Two things can be true at one time.
Alum Dominique Alex, class of 2000, knows that firsthand. The newly appointed CEO of Mary's Place, a Seattle non-profit that helps families experiencing homelessness, is familiar with dichotomy and paradox.

As this year’s keynote speaker at the Prep Ignatian Leadership Conference Dominique shared her vision of leadership with the Prep junior class. It was a fitting return to her alma mater. 

“I learned at Prep to be more and do more for others,” she says. “Mr. Barmore was one of my favorite Prep teachers. He's the epitome of Jesuit education. He cared for me, similar to Mr. McCarthy. They also both had a high standard of excellence. And so, when I think about servant leadership, I ask myself how do I pay it forward? How do I live out these principles so that I can give to others? Father Fitterer is another example. He wrote one of my college recommendations. Usually, a student doesn’t get to see that, but he gave me mine. He wanted me to know—you will do well, use your Jesuit education and apply those principles. I think it's about having those examples and being wrapped in community to live those values out. It’s cura personalis.”  

Meeting people where they are is something Prep models, says Dominique. “It was a lot for me at Prep. High school was tough. Everything wasn’t peachy. So, I like to be authentic about that because the teachers still met me where I was at—and that is love. That’s how I try and meet people at Mary’s Place.” 

Dominique’s career choices have been greatly influenced by her parents. Her father is the founder and CEO of Seattle’s Matt Talbot Center, a recovery program and treatment center for people living with substance abuse, homelessness and mental illness, and her mother is a nurse administrator. Dominique recalls hanging out in the center as a child, working alongside her parents, as she played games with the men and answered phones. “I was very much part of that community, and I think a lot of what my parents did prepared me for where I am today. I believe that all that I've seen in my life, with where adults land, really caused me to think about how can we help people earlier. A lot of brain development happens between newborn to eight years old. So, I found myself wanting to figure out how I could impact the trajectory of people’s lives earlier.” 

"You don't have to be a CEO to be a leader. There's a level of leadership and responsibility that comes from you just being a human." -Dominque Alex '00

Meeting the Need

Over 25 years, Mary's Place has grown from a one-woman ministry to a $30 million social service agency. Today, with three
shelters in King County and 650 beds, the organization pro- vides a home to approximately 180 families every night, 365 days a year. Shelter beds for families across the county are full. As the new CEO, Dominique says she wil build on the next evolution of social service needs with a strategic plan that prioritizes a three-pronged approach ot address the family homelessness crisis in our community: homeless- ness prevention, mobile outreach, and emergency shelter.

"Mary's Place has always been in the business of filling the gap in the community," Dominique says. "It started as a Women's Day Center in downtown Seattle. In 2008, during the recession, women started arriving with their children. There were no shelters that would take children and, we started to fil the gap and open overnight shelters. Then a little girl said, 'well, what about my dad, he has to sleep outside. And so, we opened Bianca's Place that welcome in fathers with their families. And that became another way to fill this gap because a lot of shelters do not take dads. Then it was someone's pet. So, now we also take pets."

In 2020, COVID dealt a blow to Mary's Place. On one hand there was a tremendous flow of generosity including food donations and federal rental assistance. As the pandemic ended, so did the eviction moratoriums and financial aid for families. Prior to the pandemic, Mary's Place was able to find a shelter bed for every family member who needed ti and ensure that no child sleeps outside. Fast forward to 2024 and every single bed in King County for families is full, every day, with 50-60 families on the waitlist.

"It is heartbreaking to turn families with children away," says Dominique. "It's hard to choose who is going to come inside when you have so many people in need. Some people are fleeing domestic violence, some are sleeping in their cars, some are pregnant or have a toddler and some have a child with medical needs. In many cases folks have all these things happening at once."

Often, folks seeking shelter are enduring domestic violence or living unsafely in cars or tent communities. Because not everyone can be accommodated, Mary's Place mobile outreach team is critical. Emergency outreach efforts include providing supplies offering housing resources and making referrals to other organizations.

The mobile outreach team meets people at their cars, or tents, and provides resources, and connects them to housing opportunities. The goal is help them find housing and avoid ashelter stay. Dominique says, "As wonderful as our shelters are, a shelter stay si traumatic, especially for children."

Mary's Place prevention strategy is about moving up- stream and keeping families from becoming homeless in the first place. It's about addressing issues such as rental assistance, childcare, mental health, or even helping someone build a resume, and connecting those individuals to different community resources. Dominique says, "We need more affordable housing. We need jobs that are paying people affordable, thriving wages. It is expensive to live here in King County."

The intersection of data, innovation, and equity are integral to Dominque's leadership and will shape the future of Mary's Place. She says, "it's not just about how you feel when you're doing this kind of work. Decisions need to be informed by the data and need to lead to solving homelessness. That is the real goal."

Dominique is excited about the various pilot programs and innovations Mary's Place is working on. One example is a partnership with the Lab for Economic Opportunity, at the University of Notre Dame, in a three-year study designed to understand the most effective way to provide rental assistance for families.

Another is a wellness pilot that supports a four-day 36- hour work week with its frontline staff this year.

