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Chicago IL | IRS ruling year: 2007 | EIN: 36-2651505
Organization Mission
Since 1959 Little Brothers - Friends of the Elderly Chicago Chapter (LBFE), has brought companionship and social interaction to isolated and lonely elders. LBFE Chic ... (More)
Since 1959 Little Brothers - Friends of the Elderly Chicago Chapter (LBFE), has brought companionship and social interaction to isolated and lonely elders. LBFE Chicago is part of a national network of volunteer-based organizations committed to relieving isolation and loneliness among the elderly. We offer to people of goodwill the opportunity to join the elderly in friendship and celebration of life. Programs offered by LBFE Chicago include visiting programs, social opportunities, holiday celebrations, vacation programs and inter generational programs, and we offered socially distanced versions of these in the pandemic. In FY2020 we served 1,060 elders, with the support of 1,549 volunteers who gave 23,850 hours of their time. Together we provide friendship to those who are aging without the support of family or friends. More than half the seniors we serve could not count on having two personal conversations in a month without our involvement in their lives. (Less)
Good
This charity's score is 83%, earning it a Three-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: 90% Accountability & Finance, 10% Leadership & Adaptability. 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 | |||
| 6/1/2021 | 2019 | 81.58 | |
| 2/1/2020 | 2018 | 84.02 | |
| 2/1/2019 | 2017 | 83.33 | |
| 12/1/2017 | 2016 | 85.19 | |
| 11/1/2016 | 2015 | 85.17 | |
| 10/1/2016 | 2015 | 84.00 | |
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. | |||
| 6/1/2016 | 2014 | 76.99 |  |
| Rating Version: 2.0 | |||
| 11/1/2015 | 2014 | 71.28 | |
| 4/1/2015 | 2013 | 77.59 | |
| 10/1/2013 | 2012 | 78.89 | |
| 11/6/2012 | 2011 | 83.66 | |
| 9/20/2011 | 2010 | 80.25 | |
| Rating Version: 1.0 | |||
| 2/1/2011 | 2009 | 82.55 | |
| 4/1/2010 | 2008 | 70.98 | |
| 11/1/2008 | 2007 | 74.00 | |
| 12/15/2007 | 2006 | 87.27 | |
| 4/1/2007 | 2005 | 81.52 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Little Brothers - Friends of the Elderly Chicago 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.
Little Brothers - Friends of the Elderly Chicago has earned a 82% 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 2019, which is the most recent Form 990 currently available to us.
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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 - 4.50% - 10/10 ptsLiabilities to Assets Ratio - 4.50% - 10/10 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 - 0.85 years - 7.5/10 ptsWorking Capital Ratio - 0.85 years - 7.5/10 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 - $0.19 - 7.5/10 ptsFundraising Efficiency - $0.19 - 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 - 10.30% - 10/10 ptsAdministrative Expense Ratio - 10.30% - 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 - 18.80% - 5/10 ptsFundraising Expense Ratio - 18.80% - 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 - 70.80% - 5.94/10 ptsProgram Expense Ratio - 70.80% - 5.94/10 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 - 0.44% - 0.45/10 ptsProgram Expense Growth - 0.44% - 0.45/10 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
Simone Mitchell-Peterson, Chief Executive Officer
$219,592 (5.38% 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 (Little Brothers - Friends of the Elderly Chicago) or EIN (362651505) 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.
Little Brothers - Friends of the Elderly Chicago reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Staffing
How COVID-19 impacted the organization's operations financially:
We make a lifetime commitment to every senior we serve and, although COVID-19 changed our ability to offer programming and made seniors lonelier, we never wavered in our commitment. Early in the pandemic, individual donors provided generous contributions so that our volunteers and staff could continue to reach out to our elders as needed. We applied for and received a PPP loan, which allowed us to maintain a full staff. And, although our Young Professional Advisory Board (YPAB), was unable to meet face to face or host large in-person events for two years in a row, they participated in Giving Tuesday through a virtual campaign and hosted an in-person and a hybrid event. In FY2022, as expenses increased due to inflation and to more in-person programming, donations dropped slightly. Overall, our financial position continues to be strong.
How COVID-19 impacted the organization's delivery of programs:
Due to social distancing, we halted in-person contacts in March, 2020 to keep seniors and volunteers safe. Volunteers made hundreds of phone visits a week to seniors. We increased the number of seniors receiving food bag deliveries by 25%, and included cleaning and pandemic supplies (masks and hand sanitizer). We built new partnerships, including with one nonprofit that used our kitchen to prepare meals for thousands of homeless individuals over the course of the pandemic. Thanksgiving and Christmas day parties were replaced by homemade, hot meals delivered to more than 700 seniors by volunteers. We even delivered vacation experiences door to door two summers in a row—a bag of goodies complete with bubbles and a dance party! When vaccines became available, volunteers and staff made online appointments and provided rides so all interested seniors received vaccines. A new Mental Health Counseling Initiative provided resources to seniors experiencing anxiety and depression.
How this organization adapted to changing conditions caused by COVID-19:
The well-being of our elders and volunteers continues to be our priority. As we move into the "new normal" our seniors are aware that they are still one of the populations most at risk from the lingering pandemic. Some seniors are comfortable in small gatherings, others are not. We meet all seniors where they are. Vaccinated volunteers and staff have been visiting seniors face to face since 2021. Vaccinated seniors and volunteers are attending small gatherings. We host outdoor gatherings, small indoor gatherings, and overnight and week long vacations for vaccinated seniors. We continue to make deliveries and visits to seniors, and phone visits. We offer different activities so that every senior can participate in the way they are most comfortable with. We continue to provide food bag deliveries to an increased number of elders, though we have returned to a monthly delivery schedule.
Innovations the organization intends to continue permanently after the pandemic:
Three pandemic programs will continue. 1) Phone visits will continue in the future, even as face to face visits have returned, as elders enjoy the additional contact. 2) Our Mental Health Counseling Program will continue to train staff in the use of the PHQ4, a tool for non-Mental Health Professionals, to screen seniors so that we can provide additional outreach or connect seniors to mental health resources as necessary. 3) We will expand LBFE Social Sync, launched last year, to provide volunteer technology assistance to help LBFE seniors connect virtually by accessing technology they already own. We began the program when our technology survey of seniors revealed that many have technology tools, often hand-me-down devices, but have no one to help them learn to use the devices. Early successes include helping a senior use her Link card to order groceries online, and helping another senior connect virtually to a young relative in Mississippi to demonstrate old family recipes.
Not Currently Scored
Little Brothers - Friends of the Elderly Chicago 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.
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Little Brothers - Friends of the Elderly Chicago reported its three largest programs on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Visiting Program
Spent in most recent FY
Percent of program expenses
Direct Services
Spent in most recent FY
Percent of program expenses
Social Activities
Little Brothers - Friends of the Elderly Chicago cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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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Little Brothers - Friends of the Elderly Chicago 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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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
Little Brothers - Friends of the Elderly (LBFE) is a non-profit, volunteer-based organization with a mission to alleviate isolation and loneliness among adults aged 70 and over. Our efforts to bring friendship to seniors is supported by thousands of volunteers and individual donors, as well as dozens of corporations and foundations. LBFE has been relieving isolation and loneliness among Chicago’s seniors since 1959. We expanded to northwest Indiana in 2012 and began offering services to Illinois seniors in DuPage and Kane counties in 2022. Women and men who are aging alone have a family in LBFE. We provide steadfast friendship and do many of the things that family and friends do for more socially connected seniors. All of our programs and services are offered at no cost. Through visits, face to face gatherings, and intergenerational programs we bring conversation, companionship, celebration and connection to remind the older adults we serve that they are valued and cared for.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
LBFE is working to end loneliness and isolation for older adults in Chicago, northwest Indiana and in DuPage and Kane counties in Illinois. With the help of more than 1,500 volunteers a year, we reach out in friendship to adults aged 70 and above who are growing older without the support of family and friends--visiting, celebrating holidays and birthdays, providing intergenerational programming, and so much more. Our large and involved volunteer corps increases our ability to reach more seniors and have more impact through personal connections. We center our participants in our work and are committed to evaluating our work to ensure that our programs are lessening isolation and loneliness. Our current strategic plan will help us reach even more seniors over the next five years.
