Ascencia
Ascencia
1851 TYBURN ST
Glendale CA 91204-2900
Glendale CA | IRS ruling year: 2006 | EIN: 20-4233822
TO LIFT PEOPLE OF OUT HOMELESSNESS, ONE PERSON, ONE FAMILY AT A TIME.
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1851 TYBURN ST
Glendale CA 91204-2900
Glendale CA | IRS ruling year: 2006 | EIN: 20-4233822
TO LIFT PEOPLE OF OUT HOMELESSNESS, ONE PERSON, ONE FAMILY AT A TIME.
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This charity's score is 97%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 32% Accountability & Finance, 50% Impact & Results, 7% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Ascencia is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Ascencia has earned a 93% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
---|---|
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
Liabilities to Assets Ratio | Amount of Credit Received |
---|---|
Less than 50% | Full Credit |
50% - 59.9% | Partial Credit |
60% or more | No Credit |
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Program Expense Percentage | Amount of Credit Received |
---|---|
70% or higher | Full Credit |
60% - 69.9% | Partial Credit |
50% - 59.9% | Zero Points for Program Expense Score |
Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Activity data not reported from the IRS
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Ascencia) or EIN (204233822) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Ascencia reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
Administrative Capacity
Grants Received
Grants Sent
We amended and extended our strategic plan from three years to five as a result of the pandemic.
How COVID-19 impacted the organization's operations financially:
Some private and two government grants were diverted to health care, or unable to award funding. We received $38,400 in PPP loan to cover or partially cover 7 staff members for four pay periods in May and June of 2020. We were ordered to shelter in place with the clients who were already enrolled in our programs, and had to decompress our shelter capacity by 50%. This meant we could not enroll and invoice for new clients for months at a time. Since then, we have been on quarantine per the health department on and off for weeks at a time for two years. When on quarantine status, we unable to enroll and invoice for new clients. In addition, we pivoted to donation drop off which meant that volunteers could not come on site to prepare breakfast, lunch and dinner. Our percent of donated meals, went from 90% to 60% where it has remained for over a year. This has resulted in $43K in unbudgeted food costs.
How COVID-19 impacted the organization's delivery of programs:
We had to decompress our shelter to 50% in order to achieve social distancing. The bulk of our services pivoted to telephone and remote only. We were not equipped with adequate electronics and had to purchase new computer and phone equipment. We remain 10% unequipped due to the supply chain issues. For clients without access to computers, services had to be provided by telephone and drop offs.
How this organization adapted to changing conditions caused by COVID-19:
We began offering telephone and virtual services for the first time. We instituted a a rotating remote schedule for staff where possible. Our street outreach team shifted to help move people into three Project Roomkey Hotels, and extended winter shelter programs. We purchased and installed plexi-glass partitions, decals, signage, infrared thermometers, and dispensers for wipes and hand-sanitizing throughout our building. Too, we increased the frequency of custodial cleanings and added regular hospital grade cleanings as well. We received funds through LISC to cover these costs in 2020, but we have incurred these costs in 2021 and are incurring these costs in 2022.
Innovations the organization intends to continue permanently after the pandemic:
We will continue to offer a blend of in person and Tele-health services, rotating remote work schedules for staff, video conference meetings, three meals a day in the shelter, we will retain the ability to have virtual, hybrid, and in person events. We will continue to have the majority of our board meetings via video video conferencing as this has allowed us to cast a larger geographic net of all the areas we now serve.
Ascencia has earned a 100% for the Impact & Results beacon. See the metrics below for more information.
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
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Program
Emergency Shelter
Activities
The nonprofit provides people experiencing homelessness with a temporary place to stay.
Program Type
Emergency Shelter
Beneficiaries Served
Program Geography
Time Period of Data
7/1/20 to 6/30/21
Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.
Costs: The money spent by a nonprofit and its partners and beneficiaries.
Impact: Outcome caused by a nonprofit relative to its cost.
Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.
Outcome Metric
A night of shelter for a person experiencing homelessness
Outcome Data Source
Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.
Outcome data collected during the program. The nonprofit submitted data on nights of shelter provided.
Method for Attributing Outcomes
We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).
We assume that the provision of shelter by one nonprofit does not diminish the provision of shelter by any other (neighboring) nonprofit. We also assume there is, in general, no slack capacity in the homeless shelter system. In the absence of a given shelter, beneficiaries would not be able to stay at another shelter because other shelters are assumed to have no beds to spare. We therefore set the counterfactual to zero.
Cost Data Source
After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.
Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.
Cost Calculation
$638,233 program costs + $0 partner costs + $0 beneficiary costs = $638,233 total costs
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
$638,233 total costs / 15,193 nights of shelter provided = roughly $40 provides a night of shelter to a person experiencing homelessness.
Benchmark for Rating
Impact & Results scores of emergency shelters are based on the cost of providing a night of shelter relative to the Fair Market Rent in that county. Programs receive an Impact & Results score of 100 if they are less than 200% the Fair Market Rent and a score of 80 if they are less than 400%. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 65.
