GOLD2024

Denver Community Ventures

Investing in Residents and Community

aka Friends of DHA   |   Denver, CO   |  https://friendsofdha.org
GuideStar Charity Check

Denver Community Ventures

EIN: 45-3714223


Mission

The mission of Friends of DHA is to promote self-sufficiency and independent living for low-income families and individuals through board leadership and fundraising.

Ruling year info

2013

Executive Director

Annie Hancock

Main address

1035 Osage St.

Denver, CO 80204 USA

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EIN

45-3714223

Subject area info

Job creation and workforce development

Public housing

Home ownership

Housing loss prevention

Tenants' organizations

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Population served info

Children and youth

Adults

Economically disadvantaged people

People with disabilities

Unemployed people

NTEE code info

Single Organization Support (L11)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms

Show Forms 990

Communication

Affiliations

See related organizations info

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The Friends of DHA mission is to develop and steward resources and partnerships to support DHA residents in community building, digital inclusion, youth development, healthy aging, and economic upward mobility. Friends of DHA supports initiatives that provide services and programs to DHA and low-income Denver Residents. Friends of DHA is integral in ensuring sustainability of DHA programming. The strategic plan was developed to help bridge gaps in existing funding to reduce barriers to sustaining programs.

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?

Economic Self-Sufficiency

Friends of DHA's economic self-sufficiency programs provide residents of public housing and Section 8, as well as low-income families of the Denver area, with resources and case management to become economically self-sufficient. Program services include education, employment, financial literacy training, and home ownership preparation.

Population(s) Served
Economically disadvantaged people
Unemployed people

Where we work

Affiliations & memberships

Charity Navigator 2024

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.

Friends of DHA, a 501(c)3 tax-exempt organization created by DHA to serve as a non-profit partner in
support of DHA and the residents they serve. Friends of DHA uses resources provided by business and
philanthropic partners to invest in results-oriented services and programs that create pathways for low-income families to maintain housing stability and pursue greater economic self-sufficiency,
independence, and other outcomes that enhance their quality of life. Friends of DHA supports the efforts
of DHA’s Resident and Community Connections (RCC) Department and provides self-sufficiency funding for programming for residents with two main goals:
• Help people move out of poverty and achieve economic independence.
• Provide services to help senior citizens and people with disabilities remain in their homes without
the need for assisted living.
The Friends of DHA strategic plan was drafted to support initiatives in the DHA strategic plan and bridge funding gaps in RCC’s existing programs. Each goal aims to meet the five core program areas of Friends of DHA, including community building, digital inclusion, youth, aging-in-place, and economic self-sufficiency. The Friends of DHA strategic plan was drafted with information compiled from RCC resident engagement efforts and is designed to support each of the strategic issues. These efforts include: the health and aging and education and employment surveys, initial needs assessments, resident council meetings and case management endeavors.

Friends of DHA is responsible for developing partnerships and establishing sustainable funding opportunities to support DHA residents in the following core focus areas:
• Community Building
o Increase resident engagement opportunities so residents can be informed about their community and DHA, advocate for their community, and develop leadership skills to organize programs and events that benefit their community.
• Digital Inclusion –
o Integrate broadband initiatives across DHA sites and track new internet access, digital training for residents and make affordable digital devices available for residents.
• Youth
o Provide academic and economic support to DHA youth and their families.
• Aging in Place –
o Provide support for aging-in-place older adults and people with disabilities through coordination of medical and dental services, transportation assistance, supplemental food assistance, social activities, and more.
• Economic Self Sufficiency –
o Provide programming that supports the efforts of families and individuals to move toward financial stability and independence, and in some cases homeownership.

The following strategic goals were developed to support the core focus areas.
• Goal # 1 – Fund and implement programs and staff to support DHA initiatives.
• Goal # 2 – Provide DHA residents with access to affordable WiFi and digital device options.
• Goal # 3 – Provide academic and economic support to DHA youth and their families.
• Goal # 4 – Provide programming and services for DHA older adults and adults living with
disabilities, that promotes a high quality of life and independent living.
• Goal # 5 – Provide programming and services to help residents achieve economic self-sufficiency.

For each core focus there is a goal/strategy/action led by Friends of DHA staff and supported by DHA Resident and Community staff. Goal markers identify priorities, metrics and quarterly status updates for each program area.

Core focus areas of the 5-year strategic plan's status markers are labeled as Not Started, In Progress, Ongoing, Completed, or Postponed.

