FAMILY PROMISE OF LAS VEGAS
EIN: 88-0352350
Mission
Helping families with children at risk for or experiencing homelessness in Clark County Nevada achieve sustainable housing and independence through a compassionate, community-based response.
Ruling year
1996
Executive Director
Ms. Terry Lindemann
Main address
PO Box 270128
Las Vegas, NV 89127 USA
Formerly known as
Interfaith Hospitality Network of Las Vegas
EIN
88-0352350
Parent education
Housing for the homeless
Transitional living
Rent and mortgage assistance
Homeless services
Population served
Children and youth
Families
Parents
Economically disadvantaged people
NTEE code
Other Housing Support Services (L80)
Housing Search Assistance (L30)
Housing Expense Reduction Support, Rent Assistance (L82)
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
What we aim to solve
Since 1996, Family Promise of Las Vegas (FPLV) works with homeless families with minor age children (to 19 years old) in Clark County Nevada to find employment and affordable housing to become stable members of the community.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Emergency Shelter Program
Families with minor age children are screened for placement in our motel shelter program. Applicants must be currently homeless, lack financial stability to provide a residence for their family. Family Promise of Las Vegas contracts with weekly motel operators for housing units. Families receive a full complement of support services to include case management targeted to job placement, connection to a variety of wraparound services, transportation assistance, weekly food deliveries and essential needs.
The Bridge Home Housing Program
Family Promise of Las Vegas master leases apartments for the purpose of transitioning families that need a short term stabilization plan to move forward to permanent housing. Families in this program are employed and agree to work with a case manager to save income and prepare to move to their own apartment. Families are usually in this program for 30 to 60 days.
Rental Assistance
Family Promise of Las Vegas receives funding from Clark County and the Emergency Food and Shelter Grants to cover eligible expenses for families in need of short term emergency assistance to prevent imminent eviction.
Just Neighbors Support Network
This program engages volunteers from our partner congregations, businesses and community groups to work with Family Promise of Las Vegas staff in supporting the needs of families in our shelter and housing programs. Activities include weekly meetings with assigned families and help with supplemental family needs such as food, clothing, household supplies.
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of families served in the preceding year.
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Economically disadvantaged people, Homeless people
Related Program
Emergency Shelter Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This metric describes family units, parents with minor children. This metric increased significantly during the 2020 pandemic but has shifted in 2022 with a decrease in pandemic funded programs.
Number of Facebook followers
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This measure is included as our agency works to grow its social media presence in the community. Our social media followers are growing as a result of utilizing a social media promotion firm.
Average length of stay (in days)
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Economically disadvantaged people, Homeless people
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Decreasing
Context Notes
Southern Nevada experienced significant job losses in 2020. Though employment opportunities have improved, limited affordable housing continues to challenge clients' average length of stay.
Number of participants who gain employment
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
In 2022 approximately 85% of clients served achieved the goal of employment at the time of exit from our programs.
Average number of service recipients per month
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Economically disadvantaged people, Homeless people
Related Program
Emergency Shelter Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
While the number of clients served increased significantly during 2020-2021, pandemic funded programs decreased in 2022.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn 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?
GOAL 1: FPLV provides services to homeless families with minor age children (under 19 years) to achieve economic stability and sustainable housing. This is accomplished through the Emergency Shelter Program, Bridge Home Housing Program and Just Neighbors Program. The Family Navigation Center is the central hub for intake assessment and case management. The goal of FPLV is to keep families together while providing shelter, meals, transportation and case management to transition from homelessness to stability as quickly as possible and remain stably housed after 1 year (and into the future). Most families are able to move into a stable housing situation in 30-60 days.
GOAL 2: FPLV is working to construct a new Family Navigation Center to better meet the needs of our community. The larger facility will include transitional housing units onsite to expand our housing capacity. It will also include classroom training space to expand Family Promise specific programs on financial literacy, good parenting and good tenancy practices, for families experiencing homelessness and at-risk of homelessness.
What are the organization's key strategies for making this happen?
GOAL 1: FPLV will grow funding sources to support the services required by homeless families to transition to stability, grow the network of community partners to support FPLV programs and housing assistance, and maintain case management for a minimum of one year for families once they are rehoused. FPLV will continue to collaborate with community services throughout southern NV to enhance efficiency and reduce unnecessary duplication of services.
GOAL 2: FPLV has title to 1.1 acre land parcel and raised 85% of the funds needed for a new Family Navigation Center. Work by our capital campaign continues. Grant awards are being finalized and a project manager has been hired. Groundbreaking is anticipated in Summer 2023.
What are the organization's capabilities for doing this?
GOAL 1: FPLV has an experienced program manager in place who will provide training to the new case manager and to volunteer instructors. Since 1996 FPLV has created a history of working in the southern NV community and engaging with governmental agencies, schools, nonprofits and other social service organizations to assure implementation of the goals that have been established.
GOAL 2: Since our inception in 1996 FPLV has demonstrated success in transitioning homeless families to stability. The success rate for families to achieve and remain stable has varied from 65-85% over this time - conditioned upon employment opportunities and housing availability.
GOAL 3: FPLV hired a professional fundraising firm to guide the capital campaign process. In addition FPLV has received support from the community in generating funding.
What have they accomplished so far and what's next?
