Anacortes Family Center
Standing with the Silent
Mission
The Anacortes Family Center's mission is to serve homeless women, children and families in crisis by providing shelter in addition to comprehensive transformational services to achieve long lasting personal success and self-sufficiency, and to prevent homelessness in our community through advocacy and by providing affordable housing options. AFC's unique approach has led to the distinction of being one of the most successful shelters in the state at helping clients achieve self-sufficiency. Last year AFC served the most vulnerable clients* and over 80% of our clients graduated successfully - finding a permanent place to call home and a job to support the household. *Measured with the objective tool used by all homeless programs called the “Vulnerability index”.
Ruling year
2005
Executive Director
Mr Dustin Johnson
Main address
2702 Commercial Ave.
Anacortes, WA 98221 USA
EIN
20-0775618
NTEE code
Homeless Services/Centers (P85)
Family Violence Shelters and Services (P43)
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
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Communication
Programs and results
What we aim to solve
The Anacortes Family Center works to support homeless women, children and families in crisis, many fleeing domestic violence, to support them with emergency and transitional shelter and intensive services in order to achieve self-sufficiency and lasting success. AFC also managed 22 affordable apartments for low income households.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Self-Sufficiency Programs & Emergency Shelter
AFC provides intensive wrap-around programs and emergency shelter to support clients in crisis, supporting them to become self-sufficient and successful within our program's timeframe of 60-90 days.
AFC's approach to homelessness is very different from conventional approaches. Most shelters are housing providers with supplemental services. AFC's focus is on empowering and supporting clients through intensive wrap-around services, in order to achieve self-sufficiency and end the families reliance on social services all-together.
AFC utilizes and accountability-based model, meaning the client and our case manager create a weekly plan that identifies barrier and goals and we equip clients with the tools they need to overcome those obstacles and achieve those goals -- and the client is expected to show progress at each meeting. This unique approach has led AFC to the distinction of being one of the most successful shelters in the state, with an 86% success rate last year.
AFC's program provides an array of services. Clients are required to find employment within 14-days of entry. (Clients that are disabled must find a volunteer site.) We support them through resume building, providing clothing, career coaching, and partner with local businesses that are frequently hiring AND provide advancement opportunities (elder care, the seafood processing plant, industrial work, etc.) Each client (adult, child and the family) is provided with 1-on-1 counseling care, entirely paid for by AFC. We also provide academic and social support in the classroom of every child enrolled in the Anacortes School District. Our student liaison provides tutoring and support for each child once per week; coordinating with the student, teacher, counselor, administrators, mom and/or dad, and our staff. Each week AFC holds a life-skills class; clients are separated into adults, school-aged and toddlers. Topics are complimentary, so while adults may be learning about co-dependent behaviors or parenting after trauma, school-aged kids may be learning about bullying or good vs. bad touching. Toddlers may read a story about identifying anger or emotions.
AFC's program is intensive but successful. We have found that 45% of clients enter with some form of employment. That number increases to 75% at 60-days. Of clients that enter with employment, their income has doubled by graduation - meaning better work or an additional job.
Affordable Housing
The biggest cause of homelessness has been found to be a lack of affordable housing for low-income households. To address this, and to fulfill our continuum of care, the Anacortes Family Center added affordable housing to our mission. We opened our first affordable housing site, Launch Apartments, in January of 2020. Launch provides 20-apartments for households making between 30-50% of area median income. We anticipate opening our second site, directly next to Launch, in July of 2023. This project will be called "The Landing" and will include 21-apartments for households making 30-50% of area median income, and will also include a licensed early learning program. AFC will partner with Boys and Girls Club to launch this service. AFC also owns and manages two single family homes located on 31st Street; these two homes are leased to low-income households with affordable rents.
YouthConnect! Mentoring for at-risk youth on Fidalgo Island
In September of 2021 the Anacortes Family Center created YouthConnect! a program that pairs community volunteers with at-risk youth located anywhere on Fidalgo Island. YouthConnect! seeks to serve youth, from 5th grade to 21 years old, in need of adult mentorship and connection. Through a partnership with the Anacortes School District, referrals can come from teachers, counselors, parents, or social service partners. Our volunteers are adults in our community that agree to undergo thorough vetting, intensive training, and that are willing to commit 10-hours per month for at least one year in order to foster and build a healthy relationship with the youth that they have individually been paired with.
Where we work
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Homeless people, Economically disadvantaged people
Related Program
Self-Sufficiency Programs & Emergency Shelter
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of families who report that service and support staff/providers are available and capable of meeting family needs
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Social and economic status, Unemployed people, Military personnel
Related Program
Self-Sufficiency Programs & Emergency Shelter
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of youth receiving services (e.g., groups, skills and job training, etc.) with youths living in their community
This metric is no longer tracked.Totals By Year
Population(s) Served
Homeless people, Families, Economically disadvantaged people
Related Program
Self-Sufficiency Programs & Emergency Shelter
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of customers reporting satisfaction with program
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Homeless people
Related Program
Self-Sufficiency Programs & Emergency Shelter
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
% of clients graduating successfully, meaning they found a permanent place to call home with an income to support the family.