Core Focus Community Building: all action steps are either Ongoing or Completed.
Core Focus Digital Inclusion: all action steps are either In Progress, Ongoing, or Completed.
Core Focus Youth Development: all action steps are either Not Started, In Progress, Ongoing, or Completed.
Core Focus Aging-In-Place/Healthy Living: all action steps are either In Progress, Ongoing, or Completed.
Core Focus Economic Self-Sufficiency: all action steps are either In Progress, Ongoing, Completed, or Postponed.

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.
  • 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

  • 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 aim to collect feedback from as many people we serve as possible, 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, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome

Financials

Denver Community Ventures
Fiscal year: Jan 01 - Dec 31
Financial documents
2022 Denver Community Ventures 2021 Friends of DHA
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

29.16

Average of 27.49 over 7 years

Months of cash in 2022 info

SOURCE: IRS Form 990

59.2

Average of 31.5 over 7 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

0%

Average of 0% over 7 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Denver Community Ventures

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Denver Community Ventures

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Denver Community Ventures

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Denver Community Ventures’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $76,146 $151,095 $147,843 $50,753 $206,215
As % of expenses 58.2% 185.7% 42.7% 18.5% 127.9%
Unrestricted surplus (deficit) after depreciation $76,146 $151,095 $147,843 $50,753 $206,215
As % of expenses 58.2% 185.7% 42.7% 18.5% 127.9%
Revenue composition info
Total revenue (unrestricted & restricted) $202,603 $224,986 $483,396 $440,730 $232,516
Total revenue, % change over prior year -41.4% 11.0% 114.9% -8.8% -47.2%
Program services revenue 30.4% 30.8% 28.9% 15.8% 30.9%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.4% 0.4% 0.6% 0.1% 0.4%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 69.1% 68.8% 70.5% 84.1% 68.8%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $130,736 $81,372 $345,857 $274,183 $161,261
Total expenses, % change over prior year -54.9% -37.8% 325.0% -20.7% -41.2%
Personnel 75.6% 63.6% 13.8% 0.0% 1.1%
Professional fees 1.6% 25.6% 13.0% 14.0% 12.4%
Occupancy 0.0% 0.0% 0.0% 0.0% 0.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 22.8% 10.8% 73.2% 86.0% 86.5%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $130,736 $81,372 $345,857 $274,183 $161,261
One month of savings $10,895 $6,781 $28,821 $22,849 $13,438
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $141,631 $88,153 $374,678 $297,032 $174,699

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 26.0 64.0 14.5 25.8 59.2
Months of cash and investments 26.0 64.0 14.5 25.8 59.2
Months of estimated liquid unrestricted net assets 23.0 59.3 19.1 26.3 60.0
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $283,451 $434,110 $417,849 $590,307 $795,761
Investments $0 $0 $0 $0 $0
Receivables $10,150 $4,200 $176,699 $172,150 $39,457
Gross land, buildings, equipment (LBE) $0 $0 $0 $0 $0
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 2.2% 1.7% 4.4% 3.8% 3.4%
Unrestricted net assets $250,744 $401,839 $549,682 $600,435 $806,650
Temporarily restricted net assets $36,541 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $36,541 $29,060 $18,756 $134,164 $0
Total net assets $287,285 $430,899 $568,438 $734,599 $806,650

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Executive Director

Annie Hancock

Annie Hancock currently serves as the DHA Director of Resident and Community Connections as well as the Executive Director role for the Friends of DHA. Before her role as Executive Director, Ms. Hancock held the role of Development and Communications Program Manager for the Real Estate Investment Department at DHA for two years and the role of DHA’s Health and Aging Programs Manager for four years, working directly in the community to enhance health and aging outcomes in the resident population. Ms. Hancock has experience in community outreach and engagement, program design, implementation, and evaluation, and communications. Ms. Hancock has a Master’s degree in Urban and Regional Planning from the University of Colorado, and a Master’s degree in Public Health from the Colorado School of Public Health

Number of employees

Source: IRS Form 990

Denver Community Ventures

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Denver Community Ventures

Board of directors
as of 02/29/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Guy Morissette

RSM US LLP

Term: 2021 - 2025


Board co-chair

Charles Gilford III

Amazon

Term: 2021 - 2025

Lauren Money

VACO

Anton Bengston

Zions Bancorporation

Michael Petrak

PrismXL Services Inc.

Christine Burbidge

S.B. Clark Companies

Emily Nifong Dixon

The Hertz Corporation

Dallas Gray

Ping ID

Tony Frank

PC's for People

Annie Hancock

Friends of DHA

Connie Kay Cox

DHA Resident Council Representative

Charles Gilford III

Amazon

Guy Morissette

RSM US LLP

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 ? No
  • 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? No