ALAMO AREA RAPE CRISIS CENTER

Help. Hope. Healing.

aka The Rape Crisis Center   |   San Antonio, TX   |  www.rapecrisis.com

Mission

To provide help, hope and healing to those impacted by sexual violence and cultivate a safe, nonviolent community

Ruling year info

1982

Chief Executive Officer

Ms. Audra Atzger

Main address

4606 Centerview Drive, Suite 200

San Antonio, TX 78228-1205 USA

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EIN

74-2236387

NTEE code info

Rape Victim Services (F42)

Victims' Services (P62)

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

RCC aims to filling a significant need in San Antonio, which is to provide comprehensive services to those already impacted by sexual violence, partnering with other community agencies to make it unacceptable in our society, and trying to prevent it from happening to anyone else. We do this through crisis intervention, advocacy, counseling, and education.

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?

Trauma-Informed Counseling Services

RCC's Counseling Program offers ongoing therapeutic work with families, children, minority and under-served rape survivors and survivors of childhood sexual assault in an outpatient setting where the trauma of their sexual violence, as well as the mental health issues which were either pre-existing or resulted from the assault, can be addressed simultaneously.  Services are provided six days per week for at least eight hours per day to accommodate the scheduling needs of the client.  The program maintains quality care by hiring qualified staff competent in the areas of trauma resolution; bilingual service delivery and cultural sensitivity; child play therapy; and family and system approaches.  Some counselors are trained in Eye Movement Desensitization and Reprocessing (EMDR); and trained to provide counseling to victims of human trafficking. The program is staffed by a combination of paid & volunteer, full- and part-time Licensed Professional Counselors/Interns.
The program assists clients after an immediate crisis, which may be a few days after the rape or years later.  As a result of the sexual abuse, victims may suffer severe psychological symptomolgy and develop unhealthy and dangerous coping skills.  The Center offers a variety of counseling services, including individual, couples, child play therapy, family, and specialized groups.  Survivors and their family members will complete self report psychological assessments to identify current symptoms of PTSD and psychosocial assessments to identify current family dynamics, medical history, and other social needs. A licensed professional counselor or intern provides initial crisis intervention, and establishes a therapeutic relationship with the client to address distorted thinking, offer psycho-education of trauma symptoms, develop safety plans, and set goals for counseling.
In addition to traditional counseling services, the program provides support groups for different groups of suvivors such as adult male survivors, parents of child survivors, and teens. Free transportation services to and from counseling may be provided.

Population(s) Served

The program offers education services for youth, victim serving professionals, law enforcement, and the community at large. Prevention education services for youth offered at the request of local school districts and is a multi-session group focused on increasing knowledge of interpersonal violence, increase participant’s skills to connect bystander intervention, power structures, and media literacy to identify violence and; increase skills in developing a plan of action for the prevention of interpersonal violence in school and in the community. To solidify the effects on youth, the program also provides skills to adults on how to build positive healthy relationships. All elements of our Healthy Relationships curriculum are based on the framework of The Search Institute’s 40 Developmental Assets and how they can be used to build positive youth development at various levels, beginning individually. These 40 assets were identified by the institute, as the building blocks of healthy development in young people.

Population(s) Served

Client Advocates provide case management services including connecting clients to local resources, needs assessments, housing, food, etc. The crisis hotline and advocates are available 24 hours a day, 7 days a week. Advocates can meet clients at hospitals to give support during a forensic exam. Advocates also accompany clients during their interviews with law enforcement and to their court appointments.

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of hospital accompaniments by advocates

This metric is no longer tracked.
Totals By Year
Related Program

Client Advocacy and Hotline

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of crisis hotline calls answered

This metric is no longer tracked.
Totals By Year
Related Program

Client Advocacy and Hotline

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of individuals educated about sexual violence using a primary prevention lens

This metric is no longer tracked.
Totals By Year
Related Program

Prevention Education and Training

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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 organizational goals are currently:
G1. To develop, implement, and assess effective programs that are survivor centered, promote cultural sensibility, and support survivor healing and restoration.
G2. To raise awareness about the impact of all forms of sexual violence within the community to ensure that relevant areas of public policy and service provision better serve the needs of survivors.
G3. To expand funding sources in order to remain an independent sexual assault program.
G4. To partner and/or collaborate with external key agencies to work towards real, meaningful, and permanent culture change.
G5. To create and sustain an internal organizational culture that celebrates diversity, and is one of respect, accountability, and fun.
G6. To be recognized as a leader in the field of sexual violence prevention.

G1- A strategic plan was created by the staff, CEO, and Board to address how we can best make effective and sustainable programming.
G2- The Education and Outreach program engage the community in sexual violence prevention education and all staff is trained to the same standard of knowledge on prevention education.
G3- The Development department has begun creating annual events and seeking long term relationships with supporters to sustain our operation long term.
G4- We have increased our commitments to partnerships with agencies like San Antonio Police Department, Bexar County Sherriff's Department, ChildSafe, and BCFS to coordinate services for clients.
G5- We have re-written our hand book to include these pillars and have started training staff on them monthly.
G6- We have been leading coalitions such as the Child Sexual Exploitation Task Force and Alamo Area Coalition Against Trafficking.

I. Raise 6 months of reserves by 2020. As if 2016, we had a little over 20% of our 5 year goal in reserves.

II. RCC has completed the CCAT, 2016, and has met with several professional organizations to begin analyzing and determining the need.

III. RCC has recruited 80% of Ambassadors set out for the year.

IV. RCC will be relocating January 15, 2017.

V. RCC has seen an increase in the diversity of volunteers recruited in the last 18 months.

I. On track

II. We have not completed this task as we are seeking funding to support the project. This will support our goal of elevating our profile and reaching more survivors. We have not accomplished this thus far.

III. On track

IV. This objective was delayed as we were originally set to relocate in November; however, have adjusted time line.

V. On track

Overall, we are still need to diversify our funding and support our infrastructure.

Financials

ALAMO AREA RAPE CRISIS CENTER
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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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ALAMO AREA RAPE CRISIS CENTER

Board of directors
as of 2/25/2021
SOURCE: Self-reported by organization
Board chair

Dr. Teresa Beckelheimer

Alamo Area Rape Crisis Center

Term: 2019 - 2020

Carrie Robles

Finance Contractor

Randolph Baker

Retired

Teresa Beckleheimer

Oracle USA

Mark Samas

Weilbacher & Associates, P.C.

Eugene Barron

Anchor Marraige and Family Counseling

Stephanie Cano-Quall

Grande Communication

Brittany Weil

Curl Stahl Geis, PC.

Cesar Garcia

Cesar Garcia Law Firm

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