ShelterCare
Hope is here.
ShelterCare
EIN: 23-7115003
Mission
ShelterCare provides compassionate housing and behavioral health services for individuals and families wanting a safe and stable home in our community.
Ruling year
1997
Executive Director
Michelle Hankes
Main address
499 West 4th Avenue
Eugene, OR 97401 USA
EIN
23-7115003
Residential mental health care
Homeless shelters
Homeless services
Population served
Adults
Families
Economically disadvantaged people
Homeless people
Low-income people
NTEE code
Group Home, Residential Treatment Facility - Mental Health Related (F33)
Temporary Shelter For the Homeless (L41)
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
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Housing Services for Families
Emergency, transitional and homelessness prevention programs that provide housing and support for approximately 600 parents and children who are homeless or at risk of becoming homeless.
Behavioral Health Services
ShelterCare’s Behavioral Health program provides mental health support to individuals diagnosed with a mental health condition, and those coping with traumatic or situational stress related to homelessness. Our providers deliver services through a team model which emphasizes matching team members with individuals based on the needs of the consumer and the special skills of the team members. In this way, each consumer of our services may receive support from a team of people rather than a single clinician or skills trainer.
Services include:
• Assessment
• Therapy (individual & group)
• Skills Training
• Case Management
• Peer Support
• Healthcare Coordination
• Supported Employment
ShelterCare Medical Recuperation
This program provides one month of housing with case management for indigent adults who have been released from the hospital. Clients may be referred to permanent supportive housing. The program is a collaborative effort that brings together four main partners: ShelterCare, PeaceHealth Sacred Heart Medical Center, Community Health Centers of Lane County (Federally Qualified Health Centers, or FQHC) and Trillium Community Health Plans.
Permanent Supported Housing
Provides long-term supported housing for people who are medically fragile or are living with a mental illness. Most have been chronically homeless.
Clients are live in apartments at facilities that are owned or managed by ShelterCare, or they live in off-site apartments in the community. Clients pay 1/3 of their income towards rent.
Clients are connected with a housing specialist and peer support specialist who help with residents connect to resources and learn skills.
Permanent Supported Housing serves about 200 people each year and operates with a housing first philosophy.
Short-Term Housing
Provide transitional housing (3 months to 2 years) for people who are medically fragile or are living with a mental illness. Most have been chronically homeless.
Clients are live in apartments or rooms at facilities that are owned or managed by ShelterCare, or they live in off-site apartments in the community.
There are a range of housing options from short-term shelter to income based rental apartments.
Clients are connected with a care team who helps with individual connect to resources and learn skills.
Where we work
External reviews
Photos
Videos
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?
In the broadest terms, we seek to end homelessness. ShelterCare's programs play a critical role in Lane County in stabilizing families and individuals who have no other resources or support to help them maintain their housing or recover from homelessness. Our programs alleviate the personal costs of homelessness, untreated psychiatric conditions and trauma, as well as the societal costs in terms of public safety and emergency services.
What are the organization's key strategies for making this happen?
The foundation of our work is to stabilize the people we serve in housing. Once our clients have a safe place to live, they can begin to work with staff to addresses the causes of their instability.
ShelterCare's mission is client-centered, and the agency actively seeks input from its
clients — also referred to as “consumers" — served by each of its six programs.
ShelterCare adheres to the philosophy of engaging consumers in the “choosing"
process, exploring and clarifying each person's needs and preferences.
This person-centered service delivery philosophy is collaborative and trauma
informed, and informed by the Substance Abuse and Mental Health Services
Administration's definition of recovery and “Dimensions of Wellness." Respectful
engagement with individuals gives room for individualized supports and resources.
Working alongside each participant to learn from the individual is key to the
agency's coordinated care strategy.
By individualizing supports to meet the goals of the individual, participants find
value in the support services and consequently maintain involvement. Engagement
is cultivated by creating safety, remaining person-centered and meeting basic needs.
Harm reduction is also part of the approach.
What are the organization's capabilities for doing this?
