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Nashville TN | IRS ruling year: 2000 | EIN: 62-1807653
Safe Haven Family Shelter empowers Middle Tennessee homeless families with children to achieve lasting self-sufficiency. We are a shelter-to-housing program which ac ... (More)
Safe Haven Family Shelter empowers Middle Tennessee homeless families with children to achieve lasting self-sufficiency. We are a shelter-to-housing program which accepts entire homeless families and provides comprehensive services. As our name implies, we have an emergency shelter program, but we also offer a Transitional Housing Program and Rapid Rehousing Program. Safe Haven Family Shelter's comprehensive approach is one of service, compassion, trauma-informed care and evidenced-bases practices. (Less)
Great
This charity's score is 95%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 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.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 6/1/2021 | 2019 | 94.42 | |
| 2/1/2020 | 2018 | 92.73 | |
| 2/1/2019 | 2017 | 94.94 | |
| 3/1/2018 | 2016 | 93.19 | |
| 3/1/2017 | 2015 | 91.81 | |
| 6/1/2016 | 2014 | 95.79 | |
| Rating Version: 2.0 | |||
| 12/1/2015 | 2014 | 90.24 | |
| 7/1/2015 | 2013 | 94.16 | |
| 11/1/2014 | 2012 | 99.32 | |
| 6/1/2014 | 2012 | 97.09 | |
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. | |||
| 5/1/2014 | 2012 | 92.19 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Safe Haven Family Shelter is outdated and the overall rating may not be representative of its current operations.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.
Safe Haven Family Shelter has earned a 94% 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 2019, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not Applicable
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) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 2.60% - 10/10 ptsLiabilities to Assets Ratio - 2.60% - 10/10 pts
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
Working Capital Ratio - 1.26 years - 10/10 ptsWorking Capital Ratio - 1.26 years - 10/10 pts
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
Fundraising Efficiency - $0.10 - 7.5/10 ptsFundraising Efficiency - $0.10 - 7.5/10 pts
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
Administrative Expense Ratio - 14.60% - 10/10 ptsAdministrative Expense Ratio - 14.60% - 10/10 pts
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 Expense Ratio - 10.40% - 7.5/10 ptsFundraising Expense Ratio - 10.40% - 7.5/10 pts
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
Program Expense Ratio - 74.90% - 7.11/10 ptsProgram Expense Ratio - 74.90% - 7.11/10 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. 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
Program Expense Growth - 19.28% - 10/10 ptsProgram Expense Growth - 19.28% - 10/10 pts
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
Joyce K. Lavery, Chief Executive Officer
$127,266 (3.58% 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 2019
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)
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 (Safe Haven Family Shelter) or EIN (621807653) 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.
Safe Haven Family Shelter reported being impacted by COVID-19 in the following ways:
Program Delivery
How COVID-19 impacted the organization's operations financially:
Safe Haven was fortunate to qualify for CARES Funding and COVID-19 related grants that helped us to continue carrying out our mission. Many donors and foundations also increased giving levels, and Safe Haven was awarded additional public program grant funds as well as a capacity building grant from the Day 1 Families Fund, for our leadership in moving the needle in addressing family homelessness. Safe Haven was able to continue moving forward with services with these generous investments.
How COVID-19 impacted the organization's delivery of programs:
Safe Haven has a main shelter facility that serves 10 families along with housing options in the community, serving over 100 families concurrently. With the onset of the COVID-19 pandemic, Safe Haven had to shift quickly. We had to plan to keep our families safe, as it became apparent that we would not be able to adequately socially distance families in our shelter, especially children. The leadership team met and worked out a plan to utilize extended stay hotel partnerships to prevent interruption of services to our families, and emulate our Shelter Program services beyond our main facility. Once we were able to move the families out of shelter, teams began daily remote meetings. Everything that was once client facing inside the shelter walls began to shift outward. Our program staff thought of creative ways to get clients the access they needed to services, employment, supplies, food, transportation, housing and more.
How this organization adapted to changing conditions caused by COVID-19:
Many things were uncertain, while in many ways our nation was falling apart, our team began to lean into this challenge for the betterment of our families. Many of our families that were stabilized in housing lost jobs, and our employment navigators stepped in to make sure they could regain employment and stay housed. Our children had access to remote learning technology, and donors purchased remote learning stations complete with all the tools needed for academic success at home. Weekly food boxes were delivered,and supplies filled the downstairs lobby weekly as volunteers and donors purchased much-needed supplies for our families. We continue to turn to the latest CDC guidelines as our reference for service delivery and safety. We are still operating our shelter program and keeping families safe and socially distanced through our extended stay hotel partnership, and project to reopen our facility fully in 2022.
Innovations the organization intends to continue permanently after the pandemic:
Safe Haven has been able to increase the capacity of families served through the Shelter Program while operating through the extended stay hotel partnership. This is one program that we would like to continue even when we reopen shelter to meet the needs of more families experiencing homelessness; allowing us to serve more families concurrently. Increased staff communication/meetings will continue as well with the flexibility of virtual access so everyone can join.
Not Currently Scored
Safe Haven Family Shelter 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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Safe Haven Family Shelter reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
SAFE HAVEN FAMILY SHELTER PROVIDES SHELTER AND TRANSITIONALSERVICES THAT EMPOWERS MIDDLE TENNESSEE HOMELESS FAMILIES WITHCHILDREN TO ACHIEVE LASTING SELF-SUFFICIENCY.
Safe Haven Family Shelter 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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Safe Haven Family Shelter 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.
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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
Safe Haven Family Shelter leads our community's efforts to house, support, empower and advocate for families experiencing homelessness. Safe Haven accepts couples with children, single parents and multi-generational families with children. Safe Haven operates from a housing first model, and provides services that promote sustainability in housing after program departure. Through a shelter and housing program, Safe Haven can serve over 100 families concurrently, and over 370 families annually. Families receive support in the following: financial literacy, workforce development, children's education/enrichment programs, case management, tenant readiness and assistance in obtaining affordable housing. Safe Haven Family Shelter's comprehensive approach is one of service, compassion, trauma-informed care and evidenced-bases practices.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Our vision is to eliminate family homelessness in Middle Tennessee.
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: I. PROVIDE COMPREHENSIVE RESOURCES to meet families where they are in order to prevent or minimize the occurrence of homelessness and to support a hopeful and bright future for their children.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: II. ADVOCATE FOR EFFECTIVE COMMUNITY STRATEGIES through forging partnerships and promoting policies that will bring an end to family homelessness.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: III. EXPAND FINANCIAL SUPPORT AND AWARENESS to increase our community’s investment in ending family homelessness.
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
Safe Haven is deeply committed to supporting our staff in learning and leadership development efforts. Safe Haven has expanded opportunities and promoted more leaders to management positions in the past 12 months. Safe Haven has also implemented a Diversity Equity and Inclusion group and has also created a client engagement workshop group to identify more ways for clients to be involved in program offerings and enhancement for success. These groups provide opportunities for staff members to take a stronger leadership role, giving more opportunities for growth and development. Safe Haven also invests dollars in conferences and educational opportunities for staff.
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
Safe Haven is a highly collaborative organization, and has a strong role in collective impact. Through The Family Collective, Safe Haven partnered with United Way, the Siemer Institute for Family Stability and other organizations to provide more services to families experiencing homelessness. The Family Collective has grown to include several organizations throughout Middle Tennessee. Safe Haven was also a part of the implementation efforts for Coordinated Entry in Nashville. Coordinated Entry is designed for families to call one number to efficiently be connected with services that best support the family's needs. Several Safe Haven staff members have presented at national conferences on such topics as : rapid rehousing, children's programs and trauma-informed care. Safe Haven also raises awareness through social media, special events, marketing and more.
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.
Even with the many uncertainties and challenges of 2020, Safe Haven served more families than ever before. Through prevention, shelter and housing programs, Safe Haven was able to house 126 families and serve 373 families. Safe Haven can serve up to 14 families at a time through the Shelter Program (extended stay hotel partnership), which has been so vital in the continuation of carrying out our mission during this time. Case managers continued to meet with clients to ensure they were housed as soon as possible, and linking families to key departments such as employment and housing. The Children’s Program Director ensured that children had access to remote learning, were enrolled in school, provided birthday boxes, and literacy baskets filled with age appropriate reading level books and tools to keep children moving forward academically. Donors and volunteers collected in-kind supplies for food boxes and home baskets, each filled with items that support families in their stage in the program. Our case managers completed training in an intensive case management called CTI—Critical Time Intervention. CTI provides a stronger Phase 1 up front which really provides more of an opportunity to build trust between the client and case manager in the beginning of the client’s journey. Once that trust is established and the bond is strengthened, moving through trauma and achieving goals together becomes easier for the family. Safe Haven also launched a pilot permanent supportive housing program, and welcomed additional staff for our housing team. The agency also prepared for the retirement of our longtime CEO with a search committee conducting a national search. Development staff shifted a signature fundraiser to a virtual event and continued informing donors about needs and requesting additional funding. Staff shifted to online meetings and increased daily communication to decipher how to best meet the needs, adapting and providing creative solutions to pandemic challenges.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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