Safehouse Progressive Alliance for Nonviolence Inc.

Boulder, CO   |
GuideStar Charity Check

Safehouse Progressive Alliance for Nonviolence Inc.

EIN: 74-2145368


Safehouse Progressive Alliance for Nonviolence (SPAN) is a human rights organization committed to ending violence against adults, youth and children through support, advocacy, education and community organizing. Our vision is a just and equitable world for all individuals  and their their families.

Ruling year info


Executive Director

Ms. Anne Tapp

Main address

835 North St

Boulder, CO 80304 USA

Show more contact info

Formerly known as

Boulder County Safehouse



Subject area info

Domestic violence


Domestic violence shelters

Population served info

Children and youth

Women and girls


Victims and oppressed people

Victims of crime and abuse

NTEE code info

Family Violence Shelters and Services (P43)

Spouse Abuse, Prevention of (I71)

Civil Rights, Advocacy for Specific Groups (R20)

What we aim to solve

SOURCE: Self-reported by organization

Domestic violence is at epidemic rates nationally and in our community. Each year an average of 1,800 domestic violence reports are filed in Boulder County. This is six cases per 1,000 inhabitants, compared to the national rate of 2.3 . If FBI estimates are correct and only 1 in 10 cases is reported, 18,000 cases of domestic violence warranting police intervention occurred in Boulder County last year alone. This equals nearly 50 cases every day of the year. Without effective support and advocacy, without a comprehensive continuum of services designed to address barriers to long term stability and self-sufficiency, domestic violence survivors continue to be at risk of further victimization. Nearly one-third of the victims involved in a Boulder County law enforcement domestic violence case each year have been victims in a previous domestic violence offense. In addition to the harm experienced by adult survivors, the impact of domestic violence on children can be devastating.

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?

SPAN Training & Community Education Program

The Training and Community Education Program focuses on early intervention, prevention, and social change. Students, kindergarten through 12th grade, are prepared to recognize signs and causes of violence and to integrate violence-prevention strategies into their peer relationships, families, and community. Community-wide and targeted trainings inform area residents about abuse, challenge personal and organizational beliefs that perpetuate interpersonal violence, and promote equity and social justice.

Population(s) Served
Victims and oppressed people

The SPAN Emergency Shelter Program is a 27-bed residential facility and 24-hour crisis line service providing crisis intervention, safe shelter, food, and clothing to individuals seeking refuge from an abusive relationshiinformation, and counseling assist each family to establish a safety and post-shelter plan that meets their individual needs and begin to heal from the abuse.

Population(s) Served
Victims and oppressed people

The SPAN Advocacy Program provides crisis intervention and ongoing advocacy for victims of interpersonal violence involved with law enforcement and the justice system. Victim Advocates offer crisis support immediately following law enforcement intervention. Legal Advocates assist victims in obtaining protection orders and addressing legal issues related to their experience of violence (including divorce, child custody, and immigration matters), and provide training for prosecutors, judges, and police.

Population(s) Served
Victims and oppressed people

The Outreach Counseling Program addresses a broad continuum of needs, from early intervention to long-term support toward self-sufficiency. Individual and group counseling are offered in English and Spanish in Boulder, Lafayette, and at various community-based locations throughout Boulder County. Population-specific services are available for immigrant and Spanish-speaking victims, elder victims of abuse, and victims of same sex relationship violence.

Population(s) Served
Victims and oppressed people

The SPAN Transitional Services Program works closely with other community and government agencies to provide long-term, comprehensive support for women and their children as they work toward emotional and economic self-sufficiency. Services are provided for a two-year period and include access to affordable housing, long-term case management, and skill-building classes focused on education, careers, job search skills, financial literacy, parenting, and nutrition.

Population(s) Served
Victims and oppressed people

Where we work


NOVA Award 1999

Community Foundation Serving Boulder County

Women Who Light Up the Community 2003

Boulder Chamber of Commerce

Organization of the Year 2011

Boulder Business & Professional Women's Organization

IQ Award Winner- Nonprofit Innovation Category 2011

Boulder County Business Report

Semi-Finalist Torch Award for Excellence 2013

Better Business Bureau - Denver/Boulder

Affiliations & memberships

National Network to End Domestic Violence 2008

American Humane Association 2000

Affiliate/Chapter of National Organization (i.e. Girl Scouts of the USA, American Red Cross, etc.) - Affiliate/chapter 1983

National Coalition Against Domestic Violence 1997

Violence Free Colorado 2020

Colorado Coalition Against Sexual Assault 2020

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.

