Imagine Housing
Imagine Housing
Kirkland WA | IRS ruling year: 1994 | EIN: 94-3110312
Organization Mission
DEVELOPING PERMANENT AFFORDABLE RENTAL HOUSING AND PROVIDING SUPPORTIVE SERVICES.
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Kirkland WA | IRS ruling year: 1994 | EIN: 94-3110312
Organization Mission
DEVELOPING PERMANENT AFFORDABLE RENTAL HOUSING AND PROVIDING SUPPORTIVE SERVICES.
Good
This charity's score is 87%, earning it a Three-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
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
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
Sean Heron, Interim Ceo/president
$166,584
Sue Bliven, Director Of Finance
$108,000
Gary Helling, Interim Coo
$78,280
Carolynn Ferris, President & Vice President
Compensation not entered
Bill Kearns, Secretary & Treasurer
Compensation not entered
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 (Imagine Housing) or EIN (943110312) in the 'Search Term' field.
Not Currently Scored
Imagine Housing 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 make fundamental changes to our programs and/or operations, To inform the development of new programs/projects
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 89 is a passing score. The organization reported that it is implementing 9 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 (5/7) | |
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 (4/7) | |
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.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
DEVELOPING PERMANENT AFFORDABLE RENTAL HOUSING AND PROVIDING SUPPORTIVE SERVICES.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
An Eastside with interconnected and welcoming communities where all people can live, learn, work and
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Ensure long‐term preservation of our properties, maintain the highest level of customer service in property management, and provide high quality services and supports to residents.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Work to expand portfolio of affordable housing by maintaining an active pipeline of prospective projects, obtaining funding, and managing the development and construction process.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Promote affordable housing policies and broad-based community support by developing strong collaborations and supporting advocacy efforts that increase funding and progressive land use policies.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Imagine Housing has implemented an 18-month plan that has Staff Development and Capacity Building as an organizational competency we rely on to accomplish the mission. This Program Area has a goal of providing professional, strategic and tactical leadership of the organization through several outcomes, including: - Implementing an agency wide performance management strategy - Implementing standard leadership framework for all supervisors - Identify gaps in performance and develop appropriate training opportunities - Continue implementing ED+I plan for each department - Implementing strategies that make the organization an employer of choice, including robust PTO, health benefits better suited to families, flex work schedules
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
What are this organization’s external mobilizaton efforts?
Imagine Housing's external mobilization efforts happen along multiple channels through leadership staff, board, and on-site staff. We partner with over one hundred local agencies, community organizations, and government bodies to provide services to our residents and communicate increased needs in our region. Leadership staff and board members attend county and city council meetings, participate in regional roundtable meetings, and advocate on an individual level. Imagine Housing is a member of the Housing Development Consortium, Washington Low Income Housing Alliance, the Eastside Affordable Housing Convening, as well as local Chambers of Commerce.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
2022 marks a very special milestone for Imagine Housing – formerly St. Andrew’s Housing Group – and as we enter into the organization’s 35th year we remain grateful for your steadfast dedication to affordable housing on the Eastside. The bold vision that was put forth in 1987 by our organization’s founders has flourished and strengthened; today the organization owns and operates 15 affordable housing apartment communities in East King County, with a 16th property breaking ground in the summer of 2022. This anniversary year is a “tipping point” for Imagine Housing. In early January, Imagine Housing welcomed a diverse and dynamic cohort of Board members. The group is reflective of the community we serve – 63% of members are Black, Indigenous and People of Color (BIPOC) and 63% identify as female. 50% of members have experienced housing instability at some point in their life and 63% currently live, or have lived, in an affordable housing community. We will continue to pursue expanded Resident Services and a Real Estate Development program already underway. We will also begin the recruitment of a inspiring Executive Director and the formalization of an innovative resident-centered business plan. Imagine Housing has arrived at this moment because of long-term support and generous donations from committed donors, like you. Together, we have accomplished a great deal but the next 35 years must be even more extraordinary. The need has never been greater and we must be ready to meet the challenge. This is an exciting moment for our organization, for our community, and our congregation. We proudly shepherd our shared vision forward and invite you to join us in taking an even more active stake in advancing affordable housing and resident services on the Eastside.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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