
Bethesda MD 20824 

  240-668-4365


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.




Exceptional

This charity's score is 90.21, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

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

View this organization’s historical ratings.


Back to Top

Star Rated Report

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

Program Expense

Program Expense Ratio

88.1%


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

8.0%


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

3.7%


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


Source: IRS Form 990

Liabilities to Assets Ratio

25.8%


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

$0.03


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


Source: IRS Form 990

Working Capital Ratio

0.65 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

3.66%


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

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

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



RANDY PHELPS VP OF OPERATIONS, & TREASURER - UNTIL 07/2019, CEO

$142,923


BARBARA VAN DAHLEN PRESIDENT, AND FOUNDER - UNTIL 07/2019

$23,810


FRED KNOWLES, CHAIRPERSON OF THE BOARD

$0


WILLIAM TRUELOVE, VICE CHAIRPERSON

$0


DOUGLAS WOLFIRE, SECRETARY

$0


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:

Activity data not reported from the IRS


Foundation Status:

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


Affiliation:

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

Data Sources: IRS Forms 990

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

Pandemic Response

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


Give an Hour reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Revenue

  • Grants Received


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

Grant funding of our organization declined during Covid-19, with less secured grants. We did apply for, and receive the PPP loan which allowed us to continue to employ a full staff.


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

Through its nationwide network of volunteer therapists, we have successfully delivering free services for over 15 years. Only a small portion of the over 300,000 free hours given have been using telehealth. Our telehealth capacity became an immediate priority at the outset of the COVID-19 pandemic and has become a sustained priority. Instead of looking at the post-COVID-19 mental health future through a lens of overwhelming concern, we are using this moment as the impetus for the changes that military mental health care has always pushed for - expanded access to HIPAA compliant virtual services to supplement existing systems and reach a geographically disperse audience. The successful use of telehealth on a large scale during COVID-19 shows the promise for expansion of this model as a critical service delivery method. Over the past year Give an Hour increased providers offering telehealth services by 549%; serving all 50 states and U.S. territories.


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

Our provider network is at the heart of our commitment to provide access to mental health care - thus our first priority was to help our providers access appropriate telehealth platforms at a free or reduced cost, provide telehealth related continuing education and support an understanding of licensure regulation, portability and compliance. For example, staff implemented a weekly email newsletter and coordinated an 11-hour continuing education certification program for providers. We created a large number of free educational fact sheets about how to maintain emotional health during the pandemic. These sheets provide practical tips to cope with anxiety, loss, uncertainty and the shifting priorities as the pandemic waned on. In addition, Give an Hour deployed its psychoeducational training series on emotional life skills (ELS). Partners included Facebook, Ohio Dept. of Corrections and communities throughout Southern California affected by wildfires and Covid-19.


Innovations the organization intends to continue permanently after the pandemic:

As with previous disasters, the effects of the pandemic with be both immediate and long term in relation to mental health. Not only did the pandemic intensifying the symptoms of those with pre-existing conditions but the uncertainty, financial stressors, job losses, social distancing, and fears of the illness created a great deal of emotional suffering. Much of this will continue after the crisis abates. By further expanding Give an Hour’s 17 year model of successful provision of in-person mental health services to also include significantly more telehealth capability, Give an Hour will continue to apply modern technology-based delivery systems to healthcare workers, service members, veterans and their families, and survivors of disaster ​in order to increase their access to treatment. In addition, we will continue to create and deploy critical wellness resources that support emotional wellbeing and life skills of all Americans.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
8/3/20212020 90.21
6/1/20202019 89.46
12/1/20192018 90.51
9/3/20192018 89.32

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.

7/1/20182017 92.24
11/1/20172016 92.24

...   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

Give an Hour 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.


Back to Top

Additional Information

Unscored

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

Largest Programs

Largest Programs



Give an Hour reported its three largest programs on its FY 2020 Form 990 as:


$894,390

Spent in most recent FY

43%

Percent of program expenses


MENTAL HEALTH SERVICES TO NEW AT-RISK POPULATIONS - IN 2017, GIVE AN HOUR BEGAN EXPANDING ITS SERVICES TO THOSE OUTSIDE OF THE MILITARY COMMUNITY. A FEW OF THE ADDITIONAL POPULATIONS GIVE AN HOUR PROV ... (More)


$865,872

Spent in most recent FY

41%

Percent of program expenses


MENTAL HEALTH SERVICES FOR SERVICE MEMBERS AND VETERANS - FOUNDED IN 2005, GIVE AN HOUR HAS GROWN EXPONENTIALLY TO MEET THE NEED FOR ITS SERVICES, WHICH ALL FALL UNDER THE PROGRAM OF PROVIDING CONFIDE ... (More)


$318,916

Spent in most recent FY

15%

Percent of program expenses


THE CAMPAIGN TO CHANGE DIRECTION - THE GOAL OF THE CAMPAIGN TO CHANGE DIRECTION IS TO CHANGE THE CULTURE OF MENTAL HEALTH SO THAT ALL OF THOSE IN NEED RECEIVE THE CARE AND SUPPORT THEY DESERVE. THE CA ... (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 Give an Hour 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.


