Random Acts, Inc.

Arlington, TX   |  randomacts.org

Mission

At Random Acts, it's our mission to conquer the world one random act of kindness at a time. We are here to inspire acts of kindness around the world both big and small. We provide a vast network of caring people with the encouragement and support they need to change lives for the better.

Ruling year info

1995

Executive Director

Ms. Rachel Miner

Main address

1009 Oakwood Ln #121569

Arlington, TX 76012 USA

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Formerly known as

Center for Cultural Evolution

The Art Department, Inc.

EIN

04-3276521

NTEE code info

Philanthropy / Charity / Voluntarism Promotion (General) (T50)

Other Art, Culture, Humanities Organizations/Services N.E.C. (A99)

Public, Society Benefit - Multipurpose and Other N.E.C. (W99)

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

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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?

Dreams to Acts

Random Acts believes in following the lead of locals in empowering their communities. We identify local leaders who are already running successful programs that help their community's vulnerable citizens, and who have bigger dreams but lack the resources to act on them. Through partnering with them, Random Acts helps them turn those dreams into acts.


NICARAGUA (2015 – present)

Dreams to Acts: Nicaragua focuses on building a campus for the Free High School (FHS) of San Juan del Sur. They are a grassroots nonprofit organization that provides access to education for adolescents and adults who are excluded from regular schools. This includes: Women with children, anyone over eighteen, people who work on weekdays, and those who live too far from the city to attend daily high schools. The school has been operating out of borrowed classroom space since 2002, and is now in desperate need of a campus of its own.

Random Acts is raising the money to build it for them. Each year, we ask our supporters to raise $5,000 each, and those who do have the opportunity to journey to Nicaragua with us to personally get involved with the project. Our first fundraising campaign in 2015 raised over $179,000, and we took 26 volunteers to Nicaragua in November. The 2016 campaign is currently in progress, and this year's trip will take place in July.

More information is available online at nicaragua.randomacts.org.


HAITI (2011 – 2013)

Our first big destination development project was Hope to Haiti, a three-year project aimed at providing earthquake relief to children in the Haitian city of Jacmel. Our work in Haiti began in 2010 with a board member's initial visit to the area during which a dental clinic was reconstructed, an orphanage was refurbished, and a carpentry school was founded and given 1,600 donated tools.

In 2011, the Random Acts team launched the Hope to Haiti project to construct the Jacmel Children's Center (JCC), a multi-purpose community center that provides shelter to, as well as educates and feeds homeless and orphaned children. Volunteers who raised a minimum of $5,000 traveled to Jacmel with us in June to work with laborers at the construction site, as well some other local organizations also serving children in Jacmel. We ran the campaign and trip again in 2012 and 2013, when construction finished on the JCC. Getting it ready to be inhabited took some time, but the JCC officially opened in March of 2015 and is now in operation.
 
The JCC is 12,000 square foot building, costing around $500,000 USD. Random Acts continues to support their operating expenses.

More information is available online at haiti.randomacts.org.

Population(s) Served

The foundation of Random Acts' mission is promoting the participation in random acts of kindness in the world. We provide a multi-tiered system for requesting both financial and promotional support to individuals and groups desiring to perform random acts of kindness in communities around the world. Those requesting financial support must submit a proposal that includes budgetary information and a brief narrative discussion of their intended project. Following approval, the individual serving as project manager must submit a final report including outcomes, obstacles, images and a final budget with receipts and invoices proving funds were spent as directed. All acts that come in under budget or that do not handle funds appropriately must return funds to Random Acts. Target groups and communities vary depending on each individual act, but preference is given to acts that demonstrate community or long-lasting individual impact.

Population(s) Served

Our Act Global AMOK is an event in which our supporters and staff are encouraged to perform random acts of kindness, large and small, throughout the day. Funding is available through our Act Local program and participants are encouraged to submit participant forms detailing what they had accomplished that day.

Population(s) Served

Endurance 4 Kindness (E4K) is a global event for RA supporters to think in a different paradigm whilst collecting money to support RA. Any continual process whether athletic, intellectual or task oriented qualifies as an "endurance event".

Population(s) Served
Adults

The Class Act Program is specifically designed for classrooms, whole grade levels, sanctioned school groups or entire schools. Class Act encourages students to take an active role in planning and performing an act of kindness in their community. Groups submit an application form that includes a brief narrative describing what they accomplished, images, videos and any other related media of their act(s). The submissions are scored by our Random Acts staff and the winning group receives US$3000 for their school.

Population(s) Served

Where we work

Awards

Charity - Shorty Award 2012

Social Media - SawHorse Media

Charity - Shorty Award 2013

Social Media - SawHorse Media

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 goal is to provide a vast network of caring people with the encouragement and support they need to change lives for the better. We believe that every individual can be a catalyst for change and that our role is to help in the facilitation of that change. Our belief is that kindness breeds kindness and that the work of individuals to create a kinder world can have far reaching effects on the local and global economy.

