Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 15,552,925 | 1,028,608 | 8,662,023 | 6,269,206 | 6,655,144 | 38,167,906 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 15,552,925 | 1,028,608 | 8,662,023 | 6,269,206 | 6,655,144 | 38,167,906 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | 17,467,011 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 20,700,895 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 15,552,925 | 1,028,608 | 8,662,023 | 6,269,206 | 6,655,144 | 38,167,906 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 48,429 | 52,995 | 98,763 | 180,936 | 159,881 | 541,004 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 5,079 | 8,105 | 4,094 | 497 | 17,775 | |
| 11 | Total support. Add lines 7 through 10 | 38,726,685 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2020 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2020 |
(iii) Distributable Amount for 2020 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2020 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
||||
| 3 Excess distributions carryover, if any, to 2020: | ||||
| a From 2015....... | ||||
| b From 2016....... | ||||
| c From 2017....... | ||||
| d From 2018....... | ||||
| e From 2019....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2020 distributable amount | ||||
|
i
Carryover from 2015 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2020 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2020 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2020, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2020. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2021. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2016..... | ||||
| b Excess from 2017..... | ||||
| c Excess from 2018..... | ||||
| d Excess from 2019..... | ||||
| e Excess from 2020..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|---|
| SCHEDULE A, PART II, LINE 10, EXPLANATION OF OTHER INCOME: | MISCELLANEOUS REIMBURSEMENTS |
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART I, LINE 1, DESCRIPTION OF MISSION AND ACTIVITIES CONTINUED: | BUILDING CHANGES IS A NONPROFIT ORGANIZATION CONDUCTING ACTIVITIES IN WASHINGTON STATE WITH THE FOLLOWING VISION AND MISSION: OUR VISION: COMMUNITIES THRIVE WHEN PEOPLE HAVE SAFE AND STABLE HOUSING AND CAN EQUITABLY ACCESS AND USE SERVICES. OUR MISSION: BUILDING CHANGES ADVANCES EQUITABLE RESPONSES TO HOMELESSNESS IN WASHINGTON STATE, WITH A FOCUS ON CHILDREN, YOUTH, AND FAMILIES AND THE SYSTEMS THAT SERVE THEM. OUR STATEMENT ON RACIAL EQUITY: AT BUILDING CHANGES, WE SEEK TO HOLD OURSELVES ACCOUNTABLE FOR ADDRESSING RACISM AND DISCRIMINATION. BLACK, INDIGENOUS, AND OTHER PEOPLE OF COLOR DISPROPORTIONATELY EXPERIENCE HOMELESSNESS DUE TO HISTORICAL AND SYSTEMIC RACISM. WE