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: The number of seniors who need our services is increasing. Over 5 years we will transition to a more volunteer-driven model, adding 125 new visiting volunteers and serving 150 more Chicago seniors.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: We have launched a new, volunteer-driven and staff-supported program model in DuPage and Kane counties to end loneliness for at least 300 DuPage and Kane county older adults in by 2027.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: We are 1) expanding thought leadership to end senior loneliness through the End Loneliness Symposium, 2) maximizing technology to support programs, and 3) increasing resources to support expansion.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Our Board recently made a commitment to increasing Diversity, Equity, and Inclusion (DEI) at every level of our organization and began working with a team of consultants that specialize in this work. We completed a training with the consultants earlier this year that included our Board members and management team. The Board has achieved early success, increasing board diversity to 40%. More training is planned for all staff in the coming year. LBFE also offers executive coaching with an outside expert to our volunteer and program directors to throughout the year as needed. Lastly, as a member of a national and an international network, we offered opportunities to volunteers and staff to attend virtual and in-person training with their peers at other LBFE chapters both nationally and internationally.
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
In response to increased reports of anxiety and depression from our seniors, LBFE developed a new partnership with Rush University Senior Care for our Mental Health Counseling Initiative, which included training for staff in Cognitive Behavioral techniques to help seniors. A partnership with Fight2Feed, a nonprofit organization of volunteer chefs and cooks, used our LBFE kitchen to prepare meals for thousands of homeless Chicagoans over the course of the pandemic. Our inaugural End Loneliness Symposium brought together experts in aging to explore the impact and alleviation of elder loneliness locally and globally. More than 100 attendees learned more about aging with more connection to each other. LBFE's next Symposium is scheduled for April, 2023. LBFE continued to participate in local and national coalitions. And, when we launched a new logo with other LBFE chapters, we released two videos, one highlighting all of our work and the other featuring our board and focused on Chicago.
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.
Over the last year LBFE has worked to offer a full array of programs for our seniors, while focusing on meeting our participating older adults where they are. In the early part of the year we continued to reach out to seniors through visits, with the help of volunteers. We found that there was still a significant demand for food bag delivery. We began hosting small gatherings here at LBFE. We require that volunteers who are helping at the events or driving and accompanying seniors to the gatherings be vaccinated, and we ask the same of seniors. From a few small gatherings over the winter and spring, we expanded to a very ambitious summer program. We offered a total of 27 summer vacation activities, including small parties and gatherings, as well as overnight getaways and four-day, three-night getaways to Audrey's House, our senior program center and vacation retreat in Batavia, IL. We took into account best practices and we cut the number of seniors for each vacation in half. Our seniors responded enthusiastically and every program was fully reserved. However, over the course of the summer we found that seniors were cancelling at a much higher level than normal. In fact, a few of our activities were not held due to the cancellations. We realized that while LBFE's seniors are eager to get back to normal, they are also aware that they continue to be at a higher risk from the pandemic and, for some, that may cause them not to attend a planned for event. Therefore, we continue to offer in-person activities for those who are ready, while providing fun deliveries and visits for those seniors who are not yet ready to socialize in groups. We will continue to offer a variety of activities in an effort to provide every senior the social contact and friendship they need in a way that they are comfortable with throughout the coming year.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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