Programs and results
What we aim to solve
In Upstate SC, among people 25+ years of age, there is an average of 82.2% of the population with a high school diploma, while only an average of 19.5% have a bachelor's degree or higher. https://www.census.gov/quickfacts/table/PST045215/45007,4501360. In SC the variance on median incomes is $25,816 for diploma holders and $42,869 for degree holders. That is a 60% earning gap.
According to a Forbes article, The Rise and Downfall of the American Single Mother, “…three-quarters of single mothers are in the workforce…62% are employed in retail or service industries. Single mothers' economic vulnerability is also hugely impacted by the fact that they are their children's sole caretakers…If a child gets sick, a single mother is faced with leaving work and risking her job. In relationship to wealth and asset building, the costs associated with single parenting—childcare, housing, health care, and other expenses—contribute to the economic insecurity and instability of single mothers."
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Women and Children Succeeding (WACS)
WACS empowers moms to reach their career goals by earning an Associate or Bachelor's Degree. Program participants are full-time students who are gaining the necessary skills for their profession through local colleges and universities. Our holistic approach focuses on balancing academics, career planning, family and life, finances, health, and faith to reach your full potential.
Pivotal Support Program
Founded upon compassion, AIM assists people with their immediate crisis and provides them with the tools that can change their future. Our goal as volunteers and staff is to empower the participants to become self-sufficient. This program assists with Rent and Utilities.
Hunger Ministries
This program is designed to help alleviate the hunger problem within the Anderson Community for those residents in temporary need or who are receiving SNAP benefits. AIM's food pantry assists an average of 35 people each day. In 2020 AIM's Hunger Ministries Program assisted 6,541 Families. Households may receive assistance once each month. Families are assisted through a drive-thru food pantry Monday through Friday from 9am until 10am or until 35 families are served.
Housing Rehabilitation
This department assists low-income homeowners to remain in their homes by providing ramps and other necessary repairs that threaten the health and safety of these families.
Financial Stability
The United Way Financial Stability Center at AIM houses the Volunteer Income Tax Assistance (VITA) program, Financial Stability classes, and the X-Factor.
Where we work
External reviews

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Our results
How does this organization measure their results? It's a hard question but an important one.
Number of program graduates
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Women and girls
Related Program
Women and Children Succeeding (WACS)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The Women and Children Succeeding Program (WACS) helps single moms complete college degrees. We anticipate 4 college graduates in the coming year. Degrees increase income and self-sufficiency.
Number of participants who gain employment
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Unemployed people
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
These numbers include education and workforce programs; Women and Children Succeeding (WACS) and Employment Pathways. Several of these clients were referred from AIM's basic needs programs.
Number of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Economically disadvantaged people
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The number of clients served includes the entire organization and is unduplicated. Strategy in 2016 provided thorough assessments of every client and required accountability. This reduced the numbers
Number of clients who complete job skills training
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Unemployed people
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Occupational skills certifications. The 2014-2015 FY was the pilot year of the program. Fifty-four percent of all jobs are middle-skill, only 30% of workforce is equipped; there is a 24% skills gap.
Number of organizational partners
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Economically disadvantaged people
Related Program
Women and Children Succeeding (WACS)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Although we had partnerships prior to 2016, the metric was not tracked before 2016. This applies to education and workforce programs; Women and Children Succeeding (WACS) and Employment Pathways.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
• Infrastructure development: Strengthen infrastructure systems, policies, and procedures as a foundation for growth and increased impact.
• Increased internal connectivity: Create and strengthen program connectivity to increase client services and staff collaboration.
• Data-driven decision making: apricot software platform to generate data for organizational decisions.
• Program expansion: workforce: Leverage opportunities for partnership and funding to expand workforce development programs.
• Program clarification: housing: Housing rehabilitation allows families to maintain self-sufficiency.
What are the organization's key strategies for making this happen?
• Budget and program planning that diversifies funding streams
• Infrastructure enhancements that prepare the organization for sustainable growth
• Expanded connectivity among and between programs
• External and internal marketing and communication plan
• Apricot operational and used for decision making
• Program evaluation and program decision systems
• Capital needs plan that prioritizes based on program impact
• Realigned responsibilities to increase program connectivity, staff development, and client impact
• Increase effective use of volunteers
What are the organization's capabilities for doing this?
