Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Survivor's Fun
Assist the dependents of peace officers and firefighters killed in the line of duty within our 32 county coverage area as well as the listed State of Texas law enforcement personnel killed anywhere in the state. A committee meets with the families to assess their needs and a recommendation is made to the Board of Directors for final approval. All assistance is based on the need of the family.
Life Protecting Equipment
Law Enforcement agencies within our 18 county coverage area can apply for assistance for life saving equipment. The request is presented to a Committee for review and recommendation to the Board of Directors for final approval.
Law Enforcement and Firefighter Awards
The Club has an annual nomination process and presents law enforcement officrs and firefighters in honor of outstanding work in both law enforcement and firefighting in our 18 county coverage area.
Where we work
Accreditations
Better Business Bureau - Standards for Charity Accountability 2010
Affiliations & memberships
Better Business Bureau Wise Giving Alliance - Organization 2009
External reviews

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?
The 100 Club is a 32,000-member non-profit organization that began in 1953, which provides financial support to the dependents of law enforcement officers and firefighters who are killed or catastrophically injured in the line of duty in 32 counties surrounding Houston. On average, we distribute $320,000 per tragedy. The Club also provides life protecting equipment to law enforcement agencies in an 18 county region. Additionally, the Club provides financial support to Texas DP and Texas Parks & Wildlife Commission sworn personnel, and Texas Department of Criminal Justice Institutional personnel killed in the line of duty anywhere in the State of Texas.
What are the organization's key strategies for making this happen?
The 100 Club's 32,000 individual members provide revenue through membership dues to fund the organization. Additionally, the Club's members provide support through donations when a law enforcement officer or firefighter is killed in the line of duty. 100% of those donations are placed in a Survivor's Fund is used to provide financial support to the dependents of those killed or seriously injured in the line of duty. The Club utilizes a direct mail program, social media, pro bono newspaper ads and billboards, Public Service Announcements (PSA's) and a public speaking program to market the organization.
What are the organization's capabilities for doing this?
The100 Club has a unique brand that has been in place since its beginning in Houston in 1953. The staff and Board of the organization are constantly working to increase the size of the organization through previously stated marketing initiatives. The Board is composed of working committees that meet to approve and recommend to the full Board the different aspects of the Club's program activities.
What have they accomplished so far and what's next?
We have grown to a membership of 32,000 members since the Club began in 1953. Financial support to dependents has grown from a gift of $5,000 in the early days of the Club to an average gift of approximately $320,00 per tragedy all being based on the needs of the particular family. The size of the organization's geographic area has grown from only supporting the Houston Police Department in the early days to all law enforcement officers and firefighters in an 32 county region surrounding Houston and for support to certain State of Texas law enforcement officers killed in the line of duty any where in the State of Texas. The Club's operating budget has grown to an annual amount of over $4,000,000.
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
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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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.
The 100 Club
Board of directorsas of 04/06/2022
Mr. Jimmy R. Graves, Jr.
Willie Alexander
W.J. Alexander & Associates
John Braniff
Arthur J. Gallaher Risk Mgmt. Svcs.
Joseph Butera
Damian's Restaurant
Jerry Crews
EnergyQuest
Dick DeGuerin
DeGuerin & Dickson
George DeMontrond
DeMontrond Buick Co.
Cheryl Duff
N/A
Tyson Faust
Faust Distributing
James Graves
Graco Mechanical Inc.
Clarence Kendall
Attorney at Law
Richard Kuriger
RCK, Inc.
Bob Lawrence
Glass Wholesalers, Inc.
Robert Lyons
Ross Margraves
Winstead PC
Webb Melder
Melder Real Estate
John Montalbano
Montalbano Lumber Company
Kenneth Moore
Ken Moore Insurance Agency, Inc.
Todd Neal
Houston Chronicle
Thomas Pizzo
Retired
Randy Russell
Corporate Delivery Systems
C. Scherer
Attorney at Law C. Michael Scherer
David Shannon
WSH Land, Inc.
Barry Silverman
Barry Silverman L.L.C.
Tommy Thomas
Texas First Real Estate
Dana Tyson
Clear Channel Radio
John Van De Wiele
Van De Wiele Engineering, Inc.
Temple Webber
Temple Webber Photography
Don Woo
Mission Constructors, Inc.
Thomas Archer
Anne French
Ray Garcia
George Georgiades
Michael Harris
J.J. Ruffino
Anthony Silva
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 -
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
No data
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 03/29/2022GuideStar 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 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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.