Crossroads Safehouse
Working to create a community free of domestic violence.
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
1980
Executive Director
Ms. Lori Kempter
Main address
PO Box 993
Fort Collins, CO 80522 USA
EIN
84-0786145
Support groups
Legal services
Youth services
Domestic violence shelters
Housing services
Population served
Adults
Non-adult children
Victims of crime and abuse
NTEE code
Family Violence Shelters and Services (P43)
Children's and Youth Services (P30)
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
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
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
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.
Advocacy and Support Groups
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.
Youth Program
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.
Legal Advocacy
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.
Bringing Justice Home
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.
Domestic Abuse Response Team (DART)
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.
Bilingual Outreach
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.
Community Education and Training
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.
Road to Home Rapid Rehousing Program
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.
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
External reviews
Photos
Our results
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
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?
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.
What are the organization's key strategies for making this happen?
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.
What are the organization's capabilities for doing this?
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.
What have they accomplished so far and what's next?
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
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 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
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
3.25
Months of cash in 2021 info
2.7
Fringe rate in 2021 info
13%
Funding sources info
Assets & liabilities info
Crossroads Safehouse
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Crossroads Safehouse
Balance sheetFiscal Year: Jan 01 - Dec 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: Jan 01 - Dec 31
SOURCE: IRS Form 990
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.
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Business model indicators
| Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $29,070 | $95,028 | $7,505 | $334,703 | $160,416 |
| As % of expenses | 2.0% | 6.6% | 0.5% | 20.0% | 8.0% |
| Unrestricted surplus (deficit) after depreciation | -$103,102 | -$37,309 | -$126,473 | $198,512 | $24,030 |
| As % of expenses | -6.6% | -2.4% | -8.3% | 11.0% | 1.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,458,164 | $1,485,880 | $1,459,427 | $2,037,321 | $2,182,072 |
| Total revenue, % change over prior year | 15.9% | 1.9% | -1.8% | 39.6% | 7.1% |
| 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% | 0.1% | 0.0% | 0.0% |
| Government grants | 45.2% | 41.6% | 47.3% | 56.0% | 52.3% |
| All other grants and contributions | 54.8% | 58.4% | 52.7% | 44.0% | 47.7% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,440,898 | $1,447,831 | $1,393,728 | $1,669,922 | $2,001,459 |
| Total expenses, % change over prior year | 3.9% | 0.5% | -3.7% | 19.8% | 19.9% |
| Personnel | 69.7% | 70.5% | 67.8% | 72.1% | 69.8% |
| Professional fees | 7.5% | 4.7% | 7.9% | 3.8% | 2.5% |
| Occupancy | 5.5% | 5.7% | 6.6% | 9.4% | 7.3% |
| Interest | 0.5% | 0.3% | 0.1% | 0.1% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 16.9% | 18.9% | 17.6% | 14.5% | 20.4% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,573,070 | $1,580,168 | $1,527,706 | $1,806,113 | $2,137,845 |
| One month of savings | $120,075 | $120,653 | $116,144 | $139,160 | $166,788 |
| Debt principal payment | $0 | $148,000 | $0 | $75,000 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $1,693,145 | $1,848,821 | $1,643,850 | $2,020,273 | $2,304,633 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 1.6 | 0.6 | 1.6 | 2.7 | 2.7 |
| Months of cash and investments | 1.6 | 0.8 | 1.7 | 2.7 | 2.7 |
| Months of estimated liquid unrestricted net assets | 0.2 | 1.0 | 1.0 | 3.1 | 3.8 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $190,486 | $74,874 | $184,420 | $373,408 | $449,772 |
| Investments | $0 | $22,308 | $9,980 | $0 | $1,057 |
| Receivables | $151,044 | $92,217 | $154,892 | $261,226 | $372,125 |
| Gross land, buildings, equipment (LBE) | $5,748,714 | $5,697,144 | $5,709,892 | $5,732,692 | $5,741,992 |
| Accumulated depreciation (as a % of LBE) | 18.6% | 20.2% | 22.5% | 24.8% | 27.1% |
| Liabilities (as a % of assets) | 5.3% | 1.6% | 3.9% | 2.4% | 2.8% |
| Unrestricted net assets | $4,706,720 | $4,669,411 | $4,542,938 | $4,741,450 | $4,814,420 |
| Temporarily restricted net assets | $63,450 | $5,595 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $63,450 | $5,595 | $64,538 | $97,234 | $68,532 |
| Total net assets | $4,770,170 | $4,675,006 | $4,607,476 | $4,838,684 | $4,882,952 |
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
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 employeesSOURCE: IRS Form 990
Compensation data
Crossroads Safehouse
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Crossroads Safehouse
Board of directorsas of 04/25/2023
Board of directors data
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
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: 04/24/2023GuideStar 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 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.
- 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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