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Denver CO | IRS ruling year: 1977 | EIN: 84-0745911
SafeHouse Denver assists adults, children, and youth in reclaiming their right to a life free from domestic violence..
SafeHouse Denver strives to:
intervene in domestic violence with services that empower adults, children and youth to live free from domestic abuse.
prevent domestic violence through education efforts that foster and support a broad movement for violence-free communities.
facilitate an interactive, collaborative community response to relationship violence that identifies victims earlier, makes victim services more accessible, and builds community awareness and accountability.
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: 32% Accountability & Finance, 50% Impact & Results, 7% 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.
|Date Published||Form 990 FYE||Overall Score||Overall Rating|
|Rating Version: 2.1|
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.
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for SafeHouse Denver is outdated and the overall rating may not be representative of its current operations.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.
SafeHouse Denver 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.Learn more
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:
|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.
|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)|
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)
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
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
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
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
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
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
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
Victoria McVicker, CEO
$130,205 (6.95% 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 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Defense of human and civil rights (BMF activity code: 430)
Other housing activities (BMF activity code: 399)
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)
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 (SafeHouse Denver) or EIN (840745911) 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.
SafeHouse Denver reported being impacted by COVID-19 in the following ways:
How COVID-19 impacted the organization's operations financially:
We were fortunate enough to receive some COVID emergency support grants, and unfortunately also dealt with losses in funding. In 2020, our June fundraising event was cancelled, and the Hope Gala was virtual. A local government funding source cut their grant funding 60% for the remainder of 2020 and completely cut funding in 2021.
How COVID-19 impacted the organization's delivery of programs:
The COVID-19 pandemic has caused increased isolation, limited access to resources, and intensified physical violence for survivors of domestic violence, making it critical that we maintain services. Throughout the pandemic, our 24-Hour Crisis and Information Line has remained open; our non-residential Counseling and Advocacy Center staff continued to accept new clients and worked to provide advocacy-based counseling, resources, and support virtually and via phone; and our Extended Stay Program remained fully operational. Our Emergency Shelter provided housing, advocacy, and basic necessities in a limited capacity to maintain social distancing. Protocols were put in place at the Shelter internally and with our partners to avoid any outbreaks. Despite restrictions lifting in the Denver area and vaccination rates increasing, SafeHouse Denver continues to maintain these safety measures and provide services with the safety of our clients, residents, and staff in mind.
How this organization adapted to changing conditions caused by COVID-19:
To support survivors while keeping clients and staff safe, we expanded remote options, implementing a virtual counseling platform for Counseling and Advocacy Center (CAC) Advocates to continue meeting with survivors. At the Emergency Shelter, we acquired tablets and other technology to allow survivors to safely meet virtually with referral agencies and providers. We also used the virtual counseling platform at the Shelter and Extended Stay Program to host support groups. These virtual offerings actually offered greater safety and convenience for survivors, and we plan to keep virtual sessions as an option throughout our programs after the pandemic is over.
Innovations the organization intends to continue permanently after the pandemic:
The telehealth platform we use for all our programs is HIPAA compliant and allows SafeHouse Denver to provide advocacy, counseling, and resources to clients in a safe virtual environment. The service is encrypted and hacker-proof to ensure the safety of our clients, and does not require an app download that could potentially be viewed by an abuser. We discovered that virtual services have been very convenient for some clients, as they no longer have to find childcare or transportation when they have an appointment. For this reason, we plan to keep the telehealth option for our CAC clients going forward. Our teen programming also switched to a virtual format towards the end of the year, and has been very successful in engaging young people in services. We have provided survivors at our Shelter and ESP with devices to meet virtually with service providers, and plan to keep this option available after the pandemic as it offers extra security and convenience.
SafeHouse Denver has earned a 100% for the Impact & Results beacon. See the metrics below for more information.
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.Learn more
Denver Safehouse Shelter
The nonprofit provides people experiencing homelessness with a temporary place to stay.
Time Period of Data
Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.
Costs: The money spent by a nonprofit and its partners and beneficiaries.
Impact: Outcome caused by a nonprofit relative to its cost.
Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.
Outcome Data Source
Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.
We look for self-reported shelter nights. If we cannot find this information we estimate it using HIC data.
Method for Attributing Outcomes
We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).
We assume that the provision of shelter by one nonprofit does not diminish the provision of shelter by any other (neighboring) nonprofit. We also assume there is, in general, no slack capacity in the homeless shelter system. In the absence of a given shelter, beneficiaries would not be able to stay at another shelter because other shelters are assumed to have no beds to spare. We therefore set the counterfactual to zero.
Cost Data Source
After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.
Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
$10 provides a night of shelter for a person experiencing homelessness.
Benchmark for Rating
Impact & Results scores of emergency shelters are based on the cost of providing a night of shelter relative to the Fair Market Rent in that county. Programs receive an Impact & Results score of 100 if they are less than 200% the Fair Market Rent and a score of 75 if they are less than 400%. If a nonprofit reports impact but doesn't meet the threshold for cost-effectiveness, it earns a score of 50.
