PLATINUM2023

Crossroads Safehouse

Working to create a community free of domestic violence.

Fort Collins, CO   |  www.crossroadssafehouse.org
GuideStar Charity Check

Crossroads Safehouse

EIN: 84-0786145


Mission

Crossroads Safehouse shelters, supports, advocates for, and empowers all people so we can live free of domestic violence and interpsonal abuse.

Ruling year info

1980

Executive Director

Ms. Lori Kempter

Main address

PO Box 993

Fort Collins, CO 80522 USA

Show more contact info

EIN

84-0786145

Subject area info

Support groups

Legal services

Youth services

Domestic violence shelters

Housing services

Population served info

Adults

Non-adult children

Victims of crime and abuse

NTEE code info

Family Violence Shelters and Services (P43)

Children's and Youth Services (P30)

What we aim to solve

SOURCE: Self-reported by organization

As the only full-service agency in Larimer County exclusively serving victims of domestic violence, Crossroads' services are vital to the health of this community. Domestic violence accounts for 15% of all violent crime, and 1 in 3 women and 1 in 4 men will become victims in their lifetimes. As a result of their abuse, many of these victims have been cut off from their support network of family members and friends. Their access to financial resources is often limited by their abuser, and those looking to escape this situation are faced with the impossible choice between homelessness and returning to an unsafe home environment. Each year, hundreds of victims and their children turn to Crossroads when they need a safe place to stay.

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?

Emergency Shelter

Our emergency shelter provides safety to domestic violence victims and their children and acts as the foundation for all other programs and services available to those in need.

Crossroads' shelter is a 29,000 square foot facility with a state-of-the-art security system that houses all programs and services as well as residents and staff. Crossroads can provide housing for 32 families (up to 104 beds) available to domestic violence victims and their children for up to eight weeks. Crossroads is open 24/7/365 and provides all programs and services to victims and their families at no cost regardless of age, gender, race, ethnicity, income level, religion, or sexual orientation.

Crossroads' emergency shelter provides more than just safety and shelter to victims and their families. We strive to break barriers victims may face and encourage them to seek help through our comprehensive services that are victim centered.

Population(s) Served
Adults
Non-adult children

Advocacy: Both victims and their children receive an advocate upon entering the safehouse through our Family Advocacy model. An advocate is available 24/7 at Crossroads to deliver services and support to both residents and non-residents. Our highly trained, compassionate advocates walk side by side with victims and their families through their journey and assist them with safety planning, navigating available resources and play a vital role in helping them move towards permanent safety.

Support Groups and Therapy: Weekly support groups are available to both residents and non-residents as well as free counseling services to ensure the emotional and psychological well-being of those we serve.

Population(s) Served
Adults
Non-adult children

The Youth Program at Crossroads Safehouse provides crisis intervention, safety, and personal advocacy for children who are secondary victims of domestic violence. The agency works across generations to mitigate the effects of trauma and enable families to move forward. Crossroads utilizes a trauma-informed, strengths-based advocacy model that is short-term and empowers each family member to reach their goals. Youth victim services are available to both residential and non-residential (Outreach Program) clients. Programs include:
• Group therapy, including music, art and animal therapy
• "Time to Play" group allows children to enjoy the playroom and playground
• "Hands Are Not for Hitting" education and prevention curriculum
• Age-appropriate individual advocacy
• Family advocacy for parenting support
• Access to resources such as tutors, child therapy, and family case workers
Each part of the Youth Program is designed to give kids the 1-on-1 attention their parents may be unable to provide as they heal from trauma and prepare to take their next steps. Even during the simplest interactions, Youth and Family Advocates provide children with gentle instructions for the development of skills such as sharing, conflict resolution, and healthy communication. These tools are essential as families move through the long-term process of rebuilding their lives without violence.

Crossroads also facilitates a youth education and prevention program called "Time to Talk" in Poudre School District high schools. This program is based on a peer-education model and aims to reduce domestic violence and increase awareness. Trained youth advocates facilitate eight "Peer Trainer" education sessions each year for up to 50 junior and senior high school students. These students spend seven hours in each training session learning about domestic violence and the red flags of unhealthy relationships. After the training, these Peer Trainers present the information to younger students during health classes. Each of these presentations is attended by a qualified volunteer or staff member to answer more difficult questions that may arise, but sessions are led by Peer Trainers.

Population(s) Served
Non-adult children

Our legal advocates can help victims navigate the legal system, identify their rights, attend bond hearings on their behalf, and help victims regain their independence and move towards permanent safety through the criminal justice system.