GOAL 1: In 2020 the COVID pandemic required that FPLV alter our sheltering model to meet public health requirements. In addition to establishing motel sheltering, bridge housing and prevention services FPLV developed the Just Neighbors program to connect community groups to pair with client families for support and mentoring. Our Just Neighbors program now has 7 participating organizations.
GOAL 2: FPLV has increased its presence on social media and throughout the community to grow awareness and funding support. Due to space limitations the number of families served in the past year has remained relatively stable. Family stability has been impacted by the extremely limited number of affordable housing options now existing in southern NV.
GOAL 3: The capital campaign has generated a number of grant applications and funding contributions to the building campaign are increasing.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
45.73
Months of cash in 2022 info
7.9
Fringe rate in 2022 info
6%
Funding sources info
Assets & liabilities info
FAMILY PROMISE OF LAS VEGAS
Revenue & expensesFiscal Year: Sep 01 - Aug 31
SOURCE: IRS Form 990
FAMILY PROMISE OF LAS VEGAS
Balance sheetFiscal Year: Sep 01 - Aug 31
SOURCE: IRS Form 990
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: Sep 01 - Aug 31
SOURCE: IRS Form 990
This snapshot of FAMILY PROMISE OF LAS VEGAS’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 | $337 | -$9,015 | $264,764 | -$217,315 | $19,368 |
| As % of expenses | 0.1% | -1.5% | 26.4% | -17.5% | 1.8% |
| Unrestricted surplus (deficit) after depreciation | -$4,913 | -$10,951 | $263,155 | -$219,142 | $18,337 |
| As % of expenses | -0.9% | -1.8% | 26.2% | -17.6% | 1.7% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $514,017 | $616,105 | $1,275,914 | $1,454,657 | $1,432,632 |
| Total revenue, % change over prior year | 12.9% | 19.9% | 107.1% | 14.0% | -1.5% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 21.5% | 11.1% | 47.2% | 53.4% | 49.9% |
| All other grants and contributions | 78.5% | 88.9% | 55.0% | 46.6% | 50.1% |
| Other revenue | 0.0% | 0.0% | -2.2% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $513,680 | $607,818 | $1,003,491 | $1,244,706 | $1,078,398 |
| Total expenses, % change over prior year | 14.1% | 18.3% | 65.1% | 24.0% | -13.4% |
| Personnel | 41.8% | 38.8% | 32.0% | 26.8% | 31.6% |
| Professional fees | 13.3% | 20.2% | 4.4% | 6.7% | 8.5% |
| Occupancy | 3.7% | 3.0% | 2.5% | 2.3% | 1.7% |
| 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 | 41.2% | 38.0% | 61.1% | 64.2% | 58.1% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $518,930 | $609,754 | $1,005,100 | $1,246,533 | $1,079,429 |
| One month of savings | $42,807 | $50,652 | $83,624 | $103,726 | $89,867 |
| Debt principal payment | $0 | $0 | $0 | $46,100 | $0 |
| Fixed asset additions | $116,976 | $0 | $0 | $55,777 | $7,994 |
| Total full costs (estimated) | $678,713 | $660,406 | $1,088,724 | $1,452,136 | $1,177,290 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 2.0 | 2.0 | 3.9 | 4.3 | 7.9 |
| Months of cash and investments | 2.0 | 2.0 | 3.9 | 4.3 | 7.9 |
| Months of estimated liquid unrestricted net assets | 2.2 | 1.7 | 5.5 | 1.8 | 2.2 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $86,666 | $100,810 | $322,414 | $441,492 | $708,290 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $11,829 | $6,935 | $255,493 | $118,225 | $162,133 |
| Gross land, buildings, equipment (LBE) | $179,659 | $179,659 | $70,718 | $126,495 | $134,491 |
| Accumulated depreciation (as a % of LBE) | 33.3% | 34.4% | 89.7% | 51.6% | 49.3% |
| Liabilities (as a % of assets) | 2.9% | 3.3% | 16.4% | 7.7% | 1.6% |
| Unrestricted net assets | $212,880 | $201,929 | $465,084 | $245,942 | $264,279 |
| Temporarily restricted net assets | $0 | $17,302 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $17,302 | $24,961 | $331,171 | $666,036 |
| Total net assets | $212,880 | $219,231 | $490,045 | $577,113 | $930,315 |
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
Executive Director
Ms. Terry Lindemann
Retail Management Store Manager
Medical Office Administration
Community Advocate and Volunteer for Homeless Services
Number of employees
Source: IRS Form 990
FAMILY PROMISE OF LAS VEGAS
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
FAMILY PROMISE OF LAS VEGAS
Board of directorsas of 02/13/2023
Board of directors data
Mr. Brent Wood
WaFd Bank
Term: 2023 - 2024
Lisa Jones
Retired-NV State Health Div
Claudia Widhalm
The Crossing
Cindy Jensen
Retired-US District Court
Christopher Walther
Fennemore Craig Attorneys
Kyle Matias
KellerWilliams Realty
Anant Subramanian
Independent IT Specialist
Kristin Kiriu-Case
Mattnik Bookkeeping & Tax Services
Brent Wood
WaFd Bank
Steve Marlow
Retired-Hard Eight Trading
Curtis A Parker
ResortCom International
Terence Davis
Lexicon Bank
Andrew Chung
Davita
Lenny Chide
Credit One Bank
Board leadership practices
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
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
No data
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 04/21/2021GuideStar 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 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.
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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