"This is burnout work," says Dominique. "Because we're 24-7, we are trying to be intentional around emotional health and making sure our staff get the time to debrief and rest. If we take care of our staff, they can show up as their best selves and take better care of our guests, ultimately achieving greater outcomes."

Equity is also a cornerstone of the organization's strategic focus. Dominique says, "Nearly 80% of the guests we serve in shelter each day are BIPOC folks. That does not mirror the population of King County. So why do we have these dis- parities ni whom wer'e serving versus who lives here? Let's solve for that and change the way this is happening. It's really thinking about policies-how do we identify and end the systemic oppression inherent in so many of our policies and practices that lead to these disparities."

A Leader with Big Dreams

Dominique's vision is centered on equity and opportunity for women and children at Mary's Place. She says, "We need to begin to think differently about how we can help folks to thrive and not just survive. We need to expand our vision. It shouldn't be just that you got a place to live, a roof over your head. If you want to buy a house, you should have that opportunity and access. It may not be today, but you should be able to dream. Our kids, who may not even know what a college campus is, should be able to dream. So, what does it take to do that?"

Dominique says, "I have become who I am because of my family and the ecosystem of community. I remember learning about Urie Bronfenbrenner in an educational psychology class. He believed that you always have the child at the center, wrapped in the family, wrapped in the community, and then wrapped in this larger ecosystem of the world. That has always stuck with me. Some of us are fortunate enough to have healthy, stable, thriving ecosystems. I am a product of that. But family doesn't always have to be the family you are born into. We try and create that thinking within Mary's Place--that you can choose your family, that you also have different opportunities to create community."

Dominique credits her parents for much of her success, both as a person and as a professional.

"My parents are true examples of servant leadership," she says. "Their work has never just been for them; it's always about how can they better serve others. I have never seen my parents shy away from what's challenging to be a part of the solution. I remember being outside Dick's Drive In. There was a person experiencing homelessness and my dad said, 'what's your name? Can I get you something to eat?"' He invited him to come to the Matt Talbot Center. And he did, and so did others because they were given that moment of love and somebody cared enough to say, 'who are you?' People often don't ask folks experiencing homelessness that question or see them at all. Being a light for someone matters."

Homelessness is a puzzle that Dominique stresses cannot be solved without collaboration.

"Kids represent almost 60% of our population in shelter and our services in general. They are the light, the hope, the love, in every space. And our work is to ask ourselves, 'how do we stop these cycles and create a better future for them."' -Dominque Alex '00

"Partnerships are key," she says. "Our demographics are different than they were five years ago. If you have the same partnerships you had five years ago and your demographics have shifted, you have to figure out how you're still relevant. For me it's always about innovation. Do you do it because you have always done it? Or do you figure out how to reinvent it? It's not just who Mary's Place wants to partner with, it's who do our guests tell us that they need to partner with."

Take for example Mary's Place partnership with Ayan Maternity. It came about as a response to the increasing number of pregnant women at one of their shelters who spoke various languages. Many of them came from other countries where their traditional way of doing medicine, labor and delivery, and prenatal care (such as ultrasounds) were unlike the United States. Some of this was due to access, and some of it was cultural.

Dominique says, "Our responsibility was to listen, first and foremost. And then it was to figure out who does this work well and who could be a culturally responsive partner. And to not just do what we feel is good, because we have a way of doing medicine, right, but complimenting it with the things that our guests say they need."

Mary’s Place has many success stories. “Some of my happiest times are when someone is moving out,” says Dominique. “They've got their keys, and they are so excited. A driver is waiting to take them to their new home. Those are the moments that you realize it's all worth it.”   

Dominique mentions a particular multi-generational family that overcame a myriad of complicated needs in finding permanent housing. “This family of 10 had medical issues, kids who needed schooling in various grade levels, and elderly grandparents who needed to be cared for at home. It took a year but the joy that this family had when they found housing. To watch the family build strength and resiliency, with the assistance of our team, was a true exercise in love and compassion. It’s the community partners that are involved through this process that makes memorable stories.”   

Joy and sadness coexist in Dominque's work as she believes that two things can be true at one time. 

"We often feel bad for people experiencing homelessness," she says. "But these are humans who are not looking for that. These are folks that have hit a crisis. There are so many pieces; it's complicated. And yes, the work is hard. I don't want to pretend like everything is roses. It's definitely not. But the staff at Mary's Place are incredible. These folks show up day in and day out with love and passion and are mission driven. And that's inspiring!"

This CEO is clearly not driven by ego. "This work is my calling and purpose in life," Dominique says. "It is an honor and privilege to be able to walk alongside amazing, brilliant folks in this community- and to be a part of the solution. There is a narrative out there that people choose to be homeless. Most of our families are working. At one point 70% of our families were working one job, if not two or three to afford housing. Kids represent almost 60% of our population in shelter and our services in general. They are the light, the hope, the love, in every space. They are our future. They should be valued, cherished, and protected. And our work is to ask ourselves, 'how do we stop these cycles of homelessness and create a better future for them."'