Population(s) Served
Adults

Bringing Justice Home is a separate program of Crossroads Safehouse that assists eligible domestic violence, sexual assault, dating violence and stalking survivors by providing no-cost bilingual legal representation in a wide range of legal matters including, but not limited to, civil protection orders, divorce, and custody cases. BJH directly serves Larimer and Weld counties and supports Routt, Grand, Jackson, and Moffat counties.

Population(s) Served
Adults

The Domestic Abuse Response Team (DART) is a team of volunteers who respond 24 hours a day, seven days a week to scenes of domestic violence at the request of law enforcement agencies or medical facilities. These victim advocates provide immediate, on-scene advocacy, referrals to resources, support, court information, and connections to other Crossroads programs. Victims served by DART advocates are contacted by a legal advocate on the following day, providing additional support and information about the court process. DART advocates are on-call 24 hours a day, 7 days a week.

Population(s) Served
Adults

Individual advocacy, support, education and referrals are provided to the Spanish-speaking community. Spanish support groups are available each week with childcare provided. Our bilingual advocates can provide one-on-one support to Spanish-speaking victims.

Population(s) Served
Adults
Non-adult children

Staff and volunteers work throughout the year to provide information about domestic violence issues to community organizations, businesses, government agencies, schools, etc. Quarterly community trainings are hosted at Crossroads, as well.

Population(s) Served
Adults

Road to Home (RTH) will provide transitional housing and other supportive services to homeless victims of domestic violence, dating violence, sexual assault, and stalking. Project partners for this grant include the Northern Colorado Coordinated Assessment and Housing Placement System (CAHPS), Sexual Assault Victim Advocate Center, Northern Colorado Health Network, Connections, Free Our Girls, Project Self-Sufficiency, and the City of Fort Collins Social Sustainability Department.

Population(s) Served
Adults

Where we work

Awards

Spirit of Giving Award 2010

United Way of Larimer County

Volunteer of the Year Award 2010

United Way of Larimer County

Soul of the City Award 2009

Fort Collins Housing Authority

Exemplary Organization Award 2008

Colorado Coalition Against Domestic Violence

Housing Colorado 2012

Eagle Award

Affiliations & memberships

National Network to End Domestic Violence 1996

National Coalition Against Domestic Violence 2004

United Way Member Agency 1996

Chamber of Commerce 2012

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of unduplicated clients served in a calendar year

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Men and boys, LGBTQ people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Ultimately success for us is both increasing our education and prevention efforts and decreasing the need for our crisis intervention services.

Percentage of clients who feel more confident in their ability to plan for their own and their family’s safety as a result of their experience at Crossroads

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Percentage of clients who know more about available community resources as a result of their experience at Crossroads

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

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.

The primary purpose of the organization is to meet the immediate basic needs of domestic violence victims and their children through services that address safety, options and stability, including emergency shelter, food/clothing, crisis intervention, and advocacy/case management for adults and children. Once these immediate needs have been met, Crossroads extends its network of wrap-around supportive services to move victims and their children toward permanent safety and self-sufficiency. Additionally, Crossroads' secondary focus is on community outreach, prevention and education, as well as building partnerships with other area agencies for client referrals and collaborative trainings.

Crossroads' advocacy model allows direct-service advocates to identify clients' immediate needs and provide crisis intervention; information; counseling; advocacy; and referrals to broader-scope services in the community. The agency provides best-practice services that are victim-centered, trauma-informed and designed to move these individuals from crisis to stability, thereby enhancing the social and emotional wellbeing of victims and their children.

Crossroads Safehouse has supported victims in Larimer County and beyond for more than 39 years. The agency has served over 100,000 individuals since opening, and has remained on the cutting edge of best practices for victim care and community prevention and education. Other area agencies often request domestic violence training from Crossroads, establishing the organization as a community leader in serving victims of domestic violence and their children.

Crossroads continually seeks to address the demand for services by promoting the agency's visibility in the community and improving access to its services. The organization recently extended the maximum shelter stay from six to eight weeks in order to address the lack of affordable housing in the local community, which has led to a significant increase in the average length of stay for individuals and families in the shelter. Additionally, the Bilingual Outreach Program was expanded to better reach the Latino population in Larimer County by providing a safe place for men and women to learn more about domestic violence and share their own experiences in a culturally-sensitive environment, without fear of recognition or retaliation by their partners. The Volunteer Program was recently restructured as well, expanding recruitment efforts and increasing the number of training sessions from three times per year to seven. These efforts have been extremely successful, more than quadrupling the number of direct-service volunteers and dramatically boosting participation in non-direct service roles. The increased hours contributed by new volunteers have resulted in improved services, increased productivity, and improved client/advocate relationships, which enables Crossroads to run with minimal staff while maintaining quality of service.
Moving forward, Crossroads will continue these efforts by supporting victims and their children with life-saving and life-changing services, as well as by facilitating community prevention and education programs.

