Honorhealth Foundation
Honorhealth Foundation
Scottsdale AZ | IRS ruling year: 1985 | EIN: 74-2355411
Organization Mission
TO STRENGTHEN AND ADVANCE THE MISSION OF HONORHEALTH THROUGH PHILANTHROPY.
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Scottsdale AZ | IRS ruling year: 1985 | EIN: 74-2355411
Organization Mission
TO STRENGTHEN AND ADVANCE THE MISSION OF HONORHEALTH THROUGH PHILANTHROPY.
Great
This charity's score is 97%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Score
Most Recent Fiscal Year:
FY 2021
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
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 |
$2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
$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
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 — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Charity Navigator looks for a website on the IRS 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
Charity Navigator looks for the existence of a conflict of interest policy on the IRS 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
Charity Navigator looks for the existence of a whistleblower policy per the IRS 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
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS 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
Charity Navigator looks to confirm on the IRS 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
Providing copies of the IRS Form 990 to the governing body prior to 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.
Making loans to related parties, such as key officers, staff, or Board members, is not standard practice in the sector as it diverts the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems.
The IRS 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." Some state laws go so far as to prohibit loans to board members and officers.
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 indicates that the organization is not financially secure. Our analysts check to see if any loans have been made.
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
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 IRS Form 990. 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
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
Todd Laporte, Trustee/honorhealth Network Ceo (see Schedule O)
$1,616,408
Jared Langkilde, Foundation Pres/ceo
$470,661
John Ferree, Special Advisor To Hh Ceo
$425,913
Joanne Smith, Svp-fundraising Dvlpmnt
$298,953
Ashleigh Leite, Svp-major Gifts
$249,900
Source: IRS Form 990 (page 7), filing year 2021
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Honorhealth Foundation) or EIN (742355411) in the 'Search Term' field.
Not Currently Scored
Honorhealth Foundation 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.
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
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 inform the development of new programs/projects, To strengthen relationships with the people we serve
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
70% of beacon score
This organization's score of 87 is a passing score. The organization reported that it is implementing 8 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
Equity Practices (3/7) | |
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. |
Equity Policies and Procedures (5/7) | |
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. |
Score
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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The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
TO STRENGTHEN AND ADVANCE THE MISSION OF HONORHEALTH THROUGH PHILANTHROPY.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
TO SET THE STANDARD FOR EXCELLENCE IN RELATIONSHIP-BASED FUNDRAISING.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Raise $40 million in 2023 to advance strategic initiatives of HonorHealth, particularly the Cardiovascular Center of Excellence to serve the growing heart care needs of our community.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Increase first time, recaptured, renewal & increased annual giving donor counts through a combination of digital media, events, personal solicitations, e-mail solicitations and direct mail campaigns.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Develop and implement a grateful patient program and aligned physician relations activities.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
HonorHealth Foundation enrolls every staff member in the Association for Healthcare Philanthropy (AHP) and covers the costs of professional development programming specific to the needs of each individual department. We have also created our own curriculum for ongoing staff training and development. An individual professional development plan is included in each employee's annual evaluation and monitored by the employee and discussed with their supervisor throughout the year. An Executive Operations Committee was created to give the leaders of each department the platform to participate in overall Foundation strategic planning and to receive any support needed in leading their own teams. All employees are encouraged to advance in their professional through training, teaching and certifications. Recently all leadership participated in, and now leads using, six sigma principles to increase productivity and employee engagement.
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
What are this organization’s external mobilizaton efforts?
Our SVP of Development serves on the board of Desert Mission, our affiliated social service agency that serves the community through a food bank, adult day center and a childhood early learning center. This ensures that the Foundation team can actively support these programs through personal participation as well as fundraising. Strategic partnerships include our President/CEO's board service on the Arizona Associate of Non-Profits. Another SVP leads a community effort to reduce the stigma associated with opioid use disorder. As presenting sponsors of a 45-year 10K event, we promote family health and fitness; proceeds advance child health and nutrition education in schools. The Foundation communications team builds internal and external awareness of the importance of healthcare and social service programs and how anyone can contribute to the quality of healthcare in their community, using printed materials, social media, website, events and sponsorships.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The COVID pandemic created many issues that required us to adapt quickly without compromising our goals. For our employees, we had to secure the equipment needed to enable 37 staff members to work remotely and then support their ongoing needs for communication, collaboration and productivity. Because our fundraising model is relationship-based, we were challenged to build and deepen relationships with donors from a distance. From comfort call campaigns to virtual salons, to regular COVID updates via Zoom, we stayed connected to our donors and provided them valuable information. Second, we had budgeted event revenue for 2020-21 and quickly made plans to shift to virtual events. We produced two galas and a tea by combining video packages with live hosts and streamed the events. The tea broke its fundraising record and the galas met goal. At the same time, the hospital system our foundation supports experienced increased need for philanthropic funding. The Foundation secured funding for germ-zapping robots, fever scanners, vaccine freezers, employee crisis assistance. And, we continued to provide funding for non-COVID clinical and social service programs. Finally, a generous community consistently stepped up to honor its healthcare heroes and the Foundation served as the coordinator of all in-kind gifs. From food and snacks to hand sanitizer and PPE to face creams and gift cards... the Foundation documented, recognized and distributed each in-kind gift equitably across our six-hospital system.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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