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www.rockymountainfisherhouse.org
303 S BROADWAY STE 200 # 412
Denver CO 80209-1559
Denver CO | IRS ruling year: 1998 | EIN: 84-1445569
TO PROVIDE FINANCIAL SUPPORT TO OUR PROGRAMS AT THE ROCKY MOUNTAIN REGIONAL V.A. FISHER HOUSE.
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This charity's score is 99%, 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: 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.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Rocky Mountain Fisher House Foundation is outdated and the overall rating may not be representative of its current operations.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.
Rocky Mountain Fisher House Foundation has earned a 100% 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 ApplicableBoard Composition - 9/9 - 35/35 ptsBoard Composition - 9/9 - 35/35 pts
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
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.
Source: IRS Form 990
Independent Audit or Financial Review - N/A - 0/0 ptsIndependent Audit or Financial Review - N/A - 0/0 pts
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 |
|---|---|
| $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
Conflict of Interest Policy - Listed - 5/5 ptsConflict of Interest Policy - Listed - 5/5 pts
Charity Navigator looks for the existence of a conflict of interest policy on the 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
Board Meeting Minutes - Documented - 5/5 ptsBoard Meeting Minutes - Documented - 5/5 pts
Charity Navigator looks to confirm on the 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
Document Retention and Destruction - Listed - 5/5 ptsDocument Retention and Destruction - Listed - 5/5 pts
Charity Navigator looks for the existence of a document retention and destruction policy per the 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
Whistleblower Policy - Listed - 5/5 ptsWhistleblower Policy - Listed - 5/5 pts
Charity Navigator looks for the existence of a whistleblower policy per the 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
Website - Listed - 5/5 ptsWebsite - Listed - 5/5 pts
Charity Navigator looks for a website on the 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
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 0.00% - 15/15 ptsLiabilities to Assets Ratio - 0.00% - 15/15 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
| Liabilities to Assets Ratio | Amount of Credit Received |
|---|---|
| Less than 50% | Full Credit |
| 50% - 59.9% | Partial Credit |
| 60% or more | No Credit |
Source: IRS Form 990
Program Expense Ratio - 78.40% - 25/25 ptsProgram Expense Ratio - 78.40% - 25/25 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.
| Program Expense Percentage | Amount of Credit Received |
|---|---|
| 70% or higher | Full Credit |
| 60% - 69.9% | Partial Credit |
| 50% - 59.9% | Zero Points for Program Expense Score |
| Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
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
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:
Other housing activities (BMF activity code: 399)
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 (Rocky Mountain Fisher House Foundation) or EIN (841445569) 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.
Rocky Mountain Fisher House Foundation reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
How COVID-19 impacted the organization's operations financially:
The pandemic created many fundraising challenges. Many in-person events and activities had to be cancelled or re-planned in order to accommodate all of the restrictions imposed by COVID. The Foundation was forced to rely on technology and special software in order to get funds, which created unexpected costs. However, the Foundation staff was able to evolve and adapt to the fundraising issues and therefore the financial structure was not majorly affected.
How COVID-19 impacted the organization's delivery of programs:
The Rocky Mountain Regional VA Fisher House was unable to assist families for much of 2020 because of COVID-19. The virus being easily transmitted combined with the fact that most hospitals were not allowing visitors meant that most families could not be bedside with their loved ones during this time. It wasn't until the end of the year that we found a way to open up the home again to families with safety protocols in place.
How this organization adapted to changing conditions caused by COVID-19:
The team at the Rocky Mountain Regional VA Fisher House shifted their focus during the pandemic from supporting military and veteran families to supporting frontline doctors and nurses caring for patients with COVID. The House allowed healthcare professionals a safe place to stay on the VA Hospital campus. Many doctors and nurses feared bringing the virus home to their families and staying at the Rocky Mountain Regional VA Fisher House eliminated those concerns while also providing a place close to their patients.
Innovations the organization intends to continue permanently after the pandemic:
We implemented new cleaning policies at the House making sure all rooms are disinfected regularly. We also clean all the linens in the home much more frequently for those guests who are staying weeks or even months. at the House. Policies also changed for our guests staying at the House in order to make sure everyone feels safe. These policies include that everyone must have a negative COVID test before staying at the House.
Not Currently Scored
Rocky Mountain Fisher House 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.