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 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 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time

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

0.90

Average of 1.82 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

1.8

Average of 1.9 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

13%

Average of 15% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Crossroads Safehouse

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Crossroads Safehouse

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

Crossroads Safehouse

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Crossroads Safehouse’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.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $95,028 $7,505 $334,703 $160,416 -$346,929
As % of expenses 6.6% 0.5% 20.0% 8.0% -14.9%
Unrestricted surplus (deficit) after depreciation -$37,309 -$126,473 $198,512 $24,030 -$483,164
As % of expenses -2.4% -8.3% 11.0% 1.1% -19.6%
Revenue composition info
Total revenue (unrestricted & restricted) $1,485,880 $1,459,427 $2,037,321 $2,182,072 $1,936,953
Total revenue, % change over prior year 1.9% -1.8% 39.6% 7.1% -11.2%
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% 0.1% 0.0% 0.0% 0.1%
Government grants 41.6% 47.3% 56.0% 52.3% 60.1%
All other grants and contributions 58.4% 52.7% 44.0% 47.7% 39.9%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $1,447,831 $1,393,728 $1,669,922 $2,001,459 $2,325,993
Total expenses, % change over prior year 0.5% -3.7% 19.8% 19.9% 16.2%
Personnel 70.5% 67.8% 72.1% 69.8% 61.6%
Professional fees 4.7% 7.9% 3.8% 2.5% 2.5%
Occupancy 5.7% 6.6% 9.4% 7.3% 19.1%
Interest 0.3% 0.1% 0.1% 0.0% 0.2%
Pass-through 0.0% 0.0% 0.0% 0.0% 8.1%
All other expenses 18.9% 17.6% 14.5% 20.4% 8.5%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,580,168 $1,527,706 $1,806,113 $2,137,845 $2,462,228
One month of savings $120,653 $116,144 $139,160 $166,788 $193,833
Debt principal payment $148,000 $0 $75,000 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $1,848,821 $1,643,850 $2,020,273 $2,304,633 $2,656,061

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 0.6 1.6 2.7 2.7 1.8
Months of cash and investments 0.8 1.7 2.7 2.7 1.9
Months of estimated liquid unrestricted net assets 1.0 1.0 3.1 3.8 2.9
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $74,874 $184,420 $373,408 $449,772 $348,880
Investments $22,308 $9,980 $0 $1,057 $24,324
Receivables $92,217 $154,892 $261,226 $372,125 $333,709
Gross land, buildings, equipment (LBE) $5,697,144 $5,709,892 $5,732,692 $5,741,992 $5,540,683
Accumulated depreciation (as a % of LBE) 20.2% 22.5% 24.8% 27.1% 26.9%
Liabilities (as a % of assets) 1.6% 3.9% 2.4% 2.8% 8.7%
Unrestricted net assets $4,669,411 $4,542,938 $4,741,450 $4,814,420 $4,331,256
Temporarily restricted net assets $5,595 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 $5,595 $64,538 $97,234 $68,532 $24,456
Total net assets $4,675,006 $4,607,476 $4,838,684 $4,882,952 $4,355,712

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
Form 1023/1024 is not available for this organization

Executive Director

Ms. Lori Kempter

Lisa Poppaw previously served as the executive director of ChildSafe, an outpatient treatment facility that provides therapy for victims of child abuse, primarily child sexual abuse. Before that, she was the Northern Colorado Regional Director for Manufacturer's Edge, a company that connects manufacturers with technical assistance, training, and support. Lisa also served two terms on the Fort Collins City Council, was the Chair of the Poudre Fire Authority board of directors, a member of the Legislative Review Committee, and a member of the Ethics Review Board for the City. As the executive director, Lisa uses her past experience to provide direction, leadership, and creative vision to maintain and expand the organization’s many services.

Number of employees

Source: IRS Form 990

Crossroads Safehouse

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

Crossroads Safehouse

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Crossroads Safehouse

Board of directors
as of 06/07/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Lorenda Volker

Larimer County

Term: 2019 - 2023

Keely Mendicino

Krafts Kurbing

Angie Penland

First National Bank

Alita King

Deputy District Attorney

Tracy Katz

First National Bank

Dawn Susa

A-Train Marketing

Jesse Ihnen

Larimer County Sheriff's Office, Investigator

Heather Matz

The Group, Inc.

Katie Nixon

UCHealth

Kelli Pryor

Continuum of Care

Liz Smokowski

Woodward, Inc.

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? No

Organizational demographics

SOURCE: Self-reported; last updated 4/25/2023

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
White/Caucasian/European
Gender identity
Female

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 04/24/2023

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

Data
  • 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.
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.
There are no contractors recorded for this organization.

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser