GOLD2022

PINELLAS COUNTY SHERIFF'S POLICE ATHLETIC LEAGUE INC

Success Starts Here

aka Pinellas PAL   |   St Petersburg, FL   |  www.pinellaspal.com

Mission

It is PAL's mission to provide positive activities, academics, mentoring, leadership training, academic assistance, and life skills programming to Pinellas County youth. PAL's education, recreation, community service, and sports programs serve as the foundation for the development of leadership skills, good citizenship, and good sportsmanship.

Ruling year info

2002

Executive Director

Mr. Neil Brickfield

Main address

3755 46th Ave N

St Petersburg, FL 33714 USA

Show more contact info

EIN

59-3760782

NTEE code info

Youth Development Programs (O50)

Primary/Elementary Schools (B24)

Nutrition Programs (K40)

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

SOURCE: Self-reported by organization

Youth in Lealman, FL, have no access to recreation or social services. The Pinellas County Sheriff's Police Athletic League's mission is to serve at-risk youth in this highest poverty and highest crime area of Pinellas County. The dangers of this area allow these youth to be victims, witnesses, or become susceptible to bad choices leading them down a negative life path. Pinellas PAL is a safe, structured, and fun place for these youth to learn and be given positive opportunities to become leaders and ultimately, better than the area they live in.

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?

PAL After School/Summer Youth Development Programming

After School and Summer Care programs for all children under 18.

Population(s) Served
Children and youth

Where we work

Affiliations & memberships

National Police Athletic/Activities Leagues, Inc. 2021

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.

Pinellas PAL ensures that participants graduate high school or move on to the next grade level. The Lealman area has some of the highest high school drop out rates in Pinellas County, especially among young black men. Additionally, Lealman has the lowest percentage of households with college degrees. Pinellas PAL aims that all of its participants graduate from high school and move on to some sort of secondary education whether it be technical, vocational, college, or university.

Through athletics, Pinellas PAL is able to recruit and keep youth in the after-school program while ensuring participants maintain their grades, work with mentors, and are provided leadership opportunities to facilitate them to move on to some type of secondary education.

Pinellas PAL has 2 facilities in the Lealman area. One is for elementary aged students that focuses on creating good habits and skills at a young age to ensure future success. The second facility is the PAL Lealman Sports Complex which serves middle and high school students focusing on academics and behaviors to ensure safety, success, and opportunities for the young adults in Lealman. Pinellas PAL transports students from 15 local schools and has a lead academic staff member to coordinate long-term projects to facilitate and enhance learning among participants.

In 2012, Pinellas PAL had an average of 30 students in its program on a daily basis at 2 locations. Attendance, leadership opportunities, community outreach and partnerships were low. The organization was on the verge of shutting its doors. Since new leadership has taken the helm in 2014, Pinellas PAL now sees over 100 participants on a daily basis, serves 15 Lealman area schools, and has more community partnerships than ever before. The future is bright as Pinellas PAL seeks to serve more kids and open additional social enterprises to fund that mission. The future success of a child depends on a safe and stimulating environment throughout their youth. PAL is more than a safe and stimulating environment, we are a home, a family, and often the only sense of stability in these children’s lives. That’s why at PAL we proudly state, “Success Starts Here.”

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.

  • Who are the people you serve with your mission?

    Pinellas PAL programs target disadvantaged youth in the Lealman area of Pinellas County. Lealman sits between the cities of St. Petersburg and Pinellas Park, in an unincorporated area of our county. Because of its location, Lealman is one of the most neglected areas of the county. Census Bureau statistics from 2019 show a median household income in Pinellas County of $51,454, but in Lealman the figure is $33,418. The two main zip codes PAL serves (33709 & 33714) are identified by Pinellas County Health and Community Services as one of the county’s five at-risk zones, with a high concentration of poverty.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Suggestion box/email,

  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • With whom is the organization sharing feedback?

    Our staff, Our board, Our funders, Our community partners,

  • Which of the following feedback practices does your organization routinely carry out?

    We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback,

Financials

PINELLAS COUNTY SHERIFF'S POLICE ATHLETIC LEAGUE INC
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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PINELLAS COUNTY SHERIFF'S POLICE ATHLETIC LEAGUE INC

Board of directors
as of 03/29/2022
SOURCE: Self-reported by organization
Board chair

Mr. John Wier

John Anderson

Medicaid Done Right

Michael Boyle

Leaven Law

Richard Butler

Pinellas County Sheriff's Office

Jennifer Crockett

Pinellas County Sheriff's Office

Robert Gualtieri

Pinellas County Sheriff's Office

Kathleen Litton

Lealman Fire District

Corey McLaughlin

Freedom Bank

Duke Mitchell

Terry O'Reilly

Barlas & Chambers

Harold Paxton

Sherrie Pennington

Pennington & Associates

James Roberto

County Sanitation

Georgie Barbetto

Advantage Group

Michael Broadus

Foley & Lardner

Benjamin McBride

Pinellas County Schools

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? 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

SOURCE: Self-reported; last updated 3/29/2022

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
Male
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 08/23/2021

GuideStar 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

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.