There is a persistent perception in the community that domestic violence is a crisis in the lives of survivors, a short term problem that can be addressed through short term solutions like shelter and law enforcement/legal interventions. While emergency shelter and crisis intervention are critical services to the community, stopping the immediate cycle of violence and keeping people safe, survivors also face chronic impediments that require a long term commitment and systemic change. SPAN’s Emergency Shelter and crisis intervention services save lives, particularly as we see a sharp increase in the number of high-risk perpetrators shelter residents are fleeing in recent years. But it is our profound commitment to providing a comprehensive continuum of long-term holistic programming that offers both survivors and the community the best Return on Investment (ROI) in terms of positive outcomes and the prevention of future violence.

SPAN’s strategic goals for 2019 are: 1. Provide meaningful and effective support and resources to adults, children and youth impacted by interpersonal violence, including crisis intervention and emergency shelter, and the longer, deeper, broader services needed for clients to become self-sufficient and stable. 2. Increase and diversify the organization’s capacity to provide the intensive case management and integrated resource facilitation that individuals traumatized by violence need to address the logistical barriers to self-sufficiency. 3. Strive for organizational excellence. Address fundamental financial, administrative, and infrastructure issues that impact both the organization’s ability to meet the compelling and complicated needs of clients and its long term financial well-being and sustainability.

SPAN began providing services in 1979. Today a staff of 39 provide immediate crisis intervention and safe, confidential shelter to survivors of interpersonal violence. SPAN also offers a comprehensive continuum of services that foster the self-sufficiency, emotional healing, and stability that survivors and their children need to transcend chronic cycles of abuse. SPAN promotes nonviolence and social justice through violence prevention education, specialized community trainings, and anti-violence/anti-oppression coalition building.

A highly skilled and diverse staff provides trauma- informed services to more than 2,100 adult and child victims annually through SPAN’s direct service programs and reaches another 10,000 students and community members with violence prevention resources. 60% of SPAN staff is bilingual, 45% hold masters’ degrees, and 56% have worked in victim services for 5+ years (16% for 15 years or more).

In 2018 SPAN touched more than 10,900 lives, including responding to 8,865 crisis hotline calls, providing emergency shelter to 246 adults and 95 children, supporting 675 individuals with crisis intervention and legal advocacy, supporting 718 adults and children with counseling services, and providing intensive transitional services including housing support to 310 individuals and families. Overall, 96% of people receiving SPAN’s services in 2018 reported an improvement in safety and stability. At SPAN’s Emergency Shelter, 91% of adult shelter residents reported enhanced strategies for safety and increased knowledge of resources as a result of their time in shelter. 96% of SPAN's counseling clients reported better strategies for safety and reduced isolation and emotional distress. In 83% of cases where SPAN’s Advocacy Program provided support during the process of applying for a protection order, the survivor reported a successful outcome from the courts.

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?

    We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection


Safehouse Progressive Alliance for Nonviolence Inc.
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

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

Liquidity in 2021 info

SOURCE: IRS Form 990


Average of 20.54 over 10 years

Months of cash in 2021 info

SOURCE: IRS Form 990


Average of 2.6 over 10 years

Fringe rate in 2021 info

SOURCE: IRS Form 990


Average of 13% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Safehouse Progressive Alliance for Nonviolence Inc.

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Safehouse Progressive Alliance for Nonviolence Inc.