CANNOT ADDRESS HOMELESSNESS WITHOUT ADDRESSING RACISM AT ITS ROOTS AND THE TRAUMA IT CONTINUES TO PERPETUATE. WE SET UNIVERSAL GOALS TO END HOMELESSNESS AND PURSUE TARGETED SOLUTIONS TO ACHIEVE THESE GOALS. OUR WORK IN RACE EQUITY DOES NOT STOP THERE. WE ARE COMMITTED TO BUILDING AN INTERNAL CULTURE THAT CHALLENGES RACISM WITHIN OUR ORGANIZATION. OUR VALUES: BUILDING CHANGES ORGANIZATIONAL VALUES ARE EQUITY, PEOPLE, PARTNERSHIP, AND INTEGRITY. BUILDING CHANGES' APPROACH: WE BELIEVE COMMUNITIES THRIVE WHEN PEOPLE HAVE SAFE AND STABLE HOUSING. UNFORTUNATELY, HOMELESSNESS AND HOUSING INSTABILITY IS A REALITY FOR FAR TOO MANY OF US, PARTICULARLY CHILDREN, YOUTH, AND FAMILIES OF COLOR. SYSTEMIC FAILINGS, INEQUITABLE ACCESS TO SERVICES, AND LACK OF COORDINATION BETWEEN THE HOUSING, EDUCATION, AND HEALTH SYSTEMS CONTRIBUTE TO THIS GROWING PROBLEM. BUILDING CHANGES WORKS AT THE INTERSECTION OF THESE SYSTEMS, ADVANCING RACIAL EQUITY AND ADVOCATING FOR CHANGE, SO THAT CHILDREN, YOUTH, AND FAMILIES EXPERIENCING HOMELESSNESS ARE EFFECTIVELY SERVED AND GET EQUITABLE ACCESS TO THE SUPPORT THEY NEED. RESOLVING A HOUSING CRISIS AND MAINTAINING HOUSING STABILITY ARE NOT POSSIBLE WITHOUT THIS. WE FOCUS OUR EXPERIENCE AND EXPERTISE AT THIS UNIQUE LEVEL BECAUSE IT IS WHERE WE SEE GREAT NEED AND WHERE WE CAN HAVE GREATEST IMPACT. BUILDING CHANGES USES AN INTERDISCIPLINARY APPROACH TO INFLUENCE SYSTEMS, CENTERING RACIAL EQUITY AND ALIGNING OUR WORK WITH THE NEEDS OF PEOPLE WITH LIVED EXPERTISE. - WE INNOVATE BY DEVELOPING AND FIELD-TESTING EQUITABLE STRATEGIES. - WE COLLABORATE BY PARTNERING TO BUILD CAPACITY AND COORDINATION ACROSS SYSTEMS. - WE EVALUATE BY CONDUCTING RESEARCH AND ANALYZING DATA. - WE ADVOCATE BY PUSHING TO ADVANCE EQUITABLE, RESEARCH-INFORMED STRATEGIES. 2020 WAS A UNIQUELY CHALLENGING YEAR. WE PIVOTED IN MANY WAYS, WITH OUR STAFF WORKING 100% REMOTELY FOR MOST OF THE YEAR AND TAKING ON SIGNIFICANT COVID-19 RESPONSE EFFORTS, AS NOTED BELOW. YET WE WERE STILL ABLE TO MAKE IMPORTANT PROGRESS IN OUR HOUSING, EDUCATION, AND HEALTH WORK. NOTABLE ACCOMPLISHMENTS IN 2020 COVID-19 RESPONSE: STUDENT SUPPORT SURVEY: TO QUICKLY IDENTIFY AND RESPOND TO THE NEEDS OF STUDENTS AND FAMILIES EXPERIENCING HOMELESSNESS DURING THE PANDEMIC, BUILDING CHANGES SURVEYED 500 MCKINNEY-VENTO AND FOSTER CARE LIAISONS ACROSS WASHINGTON STATE IN APRIL 2020. WE HEARD FROM LIAISONS ACROSS 32 COUNTIES WHO PINPOINTED FOOD, INTERNET ACCESS, ELECTRONIC DEVICES NEEDED FOR DISTANCE LEARNING, HYGIENE SUPPLIES, AND RENTAL ASSISTANCE AS THEIR STUDENTS' TOP NEEDS. THEIR RESPONSES HAVE HELPED DRIVE THE DEVELOPMENT OF AND ADVOCACY FOR SPECIFIC RESOURCES AND ADDITIONAL PUBLIC FUNDS TO MEET SOME OF THE MOST PRESSING LOCAL NEEDS. WASHINGTON STATE STUDENT AND YOUTH HOMELESSNESS