MEND - Meet Each Need with Dignity

With dignity and respect, MEND's mission is to meet the immediate needs of individuals and families and strengthen their capacity to thrive. For five decades, MEND - Meet Each Need with Dignity has served the crisis needs of millions of our most vulnerable neighbors and families in Los Angeles. MEND was started by a young couple, Ed and Carolyn Rose, and several families and friends, in response to the poverty they witnessed in their community. Together, they collected and distributed food, clothing, and furniture. In the years since, MEND has grown to become a trusted community partner offering homeless and family services, comprehensive one-on-one case management supports, and COVID/wellness outreach programs. MEND operates the San Fernando Valley's largest Community Nourishment Program (CNP) which feeds thousands of people a month through a Food Bank/Pantry, Buen Provecho Farmers Market and Little Health Market.

MEND's vision: All individuals and families served by MEND will flourish for generations to come. M

Goal One: Our top 2 Org priorities are: Financial Integrity: Cultivating a viable & sustainable business model Organizational Vitality: Improving fundamental capabilities and core strength of staff and Board

Goal Two: Priority - Invest in Prog Impact. Evaluate current programming to identify and improve mission impact (tangible results) & financial viability (covers costs, generates revenue, fundable/viable model).

Goal Three: Develop robust collaborations and leverage high-performing partners to provide a continuum of holistic and reciprocal services to support persons served.

MEND's board participates in an annual orientation that emphasizes their specific leadership role. We also match new with older-tenured members for mentorship. Most staff leadership development in the last 12-18 mos. was organic & largely based on a mentoring model. The team participates in decision making and planning - particularly critical e.g. for COVID adaptations. Team leaders provide opportunities for staff to move through the stages of learning - from unconscious incompetence through unconscious competence. Weekly meetings include goal setting and coaching. The pandemic unleashed our teams’ leadership abilities. Operating a food pantry with a 400% increase in people benefitting from our services required agility and finding the most effective model. Most of the improvements came from staff suggestions. After all, they were the ones on the front lines. Our model was praised by the LAPD for ensuring maximum safety for drive-through and walk-up clients when visiting our facility.

The COVID-19 pandemic, and its associated impacts, caused a massive surge in demand for emergency services at MEND. In fact, by the end of 2020, our services had benefited well over 220,000 people in Los Angeles, providing access to nutritious food, diapers for the poorest families, COVID-outreach supports, home-delivery of food to the most at-risk, and case management interventions for enrolled participants. The first two months of the safer-at-home order compelled MEND to create new processes to meet community needs, while working within public health requirements. We moved the massive food distribution process outdoors, and because the lines of people and cars were so long we reached out to the City for traffic police help, engaged onsite security, installed speed bumps, masked up, & ensured walk-up clients were social distanced. We lost most of our volunteers in the early months, and although a core team remained, we were able to ensure successful services by reassigning staff to critical services. Additionally, the food supply chain broke down in the early weeks of COVID. We lost most of our retail store partners overnight as they struggled to restock their own stores, food donations dropped precipitately, and the National Assoc. of Letter Carriers canceled its Stamp out Hunger campaign in 2020 & 2021, a campaign which supplies us with a significant amount of food. Because of strong financial stewardship, we were able to purchase food for the first time in our history. MEND’s previous 3-year strategic plan focused on correcting long-term endemic challenges and restoring the organization back to financial health. It was imperative that MEND return to a place where it could sustain operations and weather storms such as the pandemic. And we achieved this. In fact, we recognize that had we not taken the steps we did, we may not have survived. Subsequently, the lesson of 2020 and our response in the face of COVID-19, is how resilient we and our community are.