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The Women's Collective Organization Name provided in the GuideStar Exchange* as of 09/25/2013: The Women's Collective

Organization Name as listed in the IRS Business Master File as of 10/17/2014: WOMENS COLLECTIVE

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AKA  TWC
Washington, DC
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2012, 2011, and 2010 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

The Women's Collective Organization Name provided in the GuideStar Exchange* as of 09/25/2013: The Women's Collective

Organization Name as listed in the IRS Business Master File as of 10/17/2014: WOMENS COLLECTIVE

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: TWC
Physical Address: Washington, DC 20018 3706
EIN: 52-1929922
Web URL: www.womenscollective.org 
NTEE Category: P Human Services
P40 Family Services
G Disease, Disorders, Medical Disciplines
G81 AIDS
R Civil Rights, Social Action, Advocacy
R24 Women's Rights
Ruling Year: 1995 
Top Funders: Ford Foundation - $145,000
Centers for Disease Control and Prevention - $252,928
DC Department of Health - $478,167


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Mission Statement

The Women’s Collective (TWC) is a leading community health and human service agency in Washington, D.C. providing culturally-competent, girl- and woman-focused, and family-centered HIV/STD prevention, education, care, support, and advocacy services. Our mission is to empower women, girls, and their families by providing them with the skills and linkages to meet their self-defined needs, increase their access to care and support, and engage them so that they are best equipped to ‘own’ their health outcomes, improve their quality of life, and protect their rights. As the only women- and girl-serving agency in the area, we are experienced at working with low income, disadvantaged, and marginalized women and girls ages 12+ across all wards of the District. TWC grew out of the life experience of the Founder/Executive Director, Patricia Nalls, a woman living with HIV/AIDS who used her personal story to create this unique organization and model of care. Since 1992, The Women’s Collective has engaged women and girls living with and at risk for HIV/AIDS in a variety of ways that respect their expertise, ideas, voices, needs, and experiences.

Legitimacy Information

This organization is registered with the IRS.

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

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Annual Revenue & Expenses

(GuideStar Exchange,
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September 2013)

Fiscal Year Starting: January 1, 2012
Fiscal Year Ending: December 31, 2012

Total Revenue $1,512,790
Total Expenses $1,675,663

Revenue & Expenses

(GuideStar Exchange,
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September 2013)

Fiscal Year Starting: January 1, 2012
Fiscal Year Ending: December 31, 2012

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership

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Ms. Patricia Nalls

Profile:

The Women's Collective is a unique organization, one created by a woman living with HIV/AIDS and run by women living with HIV/AIDS and their advocates. Ms. Nalls has been an advocate locally, nationally and internationally for women living with and at risk for HIV/AIDS and their families. She has worked tirelessly to create a seamless web of services that are peer-based, woman-focused and family-centered. She has received dozens of awards and recognitions from the community and is a strong spokesperson for the issues women and families face when threatened by this disease.

Leadership Statement:

We are committed, first and foremost, to serving women, girls, and their families in an environment in which they are treated with the respect and dignity they deserve. We believe that each woman and girl is unique. With that uniqueness come individual issues and circumstances that affect her life that must be respected.

Board Chair (GuideStar Exchange,
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September 2013)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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Board Leadership Practices (GuideStar Exchange,
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September 2013)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

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?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in September 2013

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Programs

Program: Policy & Advocacy (GuideStar Exchange,
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September 2013)

Budget:
$170,000
Category:
People/Families of People with HIV/AIDS
Population Served:
Females, all ages or age unspecified
People Living with HIV or AIDS - PLWHA
Blacks

Program Description:

The Women's Collective provides a broad range of services under our HIV Care Management and HIV Prevention programs, which include: Family-centered case management services; PWP, our prevention with positives program; Primary and secondary prevention interventions for Black women ages 12 and up; Comprehensive Risk Counseling nd Services; HIV counseling and testing; among others. In addition, TWC has developed a policy advocacy division that addresses local, state and national policy, which affects women and families. (More programming detail can be found at our website www.womenscollective.org.)

Program Long-Term Success:

1. Building the skills and capacity of women affected by HIV/AIDS and women-focused service providers to be self-advocates by providing context-driven advocacy trainings for PLUS+ Network advocates, varied opportunities to attend conferences and presentations on issues relevant to women living with HIV/AIDS, support to PLUS+ advocates who choose to take an active advocate role in their communities or on a national scale, and insight into the experiences of women living with HIV/AIDS delivered to other organizations, policy-makers, and policy-movers through testimony and formal presentations. 2. Advocating for public policies and resources that ensure the availability and accessibility of women-centered supportive services that facilitate women’s linkage to, retention in and adherence to high quality primary health care, reproductive health care and HIV specialty care through sustained presence of TWC representatives in the coalitions, conferences, and community meetings that are actively working to mold the conversation regarding ACA implementation and the future of Ryan White funding for critical support programs. By maintaining a place at the policy-making tables and community forums addressing health care reform, TWC works to focus the conversation on the needs of women living with HIV/AIDS and gather support for developing federal and local health care systems will effectively respond to women’s unique needs and concerns. 3. Advocating for policies and programs that affirm a woman’s right to live free from domestic and sexual violence with a specific focus on the rights of HIV+ women by strategically contributing to the federal government’s understanding of how violence against women and HIV/AIDS intersect; serving as an expert advisor to the ABA AIDS Coordinating Committee, the DC Coalition Against Domestic Violence (DCCADV), and local law school clinics that provide legal advocacy for survivors of domestic violence; and sustaining a relationship with the DCCADV in order to produce a finalized version of the new curriculum to train providers about the intersection of DV and HIV that will adequately prepare domestic violence advocates to serve women at risk or living with HIV/AIDS. 4. Advocating for policies and programs that affirm a woman’s right to sexual and to reproductive freedom regardless of her HIV status and specifically protecting the sexual and reproductive rights of HIV+ women by raising awareness among advocates and policy makers regarding the obstacles that impede women living with HIV/AIDS from achieving access to equitable sexual and reproductive health services; distribution of SRHR research, findings, and advocacy tools developed by TWC staff; and educating TWC clients on the legal rights in place to protect them from discrimination that may arise when accessing sexual and reproductive health care services. 5. Advocating for and actively participating in coalitions that address the intersectional issues central to our policy and advocacy agenda including: HIV/AIDS and women’s’ rights, human rights, sexual and reproductive rights and relationships free of violence through membership in coalitions such as the Federal AIDS Policy Partnership (FAPP)/Ryan White Working Group, the DC Community Coalition (DCCC), the DC Coalition Against Domestic Violence (DCCADV), and the Fair Budget Coalition, and the US Women and PrEP Working Group.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: Care (GuideStar Exchange,
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September 2013)

Budget:
$400,000
Category:
People/Families of People with HIV/AIDS
Population Served:
Female Adults
Blacks
None

Program Description:

Care programs at TWC entails a comprehensive array of services provided in support of women and girls living with HIV/AIDS and their families. It includes but is not limited to: medical case management services; prevention with positives program (skills building and one-on-one sessions); para-professional substance abuse counseling; peer-based support groups; treatment adherence support; health education sessions; family activities; and more.

Program Long-Term Success:

The HIV care management program at TWC strives to increase positive health outcomes for women which include long-term medical and treatment adherence; moving women to a place of stability from which they can succeed with little or no help from social services; and empowering women to become engaged in their community around HIV care and prevention issues-whether at  local policy tables, speaking to communities, or conducting outreach. We have seen hundreds of women succeed long-term.

Program Short-Term Success:

Short-term successes include securing immediate needs identified by women that support them and their families such as housing, medical care, substance abuse treatment, educational opportunities, providing skills building opportunities, among hundreds of others. Connecting women so that they know they are not living alone with this disease is a short-term priority. No woman should ever believe she is alone, living with this disease.

Program Success Monitored by:

Success are monitored in a multi-tiered levels including by progam staff, a clinical supervisor, and the development director-all internally. Externally, our program results are monitored by funding agencies to varying degress. Regardless, TWC has set the standard for reporting and has shared its tools with agencies such as the Department of Health as model tools.

Program Success Examples:

Successes include in 2009, for example, the provision of medical case management to 212 women; the enrollment of 50 women in skills building groups intended to assist women in reducing risk and supporting behavior change; provision of 12 peer-based support groups for over 50 women. In addition, we created a network of local women to advocate on behalf of other women living with HIV/AIDS at local policy planning bodies. This group established a mission, identified forums for input and attended dozens of meetings over the course of the year.

Program: Prevention (GuideStar Exchange,
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September 2013)

Budget:
$450,000
Category:
At-Risk Populations
Population Served:
Female Adults
Female Youth/Adolescents (14 - 19 years)
General Public/Unspecified

Program Description:

Prevetnion programs at TWC entail the provision of several major efforts that include: HIV testing and linkage to care services; community health worker navigation servicesr, community level outreach for CTR recruitment and prevention education; skills building and risk reduction groups targeting young women ages 12+, often including kinship networks to enhance communication on sexual health; the provision of STD screening in conjunction with the Department of Health and the DC public school system; among other activities. All are designed to encourage women, girls and their partners to know their HIV status and take control of their health-with the goal to remain HIV free over their lifespan.

Program Long-Term Success:

Ultimately, we seek to encourage all women to know their status; learn to protect themselves from HIV by reducing thier risk, changing behavior and increasing their skill and ability to remain HIV free over their lifespan. This work begins with young women and includes their kinship and social networks, which are important influences in their lives. Empowerment and service learning are inherent aspects to our work with women.

Program Short-Term Success:

In the short-term we seek to test more than 650 women ages 14+ a year; to provide quality skills building groups based on best practices and effective interventions; and enhance the skill and ability of women and girls to protect themselves becacuse they value themselves.

Program Success Monitored by:

Internally, program success is monitored by program staff, a program coordinator and the development director. Externally, funding agencies monitor program progress to varying degrees. TWC has a high standard of reporting and data colletion that is replicated and shared with the Department of Health.

Program Success Examples:

In 2009, we succeeded in testing over 1,000 individuals and moving those testing positive into care and supporting others by providing linkages to services to support their knowledge and skill in preventing HIV. We worked with over 450 young women in after school programming with skills building groups and service learning projects. We enhanced their ability to communicate with family members, peers, partners and their community.
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Impact Summary from the Nonprofit

Our model of service delivery and advocacy relies on the interaction and teamwork of each department and program within the agency and reflects our focus on moving clients along the continuum of care from early diagnosis to improved health outcomes. We evaluate programmatic outcomes on an on-going basis to ensure that we are achieving their stated goals and objectives.
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