COVID-19 RESPONSE FUND: IN PARTNERSHIP WITH THE RAIKES FOUNDATION, BUILDING CHANGES LAUNCHED THE WASHINGTON STATE STUDENT AND YOUTH HOMELESSNESS COVID-19 RESPONSE FUND TO AUGMENT EXISTING PUBLIC DOLLARS AND PROVIDE FLEXIBLE FUNDING TO ENTITIES AND COMMUNITIES WHO WORK DIRECTLY WITH YOUTH AND STUDENTS. BY THE END OF 2020, WE HAD RAISED $3.25 MILLION AND AWARDED $3.1 MILLION IN FLEXIBLE FUNDING TO 192 ORGANIZATIONS, SCHOOLS, SCHOOL DISTRICTS, AND TRIBES IN 24 DIFFERENT COUNTIES. ON AVERAGE, 77% OF INDIVIDUALS SERVED BY THE FUND ARE STUDENTS AND YOUTH OF COLOR. EVICTION MORATORIUM EXTENSION ADVOCACY: IN SPRING 2020, BUILDING CHANGES ADVOCATED FOR THE EXTENSION OF THE EVICTION MORATORIUM TO SUPPORT CHILDREN, YOUTH, AND FAMILIES EXPERIENCING HOUSING CRISES DURING THE PANDEMIC. TO FURTHER DEMONSTRATE THE NEGATIVE AND RACIALLY INEQUITABLE IMPACTS THE EVICTION MORATORIUM'S END WOULD HAVE ON PEOPLE EXPERIENCING HOUSING INSTABILITY, WE CONTRIBUTED ADDITIONAL DATA TOWARD FEDERAL AND STATE-LEVEL BRIEFS. WITHOUT HOUSING RELIEF, INDIVIDUALS AND FAMILIES EXPERIENCING HOUSING INSTABILITY ARE LEFT TO WORRY ABOUT MAINTAINING HOUSING AND TO TAKE ON ADDITIONAL CRISES BROUGHT ON BY THE PANDEMIC. THE BRIEFS WE SUPPORTED THROUGH OUR ADVOCACY WORK WERE RULED FAVORABLY, AND THE EVICTION MORATORIUM HAS SINCE BEEN EXTENDED THROUGH THE END OF MARCH 2021 ACROSS WASHINGTON STATE AND NATIONWIDE. HOUSING FAMILY HOMELESSNESS INITIATIVE: FOR THE PAST TEN YEARS, BUILDING CHANGES LED THE FAMILY HOMELESSNESS INITIATIVE (FHI), A FOCUSED EFFORT TO REDUCE FAMILY HOMELESSNESS BY IMPROVING THE HOMELESS RESPONSE SYSTEMS IN KING, PIERCE, AND SNOHOMISH COUNTIES. SUPPORTED THROUGH A SUSTAINED FINANCIAL COMMITMENT OF THE BILL & MELINDA GATES FOUNDATION, BUILDING CHANGES ASSISTED IN THE DESIGN AND IMPLEMENTATION OF 79 PROJECTS TOTALING $29.8 MILLION, WORKING WITH THE THREE COUNTIES AND THEIR COMMUNITY-BASED PROVIDERS TO IMPROVE EXPERIENCES AND OUTCOMES FOR FAMILIES ENGAGING WITH THE SYSTEMS. 2020 MARKED THE FINAL YEAR OF THE INITIATIVE. THE MAJORITY OF REMAINING FHI GRANTS CLOSED AT THE END OF DECEMBER, WITH THE LAST FEW SET TO END IN EARLY 2021. WHILE THE GRANTS ARE ENDING, OUR COMMITMENT TO SUPPORTING EFFORTS TO REDUCE FAMILY HOMELESSNESS IN THE THREE COUNTIES CONTINUES. IN ADDITION, THROUGH ANOTHER INVESTMENT FROM THE GATES FOUNDATION, BUILDING CHANGES WILL WORK WITH FOUR COMMUNITIES OUTSIDE OF SNOHOMISH, KING, AND PIERCE COUNTIES IN 2021 TO HELP THEM APPLY KEY LEARNINGS FROM FHI TO THEIR OWN HOMELESS RESPONSE SYSTEMS. WASHINGTON YOUTH AND FAMILIES FUND: BUILDING CHANGES CONTINUED LEADING AND ADMINISTERING THE WASHINGTON YOUTH AND FAMILIES FUND (WYFF), A COMBINATION OF PUBLIC AND PRIVATE DOLLARS AWARDED TO ORGANIZATIONS AND TRIBES ACROSS THE STATE IN SUPPORT OF