Franciscan Outreach

A Path from Help to Hope.

Chicago, IL   |


To provide healthy meals, safe shelter and critical services that affirm the dignity of men and women who are marginalized and homeless and empower them to gain the stability they need to transition into permanent housing.

Notes from the nonprofit

Franciscan Outreach will be moving our Administrative offices beginning in March, 2019. Our new address is located in the Pilsen neighborhood of Chicago: 717B W. 18th St., Chicago, IL 60616. Franciscan Outreach, a key resource for more than 50 years, provides for the immediate needs of Chicago's homeless through safe shelter, healthy food and casework services, and provides a path from homeless to housing for guests into sustainable housing and long-term self-sufficiency. Franciscan Outreach is the largest Chicago agency caring for the homeless. In addition to shelter and meals, our excellent casework and partnerships with other organizations (Rush University Community Service Initiatives Program, Chicago Alliance to End Homelessness), Franciscan Outreach helps homeless individuals transition into permanent housing each year.

Ruling year info


Executive Director

Mr. Richard Ducantenzeiler

Main address

717B W. 18th St.

Chicago, IL 60616 USA

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NTEE code info

Homeless Services/Centers (P85)

Temporary Shelter For the Homeless (L41)

Emergency Assistance (Food, Clothing, Cash) (P60)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Homeless Shelter and Services - Franciscan House and Franciscan Annex

As the largest homeless services provider on the west of Chicago, Franciscan Outreach provides our guests with shelter, meals, and access to essential services. In 1963, Fr. Phillip Marquard, a Franciscan friar, opened a halfway house as a part of an outreach program on the west side of Chicago for ex-offenders who had been unable to leave prison because they had no place to go. The men received housing, meals, job counseling and placement, as well as medical care. While our scope of services has grown and changed over the years, more than half a century after its founding, we remain dedicated to serving Chicago’s most vulnerable residents by providing their basic needs and offering access to services, resources, and support that empowers each guest with the resolve of positive change while advocating for housing, healthcare, and employment.

Population(s) Served

Case Management identifies, prioritizes, and guides guests to work towards their individual goals and help guest become self-sufficient. Several Case Managers are trained Skilled Assessors who link guests to Chicago’s Coordinated Entry System (CES), connecting them to subsidized housing. Many guests have untreated primary & mental health conditions, substance use disorders, and legal issues, we collaborate with community partners to provide in-person care at our sites as well as provide off-site referrals. Guests receive medical care at our largest shelter’s on-site health clinic operated in partnership with Lawndale Christian Health Center & Rush University Medical Center; mental health counseling through Thresholds; substance use counseling & treatment through the Chicago Recovery Alliance; and legal assistance through Legal Council for Health Justice.
In addition, we provide guests with Support Services to improve the day-to-day quality of their lives and increase stability through:
• Client Assistance Fund, which offers monetary support to guests for essential expenses such as clothing; fees for obtaining identification cards which are needed to become eligible for benefits and to become housing ready; household items; rental assistance; transportation assistance which provides CTA, Pace, and Metra passes to guests when they need to attend job interviews, medical appointments, legal aid meetings, or employment training.
• Support Groups help guests build the skills necessary to gain stability and strengthen self-sufficiency including art groups, financial literacy, women’s empowerment, and relapse prevention.
• Daily Support helps to improve the quality of their daily lives and affirms guest’s dignity through a personal mailing address, showers, haircuts, and hygiene products.

Population(s) Served

Currently, all of our volunteer opportunities have been put on hold due to the COVID-19 Pandemic. We hope to open our volunteer program late summer 2021

Population(s) Served

Where we work

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

After an extremely successful 2013 in which all of our service goals were either met or exceeded, we have charted an ambitious course for 2014 in which we will stretch our efforts further. We expect to serve more than 270,000 meals and provide more than 117,000 shelter nights. In addition, our case managers will continue the work of transitioning homeless men and women into permanent housing. We have set goals to exceed in all service areas by significant percentages again this year.

The following are the goals established as part of our Strategic Planning process from May 2013:
1. Service Deliver Goal: Provide effective and continually improving services to meet the needs of our guests.
2. Fundraising Goal: Increase fundraising for stability and investment capacity for growth.
3. Marketing Goal: Increase visibility to increase funding and obtain volunteers.
4. Organizational Goal: Create and maintain highly functional structures, systems and tools to support efficiency, accountability, ownership and innovation in our team members.