In 1970, ShelterCare opened with a single emergency shelter for families who were
homeless. Since the organization's beginning, it has adapted and expanded services
to meet emerging community needs.
Today, the agency offers housing and services in Eugene and Springfield, Ore., to
families and individuals who are homeless or at-risk of homelessness, along with
adults with a mental illness, a traumatic brain injury, or a medical condition which requires continued care but not hospitalization. Support ranges from short-term crisis
intervention to longer-term housing, and all programs are designed to move clients
through a continuum of care that helps them achieve a maximum level of
independence and well-being.
ShelterCare owns and/or manages approximately 300 units of housing as well as facilitating the rental of apartments in our community. Everyone served by our programs is working with a team of clinicians and skills builders on a recovery plan to improve their psychiatric, medical, and financial health, as well as their emotional and social well-being.
Our clinical staff includes a range of Master's level therapists, counselors, counselor advocates, and peer support specialists, as well as specialized staff in supported employment, housing and health.
In 2014, ShelterCare brought many of our staff together under one roof, the Center for Programs and Services, to enable the people we serve to connect to a range of services and staff with a single visit to one building; and to strengthen collaboration and responsiveness between staff in meeting client needs.
What have they accomplished so far and what's next?
In 45 years, ShelterCare has evolved from an agency that provided emergency housing to four families at a time to a network of coordinated housing, therapeutic and social work services that helps approximately 1,200 individuals annually.
We have been and continue to be a leader in pioneering strategies for stabilizing people's lives, beginning with our ground-breaking brain injury program in 1989, our Homelessness Prevention Program in 2005 and our "Housing First" initiative in 2006. These programs established their effectiveness as "Best Practice" strategies and are adopted and funded by public agencies as well as private contributors in our area because of ShelterCare's demonstration of their value.
ShelterCare is a key partner in Lane County to deliver, sustain and improve the Continuum of Care to address the needs of people in our community who are struggling with poverty, mental illness, poor health and trauma.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
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 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
-
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 2020 info
0.31
Months of cash in 2020 info
1.6
Fringe rate in 2020 info
24%
Funding sources info
Assets & liabilities info
ShelterCare
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
ShelterCare
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of ShelterCare’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 | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $58,799 | -$193,531 | $148,129 | $576,403 | -$3,743,462 |
| As % of expenses | 0.9% | -2.5% | 1.8% | 7.3% | -32.6% |
| Unrestricted surplus (deficit) after depreciation | -$81,101 | -$330,851 | $21,249 | $437,225 | -$3,921,386 |
| As % of expenses | -1.2% | -4.2% | 0.3% | 5.4% | -33.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $6,677,835 | $7,751,228 | $8,549,978 | $8,694,375 | $8,084,135 |
| Total revenue, % change over prior year | -18.8% | 16.1% | 10.3% | 1.7% | -7.0% |
| Program services revenue | 58.7% | 47.3% | 48.1% | 42.4% | 26.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.5% | 1.5% | 1.1% | 0.9% | 0.0% |
| Government grants | 32.3% | 37.1% | 33.3% | 37.4% | 43.3% |
| All other grants and contributions | 6.8% | 13.1% | 16.5% | 18.2% | 28.7% |
| Other revenue | 1.7% | 1.0% | 1.0% | 1.0% | 1.3% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $6,825,834 | $7,718,208 | $8,324,079 | $7,945,007 | $11,489,897 |
| Total expenses, % change over prior year | -12.2% | 13.1% | 7.8% | -4.6% | 44.6% |
| Personnel | 64.4% | 63.3% | 63.7% | 58.8% | 36.7% |
| Professional fees | 3.3% | 3.2% | 3.7% | 3.9% | 2.1% |