INNOVATIVE STRATEGIES TO REDUCE YOUTH AND FAMILY HOMELESSNESS. IN RESPONSE TO COVID-19, WE PROVIDED $10,000 IN EMERGENCY FUNDS TO EACH OF OUR 11 WYFF GRANTEES IN 2020. WE ALSO BEGAN OUR CONTRACTS WITH OUR NEWEST GRANTEES, THE SAMISH INDIAN NATION AND THE COWLITZ INDIAN TRIBE. BOTH ARE PILOTING ENHANCED RAPID RE-HOUSING, A HOUSING SUPPORT MODEL THAT UTILIZES HOUSING PLACEMENT, CULTURALLY ENHANCED SUPPORT SERVICES, CASE MANAGEMENT, AND SHORT-TERM RENT SUBSIDY, AND FLEXIBLE FUNDING TO QUICKLY MOVE INDIVIDUALS AND FAMILIES OUT OF HOMELESSNESS AND INTO PERMANENT HOUSING. THE COWLITZ INDIAN TRIBE, ALONG WITH GRANTEES NORTHWEST YOUTH SERVICES AND SHELTON FAMILY CENTER, ARE PILOTING CRITICAL TRANSITION COACHING (CTC). CTC IS AN EVIDENCE-BASED OUTREACH MODEL WE'VE ADAPTED TO PROVIDE YOUNG PEOPLE THE SUPPORT THEY NEED DURING THEIR TRANSITION OUT OF INSTITUTIONAL CARE TO STABLE HOUSING IN WASHINGTON STATE. CTC PROVIDED COMPREHENSIVE SUPPORT BY WORKING WITH YOUNG PEOPLE DEVELOP SKILLS, FIND EMPLOYMENT, IDENTIFY EDUCATION GOALS, AND BUILD A SUPPORT NETWORK BEFORE AND DURING THEIR TRANSITION. MARY'S PLACE FAMILY DIVERSION CENTER EVALUATION: BUILDING CHANGES COMPLETED AN EVALUATION OF THE FIRST YEAR OF MARY'S PLACE FAMILY DIVERSION CENTER (FDC). FDC IS A HOUSING SUPPORT MODEL THAT PAIRS DIVERSION SERVICES WITH SHELTER. OUR EVALUATION INCLUDED ANALYSIS OF STAFF AND FAMILIES' PERSPECTIVES ON FDC, SHELTER UTILIZATION RATES, COSTS OF RUNNING THE CENTER, AND THE DEMOGRAPHICS AND CHARACTERISTICS OF FAMILIES WHO USED FDC. WE ALSO ANALYZED OUTCOMES FOR FAMILIES WHO USED FDC SERVICES AS OPPOSED TO THOSE WHO SOUGHT OUT SHELTERS OR DIVERSION SERVICES SEPARATELY. |
| FORM 990, PART I, LINE 1, DESCRIPTION OF MISSION AND ACTIVITIES CONTINUED: | EDUCATION BEATING THE ODDS & MENU OF STRATEGIES: BUILDING CHANGES PUBLISHED TWO RESOURCES EARLIER LAST YEAR TO HELP SCHOOLS AND SCHOOL DISTRICTS BETTER SUPPORT STUDENTS EXPERIENCING HOMELESSNESS. IN FEBRUARY 2020, WE RELEASED "BEATING THE ODDS: HOW CAN SCHOOLS AND DISTRICTS SUPPORT STUDENTS EXPERIENCING HOMELESSNESS?" A REPORT SUMMARIZING PROMISING PRACTICES FROM HIGH-PERFORMING SCHOOLS AND DISTRICTS THAT SHOW POSITIVE EDUCATIONAL OUTCOMES FOR STUDENTS EXPERIENCING HOMELESSNESS. IN MARCH 2020, WE PUBLISHED THE FIRST ITERATION OF THE MENU OF STRATEGIES, A WORKING COLLECTION OF RECOMMENDATIONS FOR SCHOOLS, DISTRICTS, AND COMMUNITY PARTNERS TO BETTER SUPPORT STUDENTS AND FAMILIES EXPERIENCING HOMELESSNESS IN THE STATE. WE PULLED TOGETHER INSIGHTS FROM SURVEYS AND INTERVIEWS WITH SCHOOL STAFF, DISTRICT STAFF, STUDENTS AND FAMILIES WITH LIVED EXPERTISE, AND STUDENT DATA FROM THE OFFICE OF SUPERINTENDENT OF PUBLIC INSTRUCTION TO ADDRESS TOPICS ESPECIALLY PERTINENT TO STUDENTS EXPERIENCING HOMELESSNESS AND THEIR