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http://www.womenslunchplace.org/
67 NEWBURY ST
Boston MA 02116-3010
Mail donations to:
PO Box 170900
Boston MA 02117
Boston MA | IRS ruling year: 1984 | EIN: 22-2514148
Organization Mission
Women's Lunch Place inspires hope and supports the development of self-sustaining skills for women experiencing hunger, homelessness, and poverty. We create a safe, ... (More)
Women's Lunch Place inspires hope and supports the development of self-sustaining skills for women experiencing hunger, homelessness, and poverty. We create a safe, welcoming day shelter community in which we respect the dignity of our guests. We build trusting relationships to provide individualized, integrated services focused on nutrition, health, housing, and economic empowerment. (Less)
Great
This charity's score is 95%, 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, weighted as follows: 80% Accountability & Finance, 10% 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.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 11/1/2022 | 2020 | 93.82 | |
| 12/1/2021 | 2020 | 93.20 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 12/1/2020 | 2019 | 91.00 | |
| 8/1/2019 | 2018 | 89.92 |  |
| 8/1/2018 | 2017 | 88.22 | |
| 10/1/2017 | 2016 | 91.84 | |
| 9/1/2016 | 2015 | 95.61 | |
| 6/1/2016 | 2015 | 94.78 | |
| Rating Version: 2.0 | |||
| 8/1/2015 | 2014 | 90.76 | |
| 5/1/2014 | 2013 | 93.19 | |
| 9/1/2013 | 2012 | 79.28 |  |
| 5/1/2013 | 2012 | 77.35 | |
| 12/1/2012 | 2011 | 75.69 | |
| 4/1/2012 | 2011 | 68.01 |  |
| 9/20/2011 | 2010 | 73.65 | |
| Rating Version: 1.0 | |||
| 7/1/2011 | 2010 | 71.41 | |
| 6/1/2010 | 2009 | 81.79 | |
| 3/1/2009 | 2008 | 84.41 | |
| 2/1/2008 | 2007 | 89.98 | |
| 5/1/2006 | 2005 | 75.69 | |
| 10/1/2005 | 2004 | 68.66 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Women's Lunch Place 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.
Women's Lunch Place has earned a 94% 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
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) 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. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 10.50% - 7.5/10 ptsLiabilities to Assets Ratio - 10.50% - 7.5/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 1.50 years - 10/10 ptsWorking Capital Ratio - 1.50 years - 10/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.13 - 7.5/10 ptsFundraising Efficiency - $0.13 - 7.5/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 5.40% - 10/10 ptsAdministrative Expense Ratio - 5.40% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 13.80% - 7.5/10 ptsFundraising Expense Ratio - 13.80% - 7.5/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 80.70% - 8.77/10 ptsProgram Expense Ratio - 80.70% - 8.77/10 pts
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. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 10.02% - 10/10 ptsProgram Expense Growth - 10.02% - 10/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
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 this organizations key compensated staff members as identified by our analysts. 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
Judith Beckler, Former Executive Director
$124,054 (3.51% of Total Expenses)
Jennifer Hanlon Wigon, Executive Director
$95,835 (2.71% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
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
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 (Women's Lunch Place) or EIN (222514148) in the 'Search Term' field.
Not Currently Scored
Women's Lunch Place cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Women's Lunch Place reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Guest Services
Spent in most recent FY
Percent of program expenses
Meals
Spent in most recent FY
Percent of program expenses
Advocacy
Women's Lunch Place has earned a 99% 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
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
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.
We welcome all guests who identify as women. Many of our guests suffer from debilitating mental illnesses, substance use disorders, and long-term physical ailments. We see women from generations of poverty who are chronically homeless and others with college degrees who are in crisis for reasons ranging from divorce and domestic violence to forced retirement. Thirty-seven percent of our guests have experience with drug or alcohol use disorders, and 57% report a history of domestic violence. Most of our guests are single, widowed, or divorced (86%), and the majority of our guests are 55 years of age or older (56%). In spite of their challenges, guests bring a range of talents, personalities, and strengths to Women’s Lunch Place. They are resilient.
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
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, Other means
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?
Community meetings, suggestion box, urgent mini-surveys––these are all intended to give agency to our guests and allow them to share information that in turn allows us to meet their needs. In fact, these strategies result from guest suggestions. As we have hired staff that have more of a clinical background, the training has become more formal (e.g. trauma-informed care, motivational interviewing), and has allowed us to give the community more of a voice in how the operations of the shelter unfold. We recognize that in a world where they are often rendered invisible, it is important that women experiencing homelessness have a voice at WLP and that we listen to their needs with open minds and hearts.