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

Safehouse Progressive Alliance for Nonviolence Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Safehouse Progressive Alliance for Nonviolence 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 $412,717 $22,872 $89,923 $1,230,374 $645,116
As % of expenses 24.4% 1.2% 4.2% 55.5% 27.5%
Unrestricted surplus (deficit) after depreciation $320,356 -$73,183 -$6,372 $1,127,505 $539,906
As % of expenses 17.9% -3.6% -0.3% 48.6% 22.0%
Revenue composition info
Total revenue (unrestricted & restricted) $2,083,229 $1,976,644 $2,145,490 $3,314,311 $3,071,353
Total revenue, % change over prior year 33.8% -5.1% 8.5% 54.5% -7.3%
Program services revenue 1.3% 1.1% 0.9% 0.4% 0.5%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 1.2% 1.5% 0.1% 1.0% 2.6%
Government grants 54.3% 64.1% 67.7% 59.5% 61.0%
All other grants and contributions 42.9% 33.2% 29.8% 36.5% 35.0%
Other revenue 0.3% 0.0% 1.6% 2.6% 0.9%
Expense composition info
Total expenses before depreciation $1,694,566 $1,933,904 $2,124,597 $2,216,600 $2,344,899
Total expenses, % change over prior year 14.6% 14.1% 9.9% 4.3% 5.8%
Personnel 79.4% 76.4% 76.1% 69.7% 75.5%
Professional fees 4.7% 6.3% 6.8% 6.4% 6.1%
Occupancy 1.4% 1.1% 1.0% 1.0% 1.1%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 2.9% 5.8% 5.9% 8.1% 7.7%
All other expenses 11.6% 10.4% 10.1% 14.8% 9.7%
Full cost components (estimated) info 2017 2018 2019 2020 2021
Total expenses (after depreciation) $1,786,927 $2,029,959 $2,220,892 $2,319,469 $2,450,109
One month of savings $141,214 $161,159 $177,050 $184,717 $195,408
Debt principal payment $0 $0 $0 $0 $289,300
Fixed asset additions $116,688 $0 $0 $495,588 $0
Total full costs (estimated) $2,044,829 $2,191,118 $2,397,942 $2,999,774 $2,934,817

Capital structure indicators

Liquidity info 2017 2018 2019 2020 2021
Months of cash 1.8 1.9 1.8 3.4 5.4
Months of cash and investments 8.1 6.9 6.5 11.1 13.6
Months of estimated liquid unrestricted net assets 9.1 7.9 7.5 11.2 13.8
Balance sheet composition info 2017 2018 2019 2020 2021
Cash $247,776 $307,512 $320,536 $622,309 $1,060,824
Investments $895,378 $804,632 $825,061 $1,422,654 $1,587,784
Receivables $239,153 $219,630 $268,964 $342,116 $243,469
Gross land, buildings, equipment (LBE) $3,437,862 $3,468,946 $3,508,199 $4,003,788 $4,013,176
Accumulated depreciation (as a % of LBE) 24.9% 27.4% 29.9% 28.7% 31.3%
Liabilities (as a % of assets) 1.3% 1.0% 1.1% 6.3% 0.9%
Unrestricted net assets $3,868,087 $3,794,904 $3,788,532 $4,916,037 $5,455,943
Temporarily restricted net assets $56,000 $38,100 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $56,000 $38,100 $54,100 $10,000 $150,000
Total net assets $3,924,087 $3,833,004 $3,842,632 $4,926,037 $5,605,943

Key data checks

Key data checks info 2017 2018 2019 2020 2021
Material data errors No No No No No


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

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

Executive Director

Ms. Anne Tapp

Anne has held the position of SPAN Executive Director since October of 1997. Before becoming Executive Director, Anne was the SPAN Director of Shelter Services for nearly six years. She received a Masters in Theological Studies from Harvard University in 1986. Anne has a 30+ year history of working in the domestic violence movement as an advocate, administrator, and organizer.

Number of employees

Source: IRS Form 990

Safehouse Progressive Alliance for Nonviolence Inc.

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

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.

Safehouse Progressive Alliance for Nonviolence Inc.

Board of directors
as of 07/03/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Sally Thorner

Journalist, Self-Employed

Term: 2022 - 2024

Judy Knapp

Retired; Lockheed Martin

Deborah Ramirez

Boulder County Housing and Human Services

Sally Thorner

Journalist, Self Employed

Chris Maughan

President, Alpine Bank

Peter Burr

Trimble Sketch Up

Anna Frick

Ally Sound LLC

Denice Walker

Colo Dept of Health & Environment

Amy Gestal

Huntington Technology Finance

Kimala Gray

Unwoven Ventures

Hanna Bustillo

Colorado Attorney General's Office

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

Organizational demographics

SOURCE: Self-reported; last updated 7/3/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Gay, lesbian, bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


Equity strategies

Last updated: 07/23/2021

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

  • 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.