Family House, Inc.
Keeping Families Together
Family House, Inc.
EIN: 94-2722663
as of November 2023
as of November 13, 2023
Mission
Family House serves as a home away from home for families of children with cancer and other life-threatening illnesses by providing physical comfort and emotional support, free from financial concerns.
Ruling year
1981
CEO
Ms. Alexandra E Morgan
Main address
540 Mission Bay Blvd. North
San Francisco, CA 94158 USA
EIN
94-2722663
Family services
Youth services
Housing services
Temporary accomodations
Population served
Children and youth
Adults
Low-income people
NTEE code
Other Housing Support Services (L80)
Children's and Youth Services (P30)
Other Housing Support Services (L80)
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
Communication
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
When a child is diagnosed with cancer or other serious illness, it turns a family’s life upside down. Often a child who receives a life-threatening diagnosis requires specialized treatment only available at major medical facilities that may be far away from home. And for many parents, the additional costs of staying at a hotel or motel for the days, weeks or months their child may require hospitalization is well beyond their financial means. By providing cost-free temporary housing, Family House is able to relieve some of these financial burdens so families can focus on their child’s healing. But Family House is more than just a place to stay – it’s a home away from home, and a supportive community of people who are dedicated to providing a caring environment for the entire family while their child is undergoing treatment.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Housing Families - Family House's Mission
Family House provides free, temporary housing and support services to up to 80 families per night whose children are being treated for a critical illness at UCSF Benioff Children’s Hospital. Our goal is to alleviate some of the daily emotional and financial strains families are experiencing so they can focus on healing their child. All our family services are provided 100% free of charge.
Where we work
Affiliations & memberships
Healthcare Hospitality Network Certified House 2022
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of room nights provided annually for families with a critically ill child
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, People with diseases and illnesses
Related Program
Housing Families - Family House's Mission
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
All families are referred by UCSF’s social workers who screen patient families by diagnosis (cancer is a priority); distance from San Francisco (at least 50 mi. away); and economic need.
Number of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, People with diseases and illnesses
Related Program
Housing Families - Family House's Mission
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
COVID-19 has impacted our occupancy levels since 2020. We anticipate we will get back to pre-pandemic levels soon, but we must remain vigilant for the safety of the sick children we serve.
Average length of stay (in days)
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, People with diseases and illnesses
Related Program
Housing Families - Family House's Mission
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Families can stay as long or as often as they need while their child is undergoing treatment.
Number of volunteers
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, People with diseases and illnesses
Related Program
Housing Families - Family House's Mission
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
We look forward to being able to welcome in-person volunteers as COVID-19 protocols allow us to. We are grateful for all the virtual volunteers who help us in the meantime!
Hours of volunteer service
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, People with diseases and illnesses
Related Program
Housing Families - Family House's Mission
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Founded in 1981, the mission of Family House is to serve as a home away from home for families of children with cancer and other life-threatening illnesses by providing physical comfort and emotional support free from financial concerns. We provide cost-free, temporary housing to families whose children are being treated at UCSF Benioff Children’s Hospital. All families are referred to Family House by UCSF’s pediatric social workers who prescreen patient families by diagnosis (cancer is priority); distance from San Francisco (must live at least 50 miles away); and economic disadvantage/inability to afford local accommodations.
We are open 365 days per year, 24 hours a day and can serve up to 80 families per night (approximately 240 individual guests). Since moving into our Mission Bay location in 2016, we have operated at near maximum capacity on a nightly basis.
What are the organization's key strategies for making this happen?
Family House has - and will continue to - cultivate and engage a broad cross section of donors and supporters from the greater bay area and beyond (including individuals, corporations and foundations) to fund the general operations of the organization. We also leverage the resources of more than 3,000 strategic partners and volunteers annually who play a pivotal role at Family House, assisting our small staff in providing a safe and comfortable home for families in crisis. (Our volunteer to staff ratio is 100 to 1.) Harnessing the power of volunteers allows us to extend the value of each dollar donated, but more important than the financial value is the impact on the quality of life for families. In a recent survey, 81% of guest families reported that the services provided by volunteers had a direct and positive impact on their family during their stay.
What are the organization's capabilities for doing this?
Family House has a strong team of dedicated staff, board and volunteers who have a track record of not only reaching but exceeding budgetary and programmatic goals.
What have they accomplished so far and what's next?
Our occupancy rate averages 90% each night (80 rooms/approx.240 guests per night capacity). In addition to free housing we provided the following necessities and amenities that aim to keep families healthy and strong:
• Weekday breakfast program every morning for all families
• Dinners provided by volunteer groups 3-4 nights per week
• Eight food pantries kept stocked so parents may cook their own meals at no cost
• Donated clothing, diapers, and baby food provided year-round
• Support groups and music therapy sessions
• Private consultations with trained social workers
To help alleviate stress, more than 3,000 volunteers annually help provide uplifting experiences for parents, patients and siblings alike to enrich the quality of life during their stay:
• Fozzy's Toy Room so every child get a new toy upon check-in
• Weekly crafts and activities
• Holiday celebrations
• Celebrity visits
• Cookie and story time readings
• Therapy dog visits
• Popcorn and a movie every Friday night
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, 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 act on the feedback we receive
-
What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, We ask for feedback when a family leaves, some families stay for months so theirs may be delayed
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
4.52
Months of cash in 2021 info
7.9
Fringe rate in 2021 info
25%
Funding sources info
Assets & liabilities info
Financial data
Family House, Inc.