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Rocky Mountain Fisher House Foundation reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
TO PROVIDE TEMPORARY HOUSING TO ACTIVE DUTY MILITARY AND VETERANS' FAMILIES WHILE UNDERGOING MEDICAL TREATMENT AT THE V.A. OR UNIVERSITY HOSPITAL. TO PROVIDE STRUCTURAL IMPROVEMENTS TO THE ROCKY MOUNT ... (More)
TO PROVIDE TEMPORARY HOUSING TO ACTIVE DUTY MILITARY AND VETERANS' FAMILIES WHILE UNDERGOING MEDICAL TREATMENT AT THE V.A. OR UNIVERSITY HOSPITAL. TO PROVIDE STRUCTURAL IMPROVEMENTS TO THE ROCKY MOUNTAIN FISHER HOUSE. TO PROVIDE OTHER OVERHEAD COSTS TO THE ROCKY MOUNTAIN FISHER HOUSE, SUCH AS SUPPLIES AND MAINTENANCE. (Less)
Rocky Mountain Fisher House Foundation 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.
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Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
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.
We support the Rocky Mountain Regional VA Fisher House, a comfort home, where military and veteran families can stay for FREE while their loved one is in the hospital. Our mission is to make sure the families have all the comforts of home including access to food, laundry facilities and most importantly a relaxing and healing environment. We believe military and veteran families should be bedside with their loved ones while their loved one is in the hospital. Our motto is family love is the best medicine. Our military service members are our greatest treasure and it's the least we can do to provide them with this comfort during a medical crisis.
How is your organization collecting feedback from the people you serve?
Paper surveys, Case management notes, Suggestion box/email, Other means
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 community partners
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?
We have always had an open door policy regarding feedback. Our relationship with our guests is that we value their feedback and encourage it. Our policy is always to follow-up on feedback given and make sure our guests feel heard.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
We received feedback that the outside of our home was not as relaxing as the inside. We have taken steps to make improvements outside including installing a patio cover because our home faces full west and the sun can be brutal in the afternoons and evenings. We have also made it a more inviting environment by installing flowers around the patio furniture.
Equity Practices - Data Available - 88/100 ptsEquity Practices - Data Available - 88/100 pts
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. | |
Rocky Mountain Fisher House Foundation 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
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
TO PROVIDE FINANCIAL SUPPORT TO OUR PROGRAMS AT THE ROCKY MOUNTAIN REGIONAL V.A. FISHER HOUSE.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Active duty military or veterans should never undergo medical treatment without their loved ones by their side.
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: The needs for the military and veteran families staying at the House are always changing. The foundation is committed to making sure we have the right programs in place to assist these families.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Two: Many families have to stay months or even a year at our home. Because of this, the foundation adds new services or expands existing services specifically for these families.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: The foundation is constantly looking to invest in new technology in order to make it easier for donors to learn and be apart of our organization.
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
The Rocky Mountain Fisher House Foundation believes in learning and that information is a powerful tool. Staff is encouraged to attend leadership seminars/webinars throughout the year as well as the annual national conference which focuses on leadership.
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.
Thought Leadership
Raising Awareness
The Foundation makes presentations to local organizations, businesses and conferences by request. In these presentations we raise awareness of our mission and share the latest about our program.
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.
At the beginning of the pandemic, when the nation shutdown, construction of our new Fisher House had just completed and it was ready to open to military and veteran families facing a medical crisis. Yet, that did not happen. Instead the Fisher House remained closed. However, the House was only closed for a few weeks when the VA requested using the home for their frontline healthcare professionals caring for COVID patients. For several months the home was used to house doctors and nurses who worked long hours at the hospital. Because the Fisher House is on the campus of the VA hospital, it allowed these healthcare workers to be near their patients. The Fisher House also provided a home setting where they could sleep in a bed, cook in a kitchen and clean their clothes in a washer and dryer. For these doctors and nurses, the Fisher House was a home-away-from-home during a difficult time in our world. We are grateful we were able to support our healthcare heroes in this time of need. At the end of 2020, the Fisher House transitioned back into home-away-from-home for military and veteran families who have loved ones in the hospital. New cleaning procedures were put into place and new polices were implemented for guests including having a mandatory negative COVID test in order to stay at the house. We are constantly evaluating our policies and procedures to make sure our families feel safe and comfortable at the Fisher House.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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