GOLD2023

West Lakes Partnership, Inc.

aka West Lakes Partnership   |   Ocoee, FL   |  www.westlakespartnership.org

Mission

The preservation of family housing in the five neighborhoods (Rock Lake, Lake Lorna Doone, Lake Sunset, Bunche Manor/Hollando, and Clear Lake Cove) near Camping World Stadium in Orlando, Florida and to provide our residents with the opportunity to live and prosper in clean, safe neighborhoods.

Ruling year info

2016

Executive Director

Mr. Timothy Ayers

Main address

1291 Plumgrass Circle

Ocoee, FL 34761 USA

Show more contact info

EIN

81-0876563

NTEE code info

Community, Neighborhood Development, Improvement (S20)

Employment Procurement Assistance and Job Training (J20)

Citizen Participation (W24)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2021, 2020 and 2019.
Register now

Communication

Programs and results

What we aim to solve

This profile needs more info.

If it is your nonprofit, add a problem overview.

Login and update

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Reclaiming the Dream Vacant Housing Program

They are over 296 vacant single family houses in the five neighborhoods of West Lakes. Our goal over the next 5 years is to reclaim and rehab 15 of those vacant units. We have rehabbed four (4) homes in the neighborhood to put back into use for low to moderate income families.

Population(s) Served
Children and youth

Through a contracted service, we work with residents to repair their credit report. Credit repair has always been important. Mortgage, auto and personal lenders have long relied on your three-digit credit scores to determine if you are creditworthy enough to qualify for a loan. But today, lenders aren't the only ones who rely on these scores when making financial judgments. A growing number of employers tap into the credit information of job applicants when making hiring decisions. Those with low credit scores might lose out on their dream jobs. Because we work with low to moderate income residents, the average score improvement has been by 70 points. Helping residents to enjoy financial freedom.

Population(s) Served
Adults

Working with Lift Orlando, we identify and paint fifteen (15) homes of residents who have lived in the five neighborhoods since 2014. To date, 30 homes have been painted thus improving the look and feel of the neighborhood.

Population(s) Served

Since 2020, we have delivered to over 575 individuals in the City of Orlando, fresh produce and hot meals up to twice monthly. Many of these households consisted of a single parent and child(ren) who depended on this program to survive.

Population(s) Served
Adults
Families
Adults
Families
Senior women
Senior men
Economically disadvantaged people
Adults
Families
Senior women
Senior men
Economically disadvantaged people

Where we work

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our primary focus is to create pathways to stability, power and generational wealth for residents within the five (5) neighborhoods of West Lakes. Our Board adopted a 5-year Strategic Plan to guide our work for the next 5 years. We have a third party company measuring our success.

We operate with a carefully conceived plan. We build on proven work elsewhere, and start with a strong theory of change describing the steps necessary and partnerships required to achieve desired outcomes.Bricks and mortar is necessary but not sufficient. Link people and place-based strategies within a master vision. Promising practices lean toward provision of funds for education, social services, health care, and other community services to promote upward mobility and improved quality of life for neighborhood residents.Work with strong local partners. Support local partners with the proven capacity to deliver results. Share responsibility for learning and results with grantees and partners. Like any partnership, the clearer the terms and the more consistently they are implemented, the more successful the enterprise will likely be.Pay close attention to civic infrastructure. Community engagement, collaborative partnerships across sectors and geographies, and explicitly connecting a given community to the larger systems that surround it are vital. A neighborhood's trajectory is often shaped more by its regional context than by local interventions, and place-based efforts should help connect community leaders with networks outside the community where decisions or levers of change rest.Engage the community. Community outreach and organizing, structured community planning, and early action investments are critical. Allow time to build deep understanding of the neighborhood that can shape the pace and nature of engagement. Specify clearly what is meant by terms like "community ownership" and "resident driven." Respectfully engage issues of race, class, and culture.Develop a governance structure. We clearly define the rules of engagement from the start. Be clear about long-term expectations for the governance group. Be prepared for the time and sustained capacity building it takes to build a strong governance group, which can be a two- to three-year process itself.Build community capacity for implementation. We reach clarity about the various roles and responsibilities related to technical assistance. Determine when investments in developing strategic capacity for implementation make sense and provide needed time and resources. Align leadership development strategies with the initiative's goals.Manage toward measureable goals. Lasting community revitalization will ultimately require change along multiple dimensions. Initiatives must be clear about the goals that will define success and metrics for assessing progress.

We are currently are a 2-person staff. Our desire is to expand to a 3-person staff in order to offer additional services per our 5-year neighborhood and organization plan.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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 strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We engage the people who provide feedback in looking for ways we can improve in response, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time

Financials

West Lakes Partnership, Inc.
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

Unlock nonprofit financial insights that will help you make more informed decisions. Try our 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.

Operations

The people, governance practices, and partners that make the organization tick.

lock

Connect with nonprofit leaders

Subscribe

Build 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.

lock

Connect with nonprofit leaders

Subscribe

Build 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.

West Lakes Partnership, Inc.

Board of directors
as of 08/23/2023
SOURCE: Self-reported by organization
Board chair

Mr. DAVID BREWER

Retired Naval Vice Admiral

Term: 2019 - 2024

DAVID BREWER

RETIRED

JB BOONSTRA

ADVENT HEALTH

TANGIE SMIKLE

FEDEX

CRYSTAL PRIESTER

TRUE HEALTH

FAYE COLEMAN

US BANKRUPTCY COURT

SHIRLEY BRADLEY

RETIRED

JALISA HARRIS

EDUCATION FIRST

ZAC ALFSON

CENTRAL FLORIDA ARTS

JUSTIN KINSEY

WEST LAKES MARKET DISTRICT

BERNADETTE DAVIS

CVS HEALTH

CHANDELE GARRISON

LOWES

DAPHNE BREWINGTON

RETIRED

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 3/23/2023

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
Black/African American
Gender identity
Male
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 03/23/2023

GuideStar 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

Data
  • 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 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.
Policies and processes
  • 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.