Mission: SOME (So Others Might Eat) was founded by Father Horace McKenna, S.J. and an interfaith group of priests, ministers, and lay persons in 1970 to help feed the city's  ... (More)

SOME (So Others Might Eat) is a 501(c)(3) organization, with an IRS ruling year of 1971, and donations are tax-deductible.

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Contact Information

  http://www.some.org/

 71 O Street, NW
Washington DC 20001 

  202-797-8806


You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 94.35, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS.

View this organization’s historical ratings.


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Star Rated Report

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Program Expense

Program Expense Ratio

89.4%


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

Administrative Expenses

4.3%


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 Expenses

6.1%


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

Liabilities to Assets Ratio

17.0%


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

Fundraising Efficiency

$0.08


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

Working Capital Ratio

2.72 years


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

Program Expense Growth

4.51%


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

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
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:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
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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.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
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Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


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

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

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)

Transparency


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

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

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



SCOTT POWELL, OUTGOING CFO

$175,971


SUZANNE BOND, CAO

$168,543


JACQUELINE YOU, DIRECTOR OF ORAL HEALTH SE

$161,339


THUAN NGUYEN, CIO

$158,124


SHANNON LETWICH, DIRECTOR OF HR

$146,086


Source: IRS Form 990 (page 7), filing year 2019

Business Master File Data

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:

Gifts or grants to individuals (other than scholarships) (BMF activity code: 561)


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)

Data Sources: IRS Forms 990

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 view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

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. Charities may submit their own pandemic responses through their nonprofit portal.


SOME (So Others Might Eat) reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity


How COVID-19 impacted the organization's operations financially:

When Washington, DC saw its first COVID-19 cases in March 2020, we had to quickly determine how to continue to serve our clients in a safe yet effective manner. This meant increasing routine cleaning of our facilities, and temporarily restricting clients from accessing routine medical and dental visits. Despite restrictions from routine medical and dental visits, we continued to provide care for acutely ill adults, chronic care management, dental care, and referrals for COVID-19 testing. Because of these factors, we saw a substantial decrease in revenue for patient insurance reimbursements. However, the District is working to make up for that loss by implementing a new funding methodology that went into effect in September 2020 and is retroactive to March 2020. We also increased the routine cleaning of all 25 SOME buildings. Further, our cleaning costs have increased from $22,000 per month to $52,000 per month, in addition to added PPE expenses for all staff and clients.


How COVID-19 impacted the organization's delivery of programs:

COVID-19 required SOME to make some operational changes to ensure the health and safety of our staff and clients. As a direct service agency, we have had to move much of our client care work to telehealth, wellness calls, distance learning and recovery support calls. While the Dining Room closed in March 2020 until summer 2021 for indoor seating, we continued to meet the critical need for food in our community by distributing hot to-go breakfasts and bagged lunches to our neighbors in need in our adjacent parking lot. Our Center for Employment Training moved to distance learning. We were able to do this by equipping students with access to the technology they need to successfully participate in virtual learning and stay on track with their coursework. Wellness calls, recovery support, tele-therapy and case management have moved online and/or been given as an additional option for our clients. With the move to telehealth, we have seen an increase in clients engaging in services.


How this organization adapted to changing conditions caused by COVID-19:

In March 2020, SOME pivoted, virtually overnight, to adapt and modify its services and operations – from food access to housing and resident services, to healthcare, and even to its education and employment training platforms, proceeding without lengthy disruptions while also serving more people than ever before.


Innovations the organization intends to continue permanently after the pandemic:

Our Medical Clinic has undergone major adjustments during the pandemic. We had to temporarily restrict clients from accessing routine medical and dental visits; however, we continued to provide care for acutely ill adults, chronic care management, dental care, and referrals for COVID-19 testing. To ensure that our clients were still able to access their health care providers, we launched a new telehealth platform. For this new virtual healthcare platform to be successful, we provided clients with access to a device equipped with teleconferencing software, a reliable and secure internet connection, as well as knowledge of how to use the software and hardware, and instructional support as needed. From March - December 2020, we had more than 2,995 telehealth visits and we anticipate continuing to offer telehealth to our clients moving forward.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
9/1/20212019 94.35
6/1/20202018 96.11
6/1/20192017 93.72
3/1/20192017 93.11

This organization received multiple star ratings within this fiscal year, due to an update to it's Accountability and Transparency data and/or the receipt of an amended Form 990.

6/1/20182016 95.48
11/1/20172015 95.77
6/1/20162014 98.23
Rating Version: 2.0
4/1/20162014 99.57
12/22/20152014 97.13
6/1/20152013 97.12
3/1/20142012 98.31
7/1/20132011 92.80
3/1/20132011 92.26
6/1/20122010 96.48
9/20/20112009 99.23
Rating Version: 1.0
8/1/20102009 98.91
8/1/20092008 96.38
10/1/20082007 96.41
5/1/20072006 92.19
9/1/20062005 85.58
5/1/20052004 82.15
6/1/20042003 84.39
4/15/20032002 93.32

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

SOME (So Others Might Eat) cannot currently be evaluated by our Encompass Rating 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 about Impact & Results.

Do you work at SOME (So Others Might Eat)? Join the waitlist for an updated Impact & Results score.


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Additional Information

Unscored

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Largest Programs

Largest Programs



SOME (So Others Might Eat) reported its three largest programs on its FY 2019 Form 990 as:


$13,439,300

Spent in most recent FY

46%

Percent of program expenses


AFFORDABLE HOUSING SERVICES - DURING 2019, SOME AND ITS AFFILIATES PROVIDED LONG TERM AFFORDABLE HOUSING FOR 236 FAMILIES WITH 482 CHILDREN, AS WELL AS 690 SINGLE ADULTS. SOME'S HOUSING PROVIDED SUPPO ... (More)


$5,635,279

Spent in most recent FY

19%

Percent of program expenses


ADDICTION TREATMENT AND MENTAL HEALTH SERVICES- DURING 2019, SOME PROVIDED SUPPORT AND CARE TO 190 HOMELESS ADULTS WITH CHRONIC MENTAL ILLNESS AT ISAIAH HOUSE. SOME ALSO PROVIDED COMPREHENSIVE ADDICTI ... (More)


$2,761,752

Spent in most recent FY

9%

Percent of program expenses


EMERGENCY ASSISTANCE SERVICES- IN 2019, 367,855 MEALS WERE SERVED IN OUR DINING ROOMS AND IN OUR RESIDENTIAL PROGRAMS. 38,152 FREE SETS OF CLOTHING AND 12,211 SHOWERS TO MEN AND WOMEN EXPERIENCING HOM ... (More)


...   Leadership & Adaptability


This score 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.


Leadership & Adaptability Score

100

out of 100

The score earned by SOME (So Others Might Eat) is a passing score.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


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Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


THE ORGANIZATION EXISTS TO HELP THE POOR AND HOMELESS BY PROVIDING FOR IMMEDIATE & LONG-TERM NEEDS.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


SOME is a trusted agent for change that has broken the cycle of homelessness and hunger in the nation’s capital. Through our partnerships and expanding comprehensive continuum of services, those in need have realized their full human potential. Everyone who wants a job has one; everyone has affordable housing, medical care and food. Everyone who wants addiction and mental health treatment receives it; everyone who needs literacy learns to read and to write.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: Implement an enhanced, fully integrated, and highly collaborative Whole Person care model that connects each person to the specific SOME program or service(s) that best fits their needs.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Two: SOME plans to grow our affordable housing portfolio from the current 1,000 units to 2,000 units for the District’s vulnerable residents by 2026.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Three: SOME's racial equity initiative will develop strategies and actions that reduce racial inequities and improve success for both SOME's staff and our clients.

Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

SOME invests in the leadership development of staff at every level of the organization by offering access to continuing education through tuition reimbursements, by engaging in staff-led DEI initiatives to deepen inclusion and belonging efforts, and to ultimately working to identify internal candidates to mentor, develop and promote to leadership roles.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

What are this organization’s external mobilizaton efforts?

SOME is an acknowledged leader in the marketplace for affordable housing, healthcare, rehabilitative services, education and employment training, and food security within the District of Columbia. The scale, range, and combination of human services SOME provides position SOME as a natural partner to help support and leverage smaller, high performing non-profits operating in similar spaces. SOME also is a reliable and effective partner for the District’s various housing, health, and human services agencies, including the: Department of Housing and Community Development (“DHCD”); Department of Behavioral Health (“DBH”); DC Housing Finance Agency (“DCHFA”); DC Housing Authority (“DCHA”); Department of Health Care Finance (“DHCF”); Department of Human Services (“DHS”); Office of the State Superintendent of Education (“OSSE”); Department of Employment Services (“DOES”); and DC Department of Aging and Community Living (“DACL”).

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


As has been noted, COVID-19 has further highlighted the inequities that exist in accessing care and services in our region and that addressing those barriers will be key to reaching more people in need of our services. Continuing to integrate telehealth technologies into our service delivery model will be critical to eliminating barriers to care and thereby allowing SOME to reach more people in need. SOME’s plan is essentially to “virtualize” as much of our work as possible – bringing this work to scale to reach more people. At the beginning of the pandemic we began implementing these new technologies by creating private kiosks at all of SOME’s sites for clients to access care virtually via tablets. These tablets were equipped with telehealth software which can be used for various types of therapy and services. Since this shift to providing telehealth services, we have seen more people connected to their providers, engaging in and seeking out services – this increased engagement is key to achieving better health outcomes. As we work to virtualize our programs to be more accessible to those in need – allowing us to reach more individuals, we will also be looking at strengthening our distribution models to promote greater food access to populations in need in the District. At SOME we also know that housing is fundamental to long term success and that it is very difficult to provide critical and rehabilitative services to those that are unhoused. The creation of more affordable housing will continue to be a major priority for SOME moving forward. Our new strategic plan will include a pledge to develop more units of affordable housing for extremely low income renters. And finally, we know that one organization alone cannot end poverty and homelessness and that in order to have a major impact we must look at strategic partnerships.

Source: Nonprofit submitted responses

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

Not Currently Scored

SOME (So Others Might Eat) is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback data. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.

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.


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Culture & Community Report

Unscored

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Constituent Feedback

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.


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. We award every nonprofit that completes the Candid survey full credit for this Beacon, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. Although the data is not evaluated for quality at this time, future iterations of this Beacon will include third party or other data that will serve to validate the information provided by the nonprofit.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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