Here are some of the strategies and focus points to help us reach our service delivery goals:
1. Recognize and support Franciscan House and Annex as our primary service facilities.
2. Support and improve case management services at all delivery points.
3. Support and improve outreach services.

For fundraising and marketing, we have enunciated the following strategies:
1. Increase the amount of funds raised for Franciscan Outreach by 20%.
2. Maintain a diversified funding base to balance income over the year.
3. Expand individual donor base and increase contributions.
4. Develop strategies to increase the image of Franciscan Outreach in the community.
5. Improve communications with donors and potential donors.
6. Improve communications with volunteers and potential volunteers.
7. Develop fundraising events as marketing tools to target specific groups.

Our overall organization strategies are:
1. Ensure that the board provide effective leadership, oversight and fiscal governance.
2. Develop a well managed and effective team of paid staff.
3. Develop a well managed and effective team of full time volunteers.
4. Develop effective strategies and relationships with key groups and the community.

We have proven for more than 50 years that we are willing and able to handle the changing needs of Chicago's homeless men and women. With an excellent team of staff members, a strong board of directors, and growing interest in our work by donors and new stakeholders, we are confident that we will serve the homeless population, collaborate effectively with other service organizations, and adjust to the ever-growing services needed in Chicago.

As part of the 100,000 homes project and one of the largest providers of services for homeless men and women in Chicago, we are an integral part of the movement to transition people out of emergency housing and into permanent solutions. We have started new programs to help clients step-by-step as they move into self-sufficiency and long-term stability.

Year after year, we meet and exceed our service, fundraising and overall institutional goals. We expect over the next several years to expand our services by increasing the volume of services we provide and by collaborating more with other organizations in Chicago. As an integral member of the 100,000 homes initiative, we recognize the importance of transitioning clients into permanent housing. Over these next several years, this focus will be even more important and, thus, the newer programs we started in the past few years will become even more significant.

Our fundraising and marketing efforts have increased significantly in the past few months with the increase in development office staff. With one more position to fill, we are well on our way to drawing more support and interest in our agency.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    We serve people who are confronting homelessness in Chicago.

  • How is your organization collecting feedback from the people you serve?

    Paper surveys, Focus groups or interviews (by phone or in person), 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, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    Franciscan Outreach's effort to prevent and limit the spread of COVID-19 involved health literacy regarding improved hygiene, appropriate PPE utilization, and social distancing. Through regular small-group health education sessions, shelter staff encouraged program guests to engage in frequent handwashing and effective mask-wearing. We also met regularly with shelter staff to provide training and answer any questions regarding recent updates occurring frequently at the time. Brochures (in English, Spanish and Polish) that were culturally representative and simple to read containing visuals and information on precautions against COVID-19 such as social distancing and frequent handwashing were also posted

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board,

  • How has asking for feedback from the people you serve changed your relationship?

    Asking our guests for feedback provided for a safe space for open discussion and ensuring that everyone had a voice/seat at the table.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback,


Franciscan Outreach

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The people, governance practices, and partners that make the organization tick.


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Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Franciscan Outreach

Board of directors
as of 12/16/2021
SOURCE: Self-reported by organization
Board co-chair

Mr. James Kramer

Vice President and Corporate Officer, McDonald’s Corporation (Retired)

Term: 2017 -

Board co-chair

Mr. Patrick O’Connor

Accountant, AT&T (Retired)

Term: 2017 -

Chris Seth

Universal Scientific Co Inc

Patrick O'Connor


Brett Galley

Renaissance Medical Group

Ed Shea

Order of Friars Minor

James Kramer

McDonald's Corporation

Patrick Nash

JP Morgan Capital Corporation

Kiara Davis


Christopher Cutrara

Cutrara Consulting

Jon Peck

Peck Hotel Consulting

Ralph Parthie

Order of Friars Minor

Michael Jennrich

Order of Friars Minor

Jerry Bleem

Order of Friars Minor

Margaret Scanlan Brown

Elizabeth Burke

Former General Manager, Green Zebra Restaurant, Chicago

Seth Ryan


Dennis Crowley

Executive Vice President, Hutchinson, Shockey, Erley & Co. (Retired)

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 7/8/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 07/08/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • 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 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.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • 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.