SafeHouse Denver reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Spent in most recent FY
Percent of program expenses
Counseling and Advocacy Program
Spent in most recent FY
Percent of program expenses
Extended Stay Program
Spent in most recent FY
Percent of program expenses
SafeHouse Denver has earned a 92% for the Culture & Community beacon. See the metrics below for more information.
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. 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.
Who are the people you serve with your mission? Describe briefly.
SafeHouse Denver offers a full range of services for survivors of domestic violence across all ages, socioeconomic statuses, gender identities, abilities, and sexual orientations. Approximately 95% of the survivors in our services earn less than Denver’s Median Area Income and few have financial resources available for emergencies. Our Survivor Advisory Committee, composed of former Shelter residents, reviews program services and policies. We also engage former Shelter residents to facilitate support groups for current Shelter residents. With the opening of the Extended Stay Program, we have seen an increase in the number of survivors who are able to participate in these opportunities, as well as an increase in survivors reconnecting with SafeHouse Denver after they have exited.
How is your organization collecting feedback from the people you serve?
Paper surveys, Case management notes, Constituent (client or resident, etc.) advisory committees
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
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Requesting feedback is a tool that not only improves programs, but encourages survivor self-efficacy in alignment with SafeHouse Denver's empowerment model, survivor-centered and trauma-informed approach. With the empowerment approach, advocates guide survivors in setting and pursuing goals while building skills and knowledge to help them reclaim their power over their own lives. Being survivor-centered, we prioritize the rights and needs of survivors, and then we use a trauma-informed approach to acknowledge the long-term effects of trauma as survivors work toward self-sufficiency.
What challenges does your organization face in collecting feedback from the people you serve?
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Some recent examples of changes we've made in response to client feedback include: creation of a tool for advocates to be able to welcome someone deaf or hard of hearing into the space and provide basic information prior to being able to access an interpreter; improvements to signage inside the Shelter to expand accessibility for survivors who are non-English speaking, non-Spanish speaking, or have limited literacy; and revision of the chore policy to positively impact the shelter environment, client’s experience in the space, and increase manageability of contributing to the cleanliness for clients in crisis/trauma.
70% of beacon score
This organization's score of 88 is a passing score. The organization reported that it is implementing 6 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
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 (3/7)
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.
SafeHouse Denver has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
SafeHouse Denver assists adults, children, and youth in reclaiming their right to a life free from domestic violence. SafeHouse Denver strives to: intervene in domestic violence with services that empower adults, children and youth to live free from domestic abuse. prevent domestic violence through education efforts that foster and support a broad movement for violence-free communities. facilitate an interactive, collaborative community response to relationship violence that identifies victims earlier, makes victim services more accessible, and builds community awareness and accountability.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
SafeHouse Denver works to eliminate domestic violence in our communities.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Intervene in domestic violence with services that empower adults, children and youth to live free from domestic abuse.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Prevent domestic violence through education efforts that foster and support a broad movement for violence-free communities.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Facilitate an interactive, collaborative community response to relationship violence that identifies victims earlier, makes services more accessible, & builds community awareness & accountability.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
The nonprofit provides evidence of investment in leadership development
Senior Management all participated in at least one Mile High United Way training in 2020. These are provided for Leadership development. All staff are encouraged to participate in professional development. Our Extended-Stay Case Manager was promoted to Assistant Manager of Shelter Services in 2021. She began at SafeHouse Denver as relief staff in 2015 and has continually grown in her leadership over the years.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Networks of Collective Impact Efforts
SafeHouse Denver engages in community partnerships throughout the metro area to strengthen access to our services, provide opportunities for staff to advocate in the domestic violence and homelessness arenas, and improve the community’s response to domestic violence. Our outreach efforts focus on partnerships with other agencies to identify and proactively connect with survivors in high-risk populations such as the homeless, LGBTQ, individuals with disabilities, women between the ages of 16 and 24, and marginalized populations. We currently have Memorandums of Understanding (MOUs) or formal partnerships with 32 metro-area organizations.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The COVID-19 pandemic has caused increased isolation, limited access to resources, and intensified physical violence for survivors of domestic violence. SafeHouse Denver remains committed to providing as much support as possible, especially for marginalized populations. Our 24-Hour Crisis and Information Line remains open; our non-residential Counseling and Advocacy Center staff are accepting new clients and working to provide advocacy-based counseling, resources, and support virtually and via phone; and our Extended Stay Program remains fully operational. Our Emergency Shelter is providing housing, advocacy, and basic necessities in a limited capacity to maintain social distancing. Protocols are in place at the Shelter internally and with our partners to avoid any outbreaks. Despite restrictions lifting in the Denver area and vaccination rates increasing, SafeHouse Denver continues to maintain these safety measures and provide services with the safety of our clients, residents, and staff in mind.