Back to Top

Leadership & Adaptability Report

100

of 100 points

Mission

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


Give an Hour's harnessing the skill and expertise of volunteer professionals to increase the likelihood that those in need receive the support and care they deserve. We provide access to confidential, no-cost mental health services for those who qualify, including veterans, service members and their loved ones.


Source: Nonprofit submitted responses

Vision

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


Our aim is to improve the mental health and emotional wellbeing of all persons. Our work is supported by the following three pillars: providing access to mental health care for those in need, promoting mental health literacy and prevention, and changing the negative culture of mental health.


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: Diversify the Give an Hour licensed provider network to include backgrounds, experience, racial and ethnic diversity.

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


Goal Two: Upgrade technological capability to best capture programmatic and organization wide inputs, activities, outputs, outcomes, and impacts - with focus on client impact.

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


Goal Three: Provide mental health literacy training (Emotional Life Skills) to our founding population: military and veterans.

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


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Give an Hour staff are encouraged (and supported) in their participation in various skill based training. Most notably in 2020, Give an Hour formed an internal Diversity and Cultural Competency committee to take an inward look at Give an Hour's commitment to cultural competency. Give an Hour staff participated in a series of trainings and conversations around culture and diversity in the workplace including unconscious bias, microaggressions and institutional racism; then engaged in follow up staff meetings with professionals to discuss our areas of strength and development. The feedback from staff was utilized to create an internal strategy to continue to focus on this very important topic.

Source: Nonprofit submitted responses

Mobilizing for Mission

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


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

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

What are this organization’s external mobilizaton efforts?

Since inception, Give an Hour has focused on the power of collective impact by engaging in partnerships with government and public organizations. This year, mobilization efforts resulted in a significant increase in relationships with APA and NASW in which we recruited additional providers to support the growing mental health need across the nation. Give an Hours board and CEO provided subject matter expertise on podcasts, and national events such as the VA/SAMSHA virtual conference and the National Day of Service (9/11). Give an Hour develops communication strategies to utilize the power of social media to empower wellness in all Americans. In this work, our staff members conduct one on one conversations, create extensive visual collateral and videos to enhance outreach efforts. Give an Hour also hosts the "Week to Change Direction"; a virtual, global initiative. Fifty states and 35 countries participated in efforts to supporting mental health and wellness.

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.


COVID-19 has created a plethora of challenges for our society across the board, we have seen a decrease in human to human interaction, cessation of in person events, limited funding, changes in staffing and operations, shift of funding to support direct services and emergency funding. In addition to the challenges we faced as a society the military faced uncertainty stemming from financial insecurity, stop movements impacting available services, ability to return from deployments, increased isolation, deployments, and unknown assignments. The social distancing measures, as well as requirements for isolation and quarantine, abruptly altered the daily lives of military families, veterans, and loved ones. The military, along with the rest of society, began experiencing collective grief around loss of health security, perceptions of safety, social connections, and death and dying rituals. In addition, Veteran populations were at particular risk for adverse effects as a result of being at high risk for unemployment, vulnerability to social isolation, worsening of pre-existing mental health conditions, and limited financial resources to buffer against economic effects. Given that military personnel are already at risk for mental health problems (eg, depression, anxiety, PTSD) during non-pandemic times, the increased workload and stress come with COVID-19 may increase the likelihood of psychological distress. With only 3% of our provider database offering video counseling at the start of the pandemic, Give an Hour was faced with building a telehealth network that is capable and competent of continuing to provide free mental health treatment during and after the pandemic. By providing training, listening to our providers needs, and partnerships - Give an Hour increased available telehealth providers from 156 providers to 1,213. GAH providers reported donating 8,123 hours of video care, as compared to 1,973 the prior year.

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 Give an Hour 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.


Back to Top

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?

SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Case management notes, Suggestion box/email


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?

The people we serve, Our staff, Our board, Our funders, Our community partners


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, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, 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.

Through the client satisfaction surveys for our Hospital Heroes program, we learned about a need for counseling services outside of the states the program was designed to serve. We then evaluated the program's resources and spoke with the funder to determine if we could meet the need outside of the original scope. We decided to expand the program into other states to serve as many people as possible.



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.

The Giving Basket had an issue with your donation. Please try again. If the problem persists contact us and include your Cart ID: Unknown