Because Life is for Living

aka Heartlinks   |   Grandview, WA   |
GuideStar Charity Check


EIN: 91-1067873


The mission of Heartlinks is to enrich the quality of life for individuals and their families in need of comprehensive end-of-life care.

Ruling year info


Executive Director

Shelby E Moore

Main address

204 W 2nd Street

Grandview, WA 98930 USA

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Formerly known as

Lower Valley Hospice



Subject area info

Hospice care

Human services

Population served info

Children and youth


Young adults



Show more populations served

NTEE code info

Hospice (P74)

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


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The mission of Heartlinks is to enrich the quality of life for individuals and their families in need of comprehensive end-of-life care. Heartlinks is aiming to provide care to those that want to pass away in their own home, regardless of the location of their home.

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?

Hospice Benefit Shop

The dedication and caring of Hobs volunteers are key to Heartlinks Hospice's ability to successfully perform our mission, i.e. to enrich the quality of life by providing loving care to the dying and support to their families.

The following donations are welcomed:

kitchen, bath and home decorating items

The size of the shop, however, does not permit the acceptance of large appliances, such as refrigerators, washers, dryers, etc. Donations are tax deductible, and receipts are available.

With the increasing cost of medications, medication equipment and medical supplies provided to patients, Heartlinks estimates the cost of providing hospice "Caratos" (unreimbursed) care to a single patient for six months is over $27,000. For the 10 children on our Pediatric Palliative Care (PPC) the unreimbursed expenses are over $36,000 every six months. As the only rural provider of PPC in Washington we are able to say yes because of your involvement and your generosity.

Population(s) Served

Heartlinks Hospice was the first rural Pediatric Palliative care program in Washington State. And to date is still the only serving central Washington.

Pediatric patients are not “little adults” and should be treated accordingly. Pediatric patients require a very specialized kind of care. That’s why at Heartlinks only healthcare professionals that are specifically trained in pediatric medicine will be allowed to care for your child.

Population(s) Served
Children and youth
Young adults

Heartlinks Adult Palliative Care is the missing link in the healthcare world. Palliative care covers those that somewhere along the spectrum between initial diagnosis and hospice.

Palliative care should be initiated when an individual diagnosed with a serious and chronic illness begins to experience pain or symptoms related to their disease and is choosing to pursue treatment.

Treatment may lengthen a life span, but can often times worsen or even cause undesirable symptoms such as fatigue, shortness of breath, nausea/vomiting, and pain that decrease your quality of life.

Palliative care focuses on increasing your quality of life by relieving those symptoms while you continue to seek treatment.

Our In-Home/Community-Based Care involves a Practitioner meeting with you and your family in your home where you are most comfortable. Meeting in your home not only alleviates the burden of having to travel for an appointment, but allows the Practitioner to treat you holistically in a way that is realistic for you and your situation.

Your doctors remain fully involved while the Palliative Care Specialist is working with you.

A referral to any of our programs can be made by anyone, including family members, friends or health care professionals. Please call (509) 837-1676 or 1-800-474-6008, and a member of our team will contact you as soon as possible.

Population(s) Served

Where we work

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 donations made by board members

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

Adults, Children and youth

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Many of our board members are a part of our monthly giving program.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

At Heartlinks Hospice & Palliative Care, we believe home is where the heart is. We come to your home – giving your loved one the comfort of being around those they love as they go through this difficult time. Trust our staff to: Manage your loved one's pain and symptoms, Assist your loved one with emotional thoughts, Provide medicine, supplies and other formal assistance, Work to maintain their comfort, day-in and day-out, Not only do we provide support for our patients, but we also provide unwavering attention and assistance for families as a whole. This is a difficult time for all involved – and we strive to provide support for all during different times and phases of the situation.

Heartlinks strives to provide compassionate and detailed hospice and palliative care services for Sunnyside, WA residents and the Tri-Cities including Richland and Kennewick. Our strategy to accomplish our objectives is to use memorial donations, thrift store revenue, and fundraising events to make up the difference between Medicare payments and our funding needs.

Heartlinks has been sincerely dedicated to its fundraising efforts since November of 2016 when the organization hired a Development Director to create and oversee its fundraising program. The current fundraising goal of Heartlinks is $383,500, and this is the minimum amount needed to expand our program to fit current needs. The fundraising strategy is made up of eight major components: direct mail campaigns, individual & memorial gifts, thrift store, events, grants, the board of directors giving, estate giving, and donor engagement stewardship/education. Heartlinks is lucky to have a dedicated team of volunteers that are critical to achieving our mission. Last year, volunteers gifted one million dollars in volunteer time to our patients. In addition to the volunteer time gifted to us, we also receive in-kind donations of reading books, coloring supplies, medical services, and supplies.