| Occupancy | 4.9% | 4.2% | 3.9% | 4.3% | 2.6% |
| Interest | 1.1% | 1.1% | 1.0% | 1.1% | 0.8% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 33.4% |
| All other expenses | 26.4% | 28.3% | 27.7% | 31.8% | 24.4% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $6,965,734 | $7,855,528 | $8,450,959 | $8,084,185 | $11,667,821 |
| One month of savings | $568,820 | $643,184 | $693,673 | $662,084 | $957,491 |
| Debt principal payment | $38,752 | $40,867 | $43,371 | $45,148 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $224,145 |
| Total full costs (estimated) | $7,573,306 | $8,539,579 | $9,188,003 | $8,791,417 | $12,849,457 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 0.4 | 0.2 | 0.4 | 0.8 | 1.6 |
| Months of cash and investments | 0.4 | 0.2 | 0.4 | 0.8 | 1.6 |
| Months of estimated liquid unrestricted net assets | 5.6 | 4.5 | 4.3 | 5.2 | -0.6 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $215,281 | $149,731 | $307,536 | $550,186 | $1,499,678 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $567,513 | $1,062,074 | $802,784 | $793,880 | $490,432 |
| Gross land, buildings, equipment (LBE) | $4,181,675 | $4,227,356 | $4,094,028 | $4,054,278 | $4,278,422 |
| Accumulated depreciation (as a % of LBE) | 38.6% | 41.5% | 41.7% | 43.9% | 45.8% |
| Liabilities (as a % of assets) | 41.7% | 46.5% | 45.6% | 39.8% | 83.7% |
| Unrestricted net assets | $4,294,212 | $3,963,361 | $3,984,610 | $4,421,835 | $500,449 |
| Temporarily restricted net assets | $247,928 | $474,479 | $552,249 | $725,214 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Total restricted net assets | $247,928 | $474,479 | $552,249 | $725,214 | $481,728 |
| Total net assets | $4,542,140 | $4,437,840 | $4,536,859 | $5,147,049 | $982,177 |
Key data checks
| Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Michelle Hankes
Susan Ban has been with ShelterCare since 1987, becoming the Executive Director in 1991. Under her visionary leadership, services have expanded greatly to meet emerging needs, with six new programs for people with mental illness or brain injury. She is a recognized leader in the human services community. She serves on the PeaceHealth Oregon Region Board of Directors, Oregon State Governor's Ending Homelessness Advisory Council, Brethren Community Services Board of Directors, and is a member of Oregon Residential Providers Association and Glenwood Citizens' Advisory Committee She received her B.A. from Lewis and Clark College and her M.Div. from The Divinity School in Rochester New York.
Number of employees
Source: IRS Form 990
ShelterCare
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
ShelterCare
Board of directorsas of 02/23/2023
Board of directors data
Thomas Harburg
Kaiser Permanente
Melinda Grier
Sandra Scheetz
Retired
David DeHaas, M.D.
Northwest Surgical Specialists
Priscilla Gould
Retired
Christopher Page
Brad Smith
Moss Adams CPAs
Eric Van Houten
Cascade Health Solutions
Wendy Dame
Retired
Jacob Fox
Homes for Good
Christine Cunningham
Gerry Gaydos
Gaydos, Churnside & Balthrop PC
Sujata Sanghvi
S2 Actuarial, LLC
Sebastian Tapia
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 ? 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
Gender identity
Sexual orientation
No data
Disability
Equity strategies
Last updated: 08/18/2021GuideStar 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 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 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.
Contractors
Fiscal year endingGuideStar Pro Reports
Report successfully added to your cart!
Want more data?
A GuideStar Pro report containing the following information is available for this organization:
- Email contact information
- Financial trends metrics for five most recent years 2020, 2019, 2018, 2017, 2016*
- Financial statements for 2021, 2020, 2018, 2017, 2016
- Letter of Determination
- Officer and/or Employee data for 2020, 2019, 2018, 2017, 2016
- Contractor and/or Paid Preparer data for 2020, 2019, 2018
- Board of Directors data for 2023
- *with the ability to download the data for 2020, 2019, 2018, 2017, 2016
Download it now for $125.
Need the ability to download nonprofit data and more advanced search options?Consider a Pro Search subscription.