FAMILIES. ASSESSMENT AND BUILDING CAPACITY TOOL: BUILDING OFF THE MENU OF STRATEGIES, BUILDING CHANGES DEVELOPED THE ASSESSMENT AND BUILDING CAPACITY TOOL (ABC TOOL) TO HELP SCHOOLS AND SCHOOL DISTRICTS IDENTIFY AREAS TO IMPROVE THEIR CAPACITY TO EFFECTIVELY MEET THE NEEDS OF STUDENTS EXPERIENCING HOMELESSNESS. WITH THE ABC TOOL, WE HOPE TO DEVELOP RACIALLY EQUITABLE AND CULTURALLY RESPONSIVE STRATEGIES TO HELP MEET STUDENTS' NEEDS. THE ABC TOOL FACILITATES OUR GOAL TO INCREASE STUDENTS' OUTCOMES BY BRINGING CLARITY AND STRUCTURE TO HOW SCHOOLS AND SCHOOL DISTRICTS CAN IMPROVE SERVICES AND SUPPORTS. YOUTH ASCEND WA: TO SUPPORT STUDENTS EXPERIENCING HOMELESSNESS AS THEY TRANSITION OUT OF HIGH SCHOOL, BUILDING CHANGES DEVELOPED YOUTH ASCEND WA, A WEB-BASED TOOL DESIGNED TO CONNECT STUDENTS WITH RESOURCES THAT WILL HELP THEM EXPLORE OPTIONS ON THEIR PATH TOWARD ACHIEVING POST-GRADUATION STABILITY. THE RESOURCE TOOL IS A COLLABORATIVE PROJECT MADE POSSIBLE THROUGH INTERVIEWS, WORKSHOPS, AND FOCUS GROUP WITH YOUTH AND ADVOCATES IN SCHOOLS, PUBLIC AGENCIES, AND COMMUNITY-BASED ORGANIZATIONS. YOUTH ASCEND WA'S GOAL IS TO BE AN INCLUSIVE, ACCESSIBLE, AND YOUTH-CENTERED RESOURCE TOOL THAT WILL HELP STRENGTHEN RELATIONSHIPS BETWEEN PROVIDERS AND STUDENTS. SCHOOL/HOUSING NETWORK: TO PROVIDE A PEER-TO-PEER LEARNING SPACE FOR SCHOOL DISTRICT HOMELESS LIAISONS AND LOCAL HOUSING PROVIDERS ACROSS WASHINGTON STATE, BUILDING CHANGES CONTINUED HOSTING A MONTHLY VIRTUAL CONFERENCE. AN AVERAGE OF 30 LIAISONS AND PROVIDERS PARTICIPATE IN OUR MONTHLY CALL BY SHARING THEIR OWN EXPERIENCES SUPPORTING STUDENTS IN THEIR COMMUNITIES AND DISCUSS BEST PRACTICES ON SUPPORTING STUDENTS EXPERIENCING HOMELESSNESS IN THEIR SCHOOLS. IN THE BEGINNING OF PANDEMIC-RELATED SCHOOL CLOSURES, WE INCREASED THE FREQUENCY OF OUR CONFERENCE CALLS TO BI-WEEKLY. WE DID THIS TO RESPOND TO LIAISONS AND PROVIDERS' HEIGHTENED NEED TO ENSURE STUDENTS ARE STILL ADEQUATELY SUPPORTED DESPITE GROWING CONCERNS OVER THE PUBLIC HEALTH CRISIS. THE SCHOOL/HOUSING NETWORK IS AN OUTLET FOR LIAISONS AND PROVIDERS ACROSS THE STATE TO LEARN FROM EACH OTHER AND TO COLLABORATE ON WAYS TO BETTER SUPPORT STUDENTS EXPERIENCING HOMELESSNESS IN THEIR COMMUNITIES. HEALTH STRENGTHENING ADVOCACY AND PARTNERSHIPS:THROUGHOUT 2020, BUILDING CHANGES WORKED TO STRENGTHEN OUR ADVOCACY, PARTNERSHIPS, AND EFFORTS IN THE HEALTH SYSTEM TO ADVANCE EQUITABLE STRATEGIES IN SUPPORT OF PEOPLE EXPERIENCING HOMELESSNESS AND HOUSING INSTABILITY. OUR ADVOCACY WORK COMPRISED THE FOLLOWING EFFORTS: JOINING HEALTH ADVOCATES TO PERSUADE THE WASHINGTON STATE DEPARTMENT OF HEALTH TO DISAGGREGATE COVID-19 DATA BY RACE AND ETHNICITY; PARTNERING WITH NUTRITION ADVOCATES TO RAISE AWARENESS AND WEBINARS ON ACCESSING PANDEMIC ELECTRONIC