AIM's leadership comes from professional positions in community and workforce development. The Executive Director built AIM from an organization that paid utility bills, provided food, and had an annual budget of $40,000 to an organization that has a continuum of services that builds self-sufficiency and has a more than $3 million total budget. The VP of Programs has worked with AIM for nearly 5 years and ran the hunger ministries which has more than a $1.5 million budget and numerous human resources to manage.
AIM's staff consists of 5 professional program directors that meet monthly to review programs and ways to improve the processes for helping clients be successful. We also have three development staff to help raise funds to ensure program activities can take place. There are several other staff members and AmeriCorps VISTA service members who help with serving clients and building capacity for the organization.
AIM's dedicated board of directors supports our work at 100% giving, for a total board gift of $33,786 in 2018.
What have they accomplished so far and what's next?
• All departments have created high-level process and procedure manuals and are continuing to drill down on each of their programs.
• We modified our organizational chart and refer back to it for dealing with issues of chain of command.
• A new website development that is more user-friendly and makes online giving easier was launched.
• Implemented Mobile Cause to attract millennial giving and are integrating it with QuickBooks and Donor Perfect for a system of checks and balances.
• We wrote and were awarded, an AmeriCorps VISTA grant that allows for six FT capacity building service workers.
• Apricot software implemented for two program areas, Charity Tracker software for basic needs services, QuickBooks for financial management, and Donor Perfect and Grant Hub for funder and deadline management.
• Refrigerated truck acquired and regular routes established for food rescue. Excess food that is perishable is shared with other local non-profits to make sure that as little food as possible goes to waste.
• In the process of completing a new, safe entryway for the semis and refrigerated trucks to access the loading dock for deliveries.
• Installed energy efficient LED lighting in the majority of our six buildings.
• Program directors work together to provide referrals for services and to make sure that participants have the holistic supports needed for success.
• A centralized intake developed that allows more connectivity to all internal programs for which clients qualify, and referrals to sources outside of the agency to meet needs we don't serve.
• Program directors using SMART goals with tracking to ensure clients are served through all relevant program areas.
• Since our Riley Institute study, we hired an Impact Specialist to develop best practices for evaluation to create results-based programs.
• We have continued to build upon our relationship with the local community college to accomplish mutually beneficial outcomes.
• We have a reverse referral process with the local Workforce Investment Opportunity Act (WIOA) entity.
• We are partnering with the Anderson County Economic Development Office and Vocational Rehab to help build the needed workforce and partnerships for success.
• We are working to develop a workforce program with local employers for retention of 'at-risk' employees. This year has been successful with the first two projects.
• AIM also advocates for public/private partnerships.
• We have clarified that housing rehabilitation plays an integral role at AIM.
• It was determined that AIM's Housing Rehab program is critical to helping move families to self-sufficiency.
• We are in the process of working with government entities to build capacity so we may leverage more money to improve the housing stock in Anderson County.
• It was decided to bring in an AmeriCorps VISTA to build capacity in the housing programs.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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Connect with nonprofit leaders
SubscribeBuild 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.
ANDERSON INTERFAITH MINISTRIES INC
Board of directorsas of 06/14/2022
Mrs. Ala Chappelear
Chappelear & Associates, Keller-Williams
Term: 2017 - 2021
Steve Nail
Anderson University
Robin Sellars
Arthrex
Johnice Moore
Anderson School District 5
Eddie Maddox
Timken
Rick Adkins
Congressman Jeff Duncan's Office
Michael Dill
Retired - AT&T
Luis Martinez, II
South State Bank
Scott Junkins
Harris Home
Ala Chappelear
Chappelear & Associates, Keller-Williams
David Burriss
David Christopher Properties
Emily DeRoberts
Duke Energy Carolinas
William Coxe
Greenwood Capital for CountyBank
Jennifer Meeks
Electrolux
Juana Slade
AnMed Medical Center
Ann Jashwhich
Wells Fargo
Dr Ankoma Anderson
Welfare Baptist Church
Floy Anderson
Kenyon, Lusk & Anderson
Marcia Leake
TriCounty Technical College
Jeb Mahoney
Marsh Bell Construction Co.
Lisa Buchannan
First Quality
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
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
Gender identity
Sexual orientation
No data
Disability
Equity strategies
Last updated: 07/15/2020GuideStar 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
- We have community representation at the board level, either on the board itself or through a community advisory board.