Accomplishments, thus far:
- Heartlinks Hospice is the first and only rural provider of Pediatric Palliative Care in Benton and Yakima counties.
- Heartlinks Hospice has never turned down a patient based on their inability to pay.

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

  • 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?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback


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 2022 info

SOURCE: IRS Form 990


Average of 2.96 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 1.5 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 24% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


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


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Heartlinks’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 $463,279 $179,309 $412,503 $611,945 -$472,244
As % of expenses 11.0% 4.0% 9.8% 13.3% -9.2%
Unrestricted surplus (deficit) after depreciation $444,373 $179,309 $412,503 $561,818 -$534,216
As % of expenses 10.5% 4.0% 9.8% 12.1% -10.3%
Revenue composition info
Total revenue (unrestricted & restricted) $4,683,048 $4,663,291 $4,601,368 $5,227,000 $4,603,787
Total revenue, % change over prior year 27.3% -0.4% -1.3% 13.6% -11.9%
Program services revenue 92.0% 93.4% 82.9% 80.6% 86.3%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.2% 0.3% 0.0% 0.0%
Government grants 0.0% 0.6% 5.3% 10.9% 0.0%
All other grants and contributions 4.1% 3.3% 9.9% 5.6% 9.7%
Other revenue 3.9% 2.5% 1.7% 2.9% 4.0%
Expense composition info
Total expenses before depreciation $4,219,769 $4,483,982 $4,188,865 $4,590,848 $5,120,885
Total expenses, % change over prior year 20.3% 6.3% -6.6% 9.6% 11.5%
Personnel 62.4% 65.6% 69.7% 68.6% 71.1%
Professional fees 0.5% 0.4% 0.9% 5.7% 4.5%
Occupancy 4.2% 0.6% 0.8% 0.8% 0.9%
Interest 0.1% 0.0% 0.0% 0.0% 0.4%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 32.7% 33.4% 28.6% 24.8% 23.1%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $4,238,675 $4,483,982 $4,188,865 $4,640,975 $5,182,857
One month of savings $351,647 $373,665 $349,072 $382,571 $426,740
Debt principal payment $9,578 $40,191 $0 $274,269 $0
Fixed asset additions $68,630 $60,165 $36,538 $348,373 $956,178
Total full costs (estimated) $4,668,530 $4,958,003 $4,574,475 $5,646,188 $6,565,775

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.4 1.0 3.3 2.9 0.9
Months of cash and investments 1.5 1.0 3.3 3.2 0.9
Months of estimated liquid unrestricted net assets 1.6 1.8 2.9 3.4 -0.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $490,446 $372,654 $1,134,586 $1,095,455 $378,028
Investments $42,088 $0 $0 $125,117 $0
Receivables $306,473 $495,898 $507,902 $433,835 $576,772
Gross land, buildings, equipment (LBE) $1,188,421 $1,248,586 $1,285,124 $1,152,033 $2,070,634
Accumulated depreciation (as a % of LBE) 57.6% 54.8% 53.3% 22.0% 13.4%
Liabilities (as a % of assets) 22.9% 15.4% 27.5% 13.6% 39.7%
Unrestricted net assets $1,034,851 $1,214,160 $1,626,663 $2,188,481 $1,654,265
Temporarily restricted net assets $0 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 $0 $0 $0 $16,600 $3,525
Total net assets $1,034,851 $1,214,160 $1,626,663 $2,205,081 $1,657,790

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Executive Director

Shelby E Moore

Number of employees

Source: IRS Form 990


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


Highest paid employees

SOURCE: IRS Form 990

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


Board of directors
as of 01/22/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Stacy Kellogg

People for People

Term: 2021 - 2023

Chris Gardner


Brooke Rodriguez

Manley Crop/Basin Pacific

Stacy Kellogg

People for People

Gary Street

Washington State University

Shannon Hitchcock

Prosser Memorial Health

Jay Kelley

Thrivent Financial

Tammy Feakin

Prosser School District

Mary Lee Robinson

Member at Large

Teri Sanchez

People for People

Kristi Mellema

Prosser Memorial Health

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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 12/29/2022

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
Multi-Racial/Multi-Ethnic (2+ races/ethnicities)
Gender identity
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


Equity strategies

Last updated: 04/22/2020

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.