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Family House, Inc.’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 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $1,322,211 | $2,200,530 | -$96,031 | $2,619,340 | -$459,518 |
| As % of expenses | 39.0% | 56.1% | -2.0% | 48.6% | -8.7% |
| Unrestricted surplus (deficit) after depreciation | $1,211,437 | $1,999,125 | -$387,435 | $2,319,449 | -$755,267 |
| As % of expenses | 34.6% | 48.5% | -7.5% | 40.7% | -13.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $5,775,150 | $5,222,945 | $6,915,425 | $7,815,205 | $8,472,433 |
| Total revenue, % change over prior year | -14.5% | -9.6% | 32.4% | 13.0% | 8.4% |
| Program services revenue | 6.5% | 15.0% | 18.3% | 16.9% | 14.5% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.4% | 0.4% | 0.2% | 0.2% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 8.9% |
| All other grants and contributions | 93.4% | 84.6% | 81.3% | 82.9% | 76.4% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $3,393,274 | $3,922,011 | $4,889,464 | $5,393,266 | $5,292,738 |
| Total expenses, % change over prior year | -45.1% | 15.6% | 24.7% | 10.3% | -1.9% |
| Personnel | 50.6% | 53.7% | 53.0% | 53.6% | 51.4% |
| Professional fees | 7.9% | 8.9% | 9.8% | 9.4% | 13.5% |
| Occupancy | 3.3% | 2.8% | 2.2% | 2.0% | 2.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
| Pass-through | 8.3% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 30.0% | 34.7% | 35.0% | 35.0% | 32.9% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $3,504,048 | $4,123,416 | $5,180,868 | $5,693,157 | $5,588,487 |
| One month of savings | $282,773 | $326,834 | $407,455 | $449,439 | $441,062 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $2,892,809 | $0 | $0 | $0 |
| Total full costs (estimated) | $3,786,821 | $7,343,059 | $5,588,323 | $6,142,596 | $6,029,549 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 6.0 | 6.2 | 4.4 | 8.8 | 7.9 |
| Months of cash and investments | 6.7 | 6.2 | 4.4 | 8.8 | 7.9 |
| Months of estimated liquid unrestricted net assets | 8.3 | 5.0 | 3.8 | 9.1 | 8.1 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $1,700,426 | $2,018,449 | $1,798,822 | $3,945,700 | $3,500,271 |
| Investments | $200,000 | $0 | $0 | $0 | $0 |
| Receivables | $50,000 | $262,139 | $1,062,680 | $743,159 | $741,246 |
| Gross land, buildings, equipment (LBE) | $4,702,738 | $7,595,547 | $7,595,547 | $7,658,328 | $7,674,200 |
| Accumulated depreciation (as a % of LBE) | 39.9% | 27.3% | 31.2% | 34.3% | 38.1% |
| Liabilities (as a % of assets) | 3.9% | 7.7% | 5.7% | 9.0% | 8.4% |
| Unrestricted net assets | $5,167,169 | $7,166,294 | $6,778,859 | $9,098,308 | $8,343,041 |
| Temporarily restricted net assets | $915,294 | $58,083 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $915,294 | $58,083 | $1,072,931 | $0 | $130,000 |
| Total net assets | $6,082,463 | $7,224,377 | $7,851,790 | $9,098,308 | $8,473,041 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Ms. Alexandra E Morgan
Native of San Francisco, Alexandra received a Master's degree in Non-Profit Management from USF. Prior to joining the staff of Family House, she held administrative and development positions at the Fine Arts Museums of San Francisco and the Asian Art Museum; was Associate Director of Summerbridge National; and served as Director of Campaigns at Golden Gate University. She formerly served on the Board of Directors at Grace Cathedral, and on USF's Institute for Non-Profit Management's Advisory Board, among others. She currently serves on the Advisory Board of the Leo T. McCarthy Center for Public Service and the Common Good at USF.
Number of employees
Source: IRS Form 990
Family House, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Family House, Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Family House, Inc.
Board of directorsas of 10/27/2023
Board of directors data
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Adrienne Bavar
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Josh Bazinet
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John Beaven
Golden State Warriors
Michele Brasch
Law Office of Michele Brasch
Sloane Conway
Matt Cook
UCSF Benioff Children's Hospitals
Jessica Finkelstein
Sara Agah Franti
Do It For The Love Foundation
Linda Goldfarb
Anomaly Vineyards
Steve Goldfarb
Anomaly Vineyards
Nancy Grand
Michelle Hermiston
UCSF Department of Pediatrics
Mark Jones
MAJO Consulting LLC
Jim Kauffman
Marriott Hotels (retired)
Kevin Keenley
Fundamental Capital LLC
Todd Kovacevich
Deloitte Consulting LLP
John Kugler
Nibbi Brothers General Contractors
Deborah Kurtin
Hanmin Lee
UCSF Benioff Children's Hospital
Scott MIller
Mizuho
Mark Orsi
Orsi Family Vineyards
Mark Petri
Plastikon Industries
Clare Rubey
Meta
Randi Saffian
Jill Thompson
UCSF School of Medicine
Kathleen Toney
Tara Voorhis
Collin Williams
Highline Sciences
Selina Tobaccowala
Openfit
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 06/29/2022GuideStar 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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 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.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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- Letter of Determination
- Officer and/or Employee data for 2021, 2020, 2019, 2018, 2017
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