Determination
Highly cost-effective
Ascencia reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
The Access Center serves as the Coordinated Entry System (CES) for all clients in the Glendale Continuum of Care by providing standardized assessment of all clients that prioritizes the most vulnerabl ... (More)
The Access Center serves as the Coordinated Entry System (CES) for all clients in the Glendale Continuum of Care by providing standardized assessment of all clients that prioritizes the most vulnerable for housing placement. Services include street outreach, comprehensive screening and assessment of client needs, and case management with specializations in mental health, substance use disorders, housing location, employment, financial literacy, and veterans services. Services based at the Access Center are client-centered and use a trauma-informed approach to support client use of services. The Organizations Outreach Team canvasses streets to offer services to homeless people, respond to calls from the community to help homeless people and provides essential transportation to connect clients to needed services. The Access Center case management staff conducts a thorough review of each persons social, economic and health needs and tailors a plan for continuing services at the Organization or a responsible referral to an appropriate provider. Case Managers assist clients by helping them clarify priorities, identify resources, and facilitate short and long-term planning. The on-site tele-psychiatric services and trauma therapists give clients access to essential mental health services, and volunteers provide additional services including blood pressure screening and haircuts. Ascencia leads the Glendale CES, and supports the CES in the east San Fernando Valley and Northeast Los Angeles.Emergency Housing for up to 60 days for single adults and 120 days for families with minor children to help people address an immediate crisis. Entering adult clients must pass a background check, commit to saving money, and participate in case management services, which are provided through the Access Center. The 45-bed program can accommodate families of any size and configuration; children of any age are permitted. Volunteers provide substantial enrichment to the program; for example, school age children receive tutoring twice a week from School on Wheels, and volunteers and Guest Chefs purchase, prepare and serve dinner for the residents each night by utilizing over 800 volunteers a year from religious organizations, businesses, and service clubs.Scattered Site Permanent Supportive Housing for chronically homeless families and single adults provides a permanent home with social services support to ensure housing stability. The program focuses on helping families and individuals with disabilities and histories of extended or repeated homelessness overcome the physical and emotional setbacks of homelessness. This program, which converted from a family transitional housing program, in 2014, encountered difficulties finding families that met the HUD criteria for chronic homelessness. As a result, some of the units converted to single person households. The program is currently serving twelve households including 16 adults and 8 children.Next Step Permanent Supportive Housing provides a critical housing opportunity for single chronically homeless adults in recovery from alcohol or drug addiction. Clients in this program have completed residential rehabilitation but need more time to establish their sobriety and repair the substantial damage done to their credit, employability and personal relationships following long-term alcohol and/or drug abuse and homelessness. As a permanent housing program, clients have the opportunity to work at their own pace to rebuild their lives, and the Organization staff provide the support and guidance to help them. Services include financial literacy training, recovery support groups, small grants for education, guidance on credit repair, and referrals for legal services. Housing Now Permanent Supportive Housing for chronically homeless single adults. program, a 14-unit, scattered site program provides a permanent home with social services support to ensure housing stability. The program focuses on helping individuals with disabilities and histories of extended or repeated homelessness overcome the physical and emotional setbacks of homelessness. H.E.L.P. Permanent Supportive Housing for chronically homeless families and single adults provides a permanent home with social services support to ensure housing stability. The program focuses on helping families and individuals with disabilities and histories of extended or repeated homelessness overcome the physical and emotional setbacks of homelessness. The program is currently serving 20 households including 15 single adults and five families with children.Foundation grants such as Dignity Health Foundation and Mother Joseph Fund have enabled us to continue to provide supportive housing for vulnerable, high-cost users of hospital services since the Social Innovation Fund 5year grant ended in 2017. Originally known as the 10th Decile Project, Ascencia staff work with local hospitals to identify eligible patients. Services include assisting clients in connecting to housing and a medical home, and navigating needed health, nutrition education, assistance with daily living, financial literacy, and other services to stabilize them in permanent supportive housing and to reduce their impact on emergency services. Ascencias Homeless Services Liaison position serves as Ascencias liaison to local government, business and other stakeholders on matters related to homelessness in Burbank and the east San Fernando Valley. This includes representing Ascencia in planning initiatives in the Cities of Los Angeles, Glendale and Burbank, the County of Los Angeles, and the multi-agency planning underway related to the Los Angeles River. When not in the field, Ascencias Homeless Services Liaison is co-located at the City of Burbank Community Development Department. The position is responsible for being the point of contact on all homeless-related matters for the City of Burbank and coordinates closely with Ascencias street outreach team. The City of West Hollywood contracts with Ascencia to provide a street outreach team, case management, reserves ten of emergency housing beds for West Hollywood referrals, and provides Housing Retention Services. Ascencia provides services by contracting with the Department of Health Services to provide intensive supportive case management services to 120 clients placed in permanent supportive housing through Housing for Health. The Housing Location Navigator position serves as Ascencias cultivator of units by developing relationships with to property owners who are open to renting permanent housing space to homeless individuals and/or families. (Less)
Ascencia has earned a 90% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
The target population we serve includes Literally and Chronically Homeless people. Homelessness affects everyone directly or indirectly. However, BIPOC and sexual and gender minorities experience much higher rates of homelessness. (National Alliance to End Homelessness, 2020 and UCLA School of Law - Williams Institute, 2020). Chronically homeless program participants typically have co-occurring mental illness, substance use disorders, and chronic diseases.