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, The people we serve tell us they find data collection burdensome
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
In response to program evaluations that showed the growing acuity of need for our guests, a partnership with Boston Healthcare for the Homeless Program has been launched. Now, nurses and doctors from our partners at Boston Health Care for the Homeless Program (BHCHP) offer our guests free on-site health care services for urgent and chronic health conditions, Monday through Friday. A psychiatrist and psychologist offer counseling, and community health centers and agencies present informational workshops on relevant topics. We train and partner with LGBTQ groups to educate and offer services to a diverse community of women. WLP advocates and nurses assist women in obtaining health insurance through MassHealth and schedule appointments with specialists and arrange for transportation.
Equity Practices - Data Available - 98/100 ptsEquity Practices - Data Available - 98/100 pts
70% of beacon score
This organization's score of 98 is a passing score. The organization reported that it is implementing 10 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 (6/7) | |
|---|---|
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. | |
Women's Lunch Place 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.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Women’s Lunch Place inspires hope and supports the development of self-sustaining skills for women experiencing hunger, homelessness, and poverty. We create a safe, welcoming day shelter community in which we respect the dignity of our guests. We build trusting relationships to provide individualized, integrated services focused on nutrition, health, housing, and economic empowerment.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
In the effort to eradicate hunger, homelessness, and poverty among women, Women’s Lunch Place is a visionary, collaborative leader and partner in Greater Boston. With a unique, relationship-driven service model, we provide women with a path to self-sufficiency, improved health, housing, and financial stability.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Increase our guests’ access to housing by forging relationships in real estate and affordable and supportive housing sectors, and expanding stabilization services for newly-housed guests.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Launching a new wellness program compliments the Healthy Meals program and incorporates relationships with a variety of medical service providers.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Ramping up mental health and wellness support at the shelter and advocacy center through additional hires and partnering with Boston Medical Center on new programming.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
We are constantly encouraging employees to take advantage of trainings and other development programs. Recently, our Volunteer & Corporate Relations Manager, Allegra Marra, participated in the Boston Chamber of Commerce's Women's Leadership Program, an intensive, six-month process that "empowers women leaders with the skills and a network they need to excel in their own careers and to create conditions for other women to thrive." Additionally, Head Chef Sherry Hughes completed an eight-day course from the Commonwealth Institute, titled "Strategies for Success," which covered the topics of leadership, DEI, self-awareness and emotional intelligence, communication and feedback, branding, and self-advocacy in the salary negotiation process. Both Allegra and Sherry presented at all-staff meetings to WLP employees about the plethora of skills and knowledge that they picked up from their respective programs, which were a resounding success!
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
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
Our leadership, with the aid of our board and advisory committee, has been steadfast in their engagement of vital partner organizations across the city, including Boston Health Care for the Homeless Program, Boston Medical Center, a variety of corporate partners, and real estate connections that assist our Advocacy team in sourcing dignified housing for their clients. Our Directors sit on a number of panels, coalitions, and workgroups to advance and advocate for policies that will benefit the extraordinarily vulnerable community that we serve. Staff is routinely encouraged to participate in community building and training exercises that improve their ability to provide thoughtful, research-informed, wraparound services to our guests. Our team is similarly focused on advocating for both our community and the larger community of women experiencing homelessness, hunger, and poverty through grassroots and widespread marketing tactics via email, paid social media, and outdoor mediums.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Like many others, our community has been hit with an immense new set of pandemic-related challenges. Isolation, hunger, housing insecurity, and day-to-day stress all increased significantly among the women we serve. In response, WLP completely shifted our service model and continued to provide highly specialized programs throughout the pandemic. When our indoor dining area was suspended for safety concerns, our kitchen pivoted to a take-out and delivery model, serving thousands of healthy meals each week. Additionally, we scaled up our Healthy Meals program to support a temporary overflow shelter which was created in response to the COVID epidemic. We have since returned to our signature, restaurant-style service dining area, with modifications made to ensure guest safety. Throughout the crisis, our Direct Care team, dressed from head to toe with PPE, greeted and served guests curbside six days a week, providing meals, mail, toiletries, and emergency clothing. More than 8,000 PPE items were given out to guests in the form of sanitizer, masks, antibacterial soap, gloves, and more. Direct Care staff packaged and delivered books, expressive therapy kits and other projects, welcome distractions for women overwhelmed by their environments during social isolation. Staff scheduled wash and fold laundry services––keeping a vital aspect of our care, and our guests’ dignity, available. When guests were losing connections to their community and access to remote health care options, our Advocacy team secured and distributed technology (e.g., iPads, laptops, smartphones) to ensure they could get the resources they needed and stay connected remotely. They continued to work with their guests to solve long-term issues. These examples illustrate the proactivity, creativity, and diligence of WLP staff in a time of urgent need. Despite the circumstances, we built relationships, resolved critical requests, and continued improving the health and wellbeing of vulnerable women.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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