BENEFIT TRANSFER (P-EBT) ON FOOD; ADVOCATING FOR THE CONTINUATION OF MATERNITY SUPPORT SERVICES (MSS); SURVEYING MSS PROVIDERS TO LEARN ABOUT THEIR CLIENTS' DEMOGRAPHICS AND TOP NEEDS; AND ENSURING THE RENEWAL OF FOUNDATIONAL COMMUNITY SUPPORTS (FCS), A MEDICAID BENEFIT THAT HELPS ELIGIBLE CLIENTS WITH COMPLEX HEALTH NEEDS FIND AND MAINTAIN HOUSING AND EMPLOYMENT. IN 2020, BUILDING CHANGES ALSO JOINED THE STATE LEGISLATURE'S CHILDREN AND YOUTH BEHAVIORAL HEALTH WORKGROUP AND CONTINUED TO CULTIVATE NEW PARTNERSHIPS WITH COMMUNITY HEALTH ORGANIZATIONS AND ADVOCACY GROUPS. IN ADDITION TO OUR ADVOCACY AND PARTNERSHIP EFFORTS, WE COMPLETED AN EVALUATION OF THE IMPACTS OF OUR PERINATAL HOUSING GRANTS (PHG), A PILOT PROJECT DESIGNED TO IMPROVE HOUSING AND HEALTH OUTCOMES FOR PREGNANT WOMEN AND POSTPARTUM MOTHERS WHO NEED ADDITIONAL SUPPORT TO PREPARE AND PROVIDE FOR THEIR BABIES. |
| FORM 990, PART VI, SECTION A, LINE 3 | THE EXECUTIVE COMMITTEE IS COMPRISED OF THE PRESIDENT, VICE PRESIDENT, SECRETARY, TREASURER, COMMITTEE CHAIR AND IMMEDIATE PAST PRESIDENT. THE EXECUTIVE COMMITTEE MAKES DECISIONS ON BEHALF OF THE BOARD WHEN THERE ARE URGENT ISSUES THAT NEED TO BE RESOLVED OR ACTED UPON. |
| FORM 990, PART VI, SECTION B, LINE 11B | ANNUAL FORM 990 IS REVIEWED AND APPROVED BY THE BOARD FINANCE AND AUDIT COMMITTEE, THEN SHARED WITH THE FULL BOARD AT THE NEXT BOARD MEETING. |
| FORM 990, PART VI, SECTION B, LINE 12C | ALL BOARD MEMBERS AND KEY STAFF ARE REQUIRED TO REVIEW AND SIGN CONFLICT OF INTEREST POLICY ANNUALLY. THROUGH THIS PROCESS, BOARD MEMBERS AND KEY STAFF ARE REMINDED OF THE REQUIREMENT TO DISCLOSE ALL MATERIAL FACTS OF EVERY ACTUAL OR POTENTIAL CONFLICT OF INTEREST TO THE EXECUTIVE DIRECTOR OR BOARD CHAIR. BUILDING CHANGES MANAGEMENT AND THE BOARD EXECUTIVE COMMITTEE HAVE THE RESPONSIBILITY TO IDENTIFY RELATED PARTY TRANSACTIONS AND REAL OR POTENTIAL CONFLICTS OF INTERESTS. ALL IDENTIFIED RELATED PARTY TRANSACTIONS AND REAL OR POTENTIAL CONFLICTS OF INTEREST ARE PRESENTED AND DISCUSSED BY THE APPROPRIATE COMMITTEE OR FULL BOARD AND ARE RECORDED IN THE MINUTES OF THAT MEETING. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE EXECUTIVE DIRECTOR SALARY IS DETERMINED BY THE BOARD. ALL BUILDING CHANGES COMPENSATION IS BASED ON PUBLISHED SALARY SURVEYS. |
| FORM 990, PART VI, SECTION C, LINE 19 | THESE DOCUMENTS ARE NOT PUBLICLY AVAILABLE. |
| FORM 990, PART IX, LINE 11G | TECHNICAL ASSISTANCE FOR THE DATA DRIVEN CULTURE INITIATIVE: PROGRAM SERVICE EXPENSES 869,377. MANAGEMENT AND GENERAL EXPENSES 56,426. FUNDRAISING EXPENSES 21,378. TOTAL EXPENSES 947,181. |
| FORM 990, PART XI, LINE 9: | CANCELLED GRANTS AND OTHER GRANT EXPENSE ADJUSTMENTS 247,942. |
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| Software Version: |