How is your organization collecting feedback from the people you serve?
Focus groups or interviews (by phone or in person), Paper surveys, Case management notes, Community meetings or town halls, Suggestion box/email, Other means
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
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
We have made adjustments to our program policies and rules in order to incorporate client feedback about what they need. For example, prior to the pandemic, single adults had to leave our Emergency Housing (Shelter) program between the hours of 7am to 4:30pm whether or not they had appointments, worked, or had a day off. Then, during the pandemic they had to shudder in place for many months (with a few exceptions). Once they were allowed to freely go out again, we listened to their feedback and permanently changed this rule so they could return to the shelter at any point during the day, regardless of how many times they left during the day. Prior to March, 2020 we only allowed this for single adults during extreme weather activation days.
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, We don't have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time, Other means
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Clients expressed that when they move back into permanent housing situations, they often times need housewares beyond a stove and refrigerator, such as utensils, dishware, kitchen table and chairs, small appliances, etc. We did a wider survey to find out who still needs what and we continue to assess this for each client moving into permanent housing. Our Development Department then solicits donations (community members can purchase on-line and have the items delivered directly to the client's home) through a program called "Move-In Monday."
70% of beacon score
This organization's score of 85 is a passing score. The organization reported that it is implementing 5 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (1/7) | |
---|---|
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. |
Equity Policies and Procedures (4/7) | |
---|---|
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. |
Ascencia has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
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The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Lifting people out of homelessness one person, one family at at time.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision a community where people in need can find services, resources, and safe, affordable housing. Our core values of inclusion, respect, tenacity, and harmony guide us in balancing our work, priorities, and approach to achieve our vision for a healthier community.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Financial Sustainability: to grow sustainable revenue by diversifying funding sources and increasing donors.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Management Infrastructure: to focus on professional and leadership development, training, efficiency, and technology to strengthen our current foundation.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: Client Impact Expansion: to grow value oriented programs using the Ascencia model to create more housing and services to lift more families and individuals out of homelessness.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
The nonprofit provides evidence of investment in leadership development
The Director of Operations received tuition reimbursement for completing the (Society for Human Resources Management) SHRM - SCP certification. The Director of Programs actively participated in the City of Glendale's CA Racial Equity Action Lab (CA REAL) and helped to develop Vaccine Outreach education curriculum and materials for BIPOC community outreach presentation and distribution via a capacity building grant through United Way. Our Director of Grants and Contracts has been trained in and is working with BambooHR in order to streamline our staff onboarding, training, and cross-training.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
Ascencia partners with multiple organizations to provide an array of services and to participate in multiple collective impact efforts. Leadership makes presentations, completes surveys, and develops curriculum/research tools. Our Executive Director is a tireless homeless services advocate who participates in multiple forums such as United Way's 'Everyone In", and "The National Alliance to End Homelessness". She is a member of Glendale Kiwanis and Rotary Service Clubs and because they are national, she is able to attend club meetings for either anywhere in Ascencia's catchment areas to raise awareness about our mission. We use all available marketing tools to raise awareness about our mission including: social media, signage on agency vehicles that travel throughout our catchment areas in L. A. County, tabling at community networking events, having fundraising events, and having New Board Member Orientation meetings that include training on how to be an ambassador for Ascencia.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
In 2020 under DPH mandates, Ascencia ceased enrollment of new clients in all programs and sheltered in place with existing clients beyond 60-120 days. All donations became drop off only. After that screening protocols pertained to new clients. Staff and clients followed quarantine protocols and we decompressed our shelter to 50% capacity by moving clients to motels and our administrative building by having staff rotate on a remote work schedule. Case management and clinical services were provided by phone and virtually once we were able to access enough computers for everyone to connect virtually. We purchased HIPAA compliant Zoom, PPE, decals, plexiglass, and many other COVID-19 supplies, all unbudgeted expenses. Ascencia cancelled our biggest fundraiser, a gala in 2020, pivoting to a virtual event instead and a hybrid event in 2021. We had an in-person gala in April 2022 after postponing it in February due to Omicron. In collaboration with the City of Glendale, Ascencia moved 55 eligible unsheltered single adults into temporary housing at local hotels under Project RoomKey and delivered food to them daily until the program ended in Dec. 2021. We increased custodial services, adding regular hospital grade cleaning and disinfection services which we still maintain along with limits on capacity for common areas, offices, the elevator, and agency vehicles. We mandated vaccines for our staff starting in September 2021 and have held multiple vaccine clinics on premises. We experienced staff and clients outbreaks of COVID-19 in 2020, 2021, and early 2022. We opened our facility and then abruptly closed it with each outbreak and many folks understandably opted not to volunteer to come on site when we were open. We continue to operate in this way pending mandates from DPH. Permanent changes include regular use of Zoom for meetings, Hybrid remote work schedules where possible, and continued surgical grade or higher mask wearing in our congregate setting.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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