Number of clients reporting increased knowledge after educational programs
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Economically disadvantaged people, Homeless people
Related Program
Self-Sufficiency Programs & Emergency Shelter
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Each client graduates with a 5-week "rent readiness program" completion certificate. Each client graduates with a resume and working household budget.
Number of clients who complete job skills training
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Homeless people
Related Program
Self-Sufficiency Programs & Emergency Shelter
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
100% of a AFC clients complete a resume while in our program. Through the employment program, employment increases from 45% to nearly 80% at 60-days of service. Clients must find a job within 14 days.
Number of people in the area with access to affordable housing as a result of the nonprofit's efforts
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Homeless people
Related Program
Affordable Housing
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of people no longer living in unsafe or substandard housing as a result of the nonprofit's efforts
This metric is no longer tracked.Totals By Year
Population(s) Served
Social and economic status
Related Program
Self-Sufficiency Programs & Emergency Shelter
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of applications for housing received from targeted population
This metric is no longer tracked.Totals By Year
Population(s) Served
Social and economic status
Related Program
Self-Sufficiency Programs & Emergency Shelter
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of low-income families housed in affordable, well-maintained units as a result of the nonprofit's efforts
This metric is no longer tracked.Totals By Year
Population(s) Served
Social and economic status
Related Program
Affordable Housing
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of low-income units in market-rate neighborhood
This metric is no longer tracked.Totals By Year
Population(s) Served
Low-income people, Working poor, Extremely poor people
Related Program
Affordable Housing
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of youth who have a positive adult role model
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth
Related Program
YouthConnect! Mentoring for at-risk youth on Fidalgo Island
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The number of youth matched in our YouthConnect! program, started in 2021.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
In 2021 AFC aims to:
- Continue our success rate of over 80% in the Emergency Shelter and 95% in the Family Transformation Center
- Maintain 100% occupancy in Launch Apartments, our affordable housing complex
- Begin development on our new project at 1019 26th Street; a 4-story affordable housing and childcare center
- Continue our partnership with the City of Anacortes to provide outreach and support for those in crisis through our Community Resource Manager
- Launch YouthConnect, a new program that provides social, academic and occupational support to youth in need of support
What are the organization's key strategies for making this happen?
- Continue to engage, educate, and energize our community around the issue of homelessness and domestic violence
- Continue our advocacy efforts to help elected officials understand the complexity of homelessness and the need for a continuum of care
- Execute development of “The Landing” - providing 21-affordable apartments for low income households
- Work with Boys and Girls Club to provide the space for an Early Learning Center for children 3-years old and up
- Continue to provide support to clients and our community due to the COVID crisis and the complex issues that are the result of the pandemic (mental health, employment, housing scarcity and affordability)
- Continue to implement our 2019-2024 strategic plan
What are the organization's capabilities for doing this?
AFC's board is currently dynamic and passionate and full of enthusiasm. Our board is incredibly diverse with a broad array of talents and skill sets.
In 2020, AFC successfully developed a 20-apartment affordable housing complex funded exclusively through community contributions and support. Prior to this, in 2017 AFC successfully developed a 9-apartment Transitional Housing Complex. In 2021, AFC received a gift of two homes located on 31st and M Avenue. These homes will be used as affordable housing for low income households in need.
AFC enjoys having a broad-base of community support and aims to continue to broaden our support while developing projects (like the affordable housing project) that will provide long-term sustainability for the organization while continuing to execute our mission.
What have they accomplished so far and what's next?
AFC has raised nearly $8 million in the last 5-years to support the organization’s expansion. We successfully launched and completed a capital campaign to open the Family Transformation Center in just 6-months, and began serving clients in May of 2017. Since then three families graduated from that program into home ownership. We completed our new 20-apartment affordable housing project, aimed at supporting households within the 30-60% of the area median income bracket (50% of median income is $33,000 for a family of four).
AFC successfully led an initiative to enact a 1/10th of 1% sales tax increase to support the development of affordable housing. This fund will raise over $10 million over 20-years to support AFC’s next project (“The Landing”) and Anacortes Housing Authority.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Anacortes Family Center
Board of directorsas of 05/10/2023
Dr. Shay Schual-Berke
Physician and Retired WA State Legislator
Term: 2017 - 2022
Leona Bratz, JD
Legros, Buchanan & Paul
Diane Bowlin
Retired, Business Owner
Shay Shual-Berke, MD
House of Representatives, 33rd District (retired)
Susan Cook
Superior Court Judge (retired)
Matt Gill
External Relations - Marathon Refinery
Gina Walsh
Senior Vice President, People’s Bank
Mary Kiser
Retired, Anacortes School District
Capt. Dave Floyd
Chief, Anacortes Police Department
Kris Yaun
Owner, Keystone Building Services
Christine Cleland-McGrath
Anacortes City Council, Real Estate
Teresa De La Rosa
Manager, Retail
Pam Estvold
Retired, Asst. Superintendent, ASD
Vicki Stasch
Ex-Officio; Nonprofit Consultant
Susan Guterbock
Ex-Officio; Retired Nurse
Larry Nacht, M.D.
Physician, retired
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
No data
Equity strategies
Last updated: 03/16/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 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.
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