Family Gateway
Family Gateway
Dallas TX | IRS ruling year: 1986 | EIN: 75-2105579
The mission of Family Gateway is to provide stability and life-changing supportive services to families with children experiencing homelessness.
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Dallas TX | IRS ruling year: 1986 | EIN: 75-2105579
The mission of Family Gateway is to provide stability and life-changing supportive services to families with children experiencing homelessness.
Great
This charity's score is 98%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 32% Accountability & Finance, 50% Impact & Results, 7% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Date Published | Form 990 FYE | Overall Score | Overall Rating |
Rating Version: 2.1 | |||
6/1/2021 | 2019 | 96.26 | |
2/1/2020 | 2018 | 85.76 | |
4/1/2019 | 2017 | 90.13 | |
4/1/2018 | 2016 | 91.08 | |
5/1/2017 | 2015 | 97.12 | |
6/1/2016 | 2014 | 94.27 | |
Rating Version: 2.0 | |||
6/1/2015 | 2013 | 95.53 | |
5/1/2014 | 2012 | 93.74 | |
12/20/2012 | 2011 | 89.27 | |
4/1/2012 | 2010 | 88.72 | |
9/20/2011 | 2009 | 82.55 | |
Rating Version: 1.0 | |||
12/22/2010 | 2009 | 76.05 | |
10/1/2010 | 2008 | 72.27 |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Family Gateway is outdated and the overall rating may not be representative of its current operations.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.
Family Gateway has earned a 96% 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.
Learn more
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) |
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
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
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
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
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
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
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
Ellen Magnis, Chief Executive Officer
$195,000 (4.39% 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 2019
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:
Supplying money, goods or services to the poor (BMF activity code: 560)
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 (Family Gateway) or EIN (752105579) 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.
Family Gateway reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
How COVID-19 impacted the organization's operations financially:
Due to COVID-19, we had to cancel both of our annual fundraising events and adjust our fundraising strategy to adapt to the situation at hand. We also applied and received the PPP loan and thus were able to employ a full staff and even add additional team members and security staff as we scaled services. Additionally, we were able to apply for several emergency COVID-19 relief grants from various foundations to help us maintain our financial stability. We are grateful for our generous community who helped us through a difficult year.
How COVID-19 impacted the organization's delivery of programs:
At the onset of COVID-19, we quickly implemented best practices from the CDC. Despite the pandemic, we never ceased service delivery. From March to mid-September, our emergency shelter was the only one in Dallas accepting new families (except for domestic violence shelters). Our dormitory-style shelter is not the ideal environment to manage disease spread, so we began operating a second shelter at a hotel (Shelter II) where families had their own bathrooms and kitchenettes. Working families were placed at Shelter II since they come and go more frequently. This meant an increase in staffing and security to oversee the operations of two shelter facilities. All other programs continued to operate as usual, meeting with families over the phone or virtually whenever possible.
How this organization adapted to changing conditions caused by COVID-19:
We quickly implemented best practices from the CDC, including frequent hand washing, social distancing, temperature checks, increased cleaning protocols, and mask wearing at all locations. Our President & CEO was on a daily call with other shelter and city leaders for community-wide collaboration and problem solving. We also began operating a second shelter location out of a hotel to manage disease spread and system capacity restraints, as mentioned previously.
Innovations the organization intends to continue permanently after the pandemic:
In 2021, we partnered with the City of Dallas, as part of their COVID-19 risk mitigation strategy, to operate a new family shelter at a former Candlewood Suites in Far North Dallas for families with children experiencing homelessness. This hotel was purchased with Treasury dollars and will add 50+ family shelter rooms to our Continuum of Care inventory to help us keep pace with the increased demand for services. We recently signed a multi-year lease with the City of Dallas and will continue to operate this second family shelter after the pandemic is behind us.
Family Gateway has earned a 100% for the Impact & Results beacon. See the metrics below for more information.
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Learn more
Program
Emergency Shelter and Overflow Program
Activities
The nonprofit provides people experiencing homelessness with a temporary place to stay.
Program Type
Emergency Shelter
Beneficiaries Served
Program Geography
Time Period of Data
1/1/20 to 12/31/20
Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.
Costs: The money spent by a nonprofit and its partners and beneficiaries.
Impact: Outcome caused by a nonprofit relative to its cost.
Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.
Outcome Metric
A night of shelter for a person experiencing homelessness
Outcome Data Source
Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.
Outcome data collected during the program. The nonprofit submitted data on nights of shelter provided.
Method for Attributing Outcomes
We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).
We assume that the provision of shelter by one nonprofit does not diminish the provision of shelter by any other (neighboring) nonprofit. We also assume there is, in general, no slack capacity in the homeless shelter system. In the absence of a given shelter, beneficiaries would not be able to stay at another shelter because other shelters are assumed to have no beds to spare. We therefore set the counterfactual to zero.
Cost Data Source
After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.
Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.
Cost Calculation
$1,640,000 program costs + $0 partner costs + $0 beneficiary costs = $1,640,000 total costs
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
$1,640,000 total costs / 71,793 nights of shelter provided = roughly $20 provides a night of shelter to a person experiencing homelessness.
Benchmark for Rating
Impact & Results scores of emergency shelters are based on the cost of providing a night of shelter relative to the Fair Market Rent in that county. Programs receive an Impact & Results score of 100 if they are less than 200% the Fair Market Rent and a score of 80 if they are less than 400%. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 65.
Determination
Highly cost-effective
Family Gateway reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Temporary Housing
Family Gateway has earned a 96% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
Family Gateway serves families with children experiencing homelessness in Dallas County and Collin County, TX. Families often enter homelessness due to their support structure not being able to withstand a traumatic event such as a sudden illness, rent increases/scarcity of affordable housing, violence in the household, or a change in family status (e.g. divorce/break up, family member incarcerated). Approximately 73% of families served are African American, who have been deeply affected by longstanding structural racial injustice and inequities. This disproportionate impact is clear, as only 22% of our community is comprised of African Americans.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), 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?
Our staff, Our board
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
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
During a short-term period of staff shortages due to COVID cases, a few guests commented during a supervisory "spot check" meeting that they were not getting as much "face time" attention as they would have desired. The supervisor temporarily shifted some resources to support the area in need and coached the guests on feeling empowered to come forward with any concerns in the future.
70% of beacon score
This organization's score of 95 is a passing score. The organization reported that it is implementing 9 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 (5/7) | |
---|---|
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. |
Family Gateway 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
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The mission of Family Gateway is to provide stability and life-changing supportive services to families with children experiencing homelessness.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
At Family Gateway, we work to empower families to transform their lives and achieve self-sufficiency, we strive to engage children in opportunities to learn and grow so they can create a new family legacy, and we act with respect and compassion in all that we achieve.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: We will continue scaling our Assessment & Diversion practice, which is the first of its kind in our community, to keep more families stabilized without emergency shelter whenever possible.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: We have implemented a Vocational Case Management program to help families increase their income and secure positive housing.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: We are actively involved in our community & homeless response system to understand/challenge the intersection of family homelessness w/ criminal justice, affordable housing, education, & racial equity
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
The nonprofit provides evidence of investment in leadership development
A part of our strategic plan is to accelerate and scale our pivotal role in the homeless response system in coordination with our Continuum of Care (CoC) and national strategies. This includes having the directors on our leadership team represent Family Gateway in various workgroups at the CoC level and in numerous partnerships with other local agencies. National training is also available to all team members through the National Alliance to End Homelessness.
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
Family Gateway has strong relationships with the City of Dallas, other organizations in our Continuum of Care (CoC), & numerous partner agencies in the community. We are currently partnering with the City of Dallas to operate a second family shelter in Far North Dallas & with The Salvation Army to expand their capacity for families from 12 beds to 50. Recently, our President & CEO co-presented at the National Virtual Conference on Ending Homelessness. She shared challenges & opportunities brought on by COVID-19. We are also featured in a national publication coming out in 2021 as an example of what a comprehensive agency response looks like. Our President & CEO & leadership team members are actively involved in our CoC & with the City of Dallas to create shared goals for rehousing those experiencing homelessness & to examine the complex issues that cause homelessness. We have a thorough marketing strategy that includes digital/print communications & a strong social media presence.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
We faced many new challenges last year due to COVID-19, but we never closed our doors. From March to early September, our emergency shelter was the only one in Dallas accepting new families (except for domestic violence shelters). At the onset of COVID-19 in March of 2020, best practices from the CDC were quickly implemented, and our President & CEO was on daily calls with the City of Dallas and other shelter leaders for collaboration and creative problem solving. Our dormitory-style shelter with shared bathrooms and dining space is not an ideal environment to prevent the spread of germs. So, to help manage disease spread and system capacity restraints, we established a second shelter location (Shelter II) at a hotel where families had their own bathrooms and kitchenettes. Working families were placed at Shelter II since they come and go more frequently. As a result of our successful management of Shelter II, we were selected to partner with the City of Dallas in 2021 to operate a second family shelter at a former Candlewood Suites property in Far North Dallas. This meant an increase in our staffing and security to ensure the children and families at both locations have the support they need to regain stability and self-sufficiency. We will continue operating this second shelter location in Far North Dallas after the pandemic is behind us. We are also in a new partnership with The Salvation Army to increase the number of shelter beds for families with children in our community. Currently, the volume of families in need of shelter exceeds the capacity of our system; our shelter locations and space at The Salvation Army are full, and we are supporting approximately 40 families in "overflow" hotel space until a shelter room becomes available, so they do not have to return to sleeping in their cars. We will continue to scale and improve our programs to meet the increased need in our community and to adapt to our dynamic environment.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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