A five-year strategic plan was enacted by our senior leadership to identify a number of goals for both programming and governance of the organization. These goals are: Focus on and Reform Governance, Focus on Establishing Efficient and Effective Systems, Focus on Technological Needs, Enhancing Staff and Staff Skills, Determine Marketing for Organizational Image, Acquire Resources, Develop Four Core Programs, and Focus on Fiscal Management and Transparency. These goals are all necessary milestones toward better serving our community and ensuring that our mission can be met. These goals include not only programmatic goals, but also staffing and organizational goals as these elements work hand and hand toward a successful organization.

Focus on & Reform Governance - As part of this prong of our strategic plan our mission statement will be confirmed and reviewed on a yearly basis to ensure it reflects what we are doing and that we are doing reflects our mission. Organizational policies were drafted in the first year of the plan and our reviewed on an annual basis. A concise organizational chart/departmental responsibilities was formalized in the first year of the plan and will be reviewed in subsequent years.

Focus on Establishing Efficient/Effective Systems - The senior team developed a clear reporting hierarchy within the organizational chart and the hierarchy is reviewed annually. Additionally, standard operating policies are written on an as needed basis and distributed to the entire staff for review and implementation.

Focus on Technological Needs - During the first year, necessary software was purchased and a new website was designed. The website is updated on a near day to day basis and is readily available for new content and changes. Assessment of technological needs is on going basis to ensure that needs are met and resources kept up to date.

Enhancing Staff & Staff Skills - Comprehensive recruitment of staff was completed by our human resources department.New positions and departments developed to meet the needs of a growing non-profit. We continue to assess staffing needs growing the all-volunteer staff as needed. Job descriptions have been formalized and written and are reviewed annually and as needed.

Determine Marketing for Organizational Image - The organization underwent a brand assessment during the first year of the strategic plan. From this assessment we developed a new logo and other key branding elements. Branding factored into the development of a social media plan with an aim of increasing support outreach each year over the next three years.

Acquire Resources - The focus has been on developing non-profit partnerships, event partners and fundraising campaigns. We have grown in our number of partners and are now working on expanding the growing list for the remainder of the five years. We will also shift our focus to more intensive corporate partnerships during the subsequent 3-5 years of our strategic plan as our programs strengthen and grow.

Develop Four Core Programs - First and foremost in our strategic plan, we sought ways to grow our acts funding program. We developed an awards scheme that helped to generate interest. In subsequent years each program will be further assessed for viability and growth.

Focus on Fiscal Management & Transparency - In this first year, we've fully assessed our financial systems and have found clearer procedures for tracking and reporting our financials. Different authorization levels were put into place and we're currently developing GAAP and SOP's. We also developed a quarterly reporting system to ensure that our supporters are kept involved in our financial management.

Random Acts has a diverse supporter base that has showed immense enthusiasm since the organization's inception in 2010. This base has shown a willingness to participate in new and exciting programs, and they have also generously given to fundraising campaigns helping us to feel confident in our ability to meet fundraising goals and expand our programming. Our committed staff has brought their expertise to the table with many of our volunteers bringing real world experience to the table and sharing knowledge and education they've received in their work lives. We have found key partnerships with other nonprofits that have helped us in finding acts of kindness that need to be fulfilled. We have a vast social media network and a strong communications plan that helps to keep us in the forefront of many people's minds as our campaigns go forward. As stated in our strategies, we are working on growing corporate sponsorships to further build our resources.

Our biggest achievement in the past year was the comprehensive reorganization of the volunteer staff to reflect best practices in non-profits as well as to emphasize efficiency. Through our reorganization, we were able to develop and implement programming to engage our constituents. Previously, mission advancement centered upon only one granting program, but we have created more inroads and opportunities for people to engage with our organization. We continue to assess and monitor programming to ensure that it is as effective and far reaching as possible. Our ability to engage users over social media has been a tremendous asset in bolstering our position in the community and helping us to grow as an organization.

On average, our programs reach over 19 countries and engage over 1,500 participants. In 2012, our participants logged over 1,462 hours of kindness through various activities and our Hope 2 Haiti campaign raised more than $200,000 for building and funding an orphanage and other organizations in Jacmel, Haiti. In 2013, we have exceeded our next Hope 2 Haiti fundraising goal and our programs have shown growth. Comparing our Annual Melee of Kindness 2012 to 2013 shows an increase of 115 participants and 2,234 hours of service. More participants are seeking funding than ever before and AMOK alone saw an additional $2,205 spent on the program over the previous year. All of these numbers are indicative of strong growth in programming and community outreach.

Financials

Random Acts, Inc.
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Operations

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

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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Random Acts, Inc.

Board of directors
as of 2/3/2021
SOURCE: Self-reported by organization
Board chair

Mr. Dmitri Krushnic

Dmitri Krushnic

Philip Schneider

Keith Bacon

Susan Markowitz

Michelle Henning

Danneel Ackles

Genevieve Padalecki

Jennifer Willis-Rivera

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? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • 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? No
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 02/03/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person with a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

No data