Assistance League of the Bay Area
We Change Lives
Programs and results
What we aim to solve
Assistance League of the Bay Area focuses on vulnerable populations in the community including economically disadvantaged students, at-risk families, and victims of sexual assault or domestic violence. Our mission, through our six philanthropic programs, helps to transforms their lives and strengthen the area in which we live.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Operation School Bell
Operation School Bell provides the opportunity to shop for new clothing and shoes at three area JCPenney Department Stores or Target and provides a personal hygiene kit to elementary and secondary students identified by their schools as economically disadvantaged by the Texas Education Agency.
Operation Cinderella
Provides high school seniors in need with everything necessary, from formal dresses to custom suits, for a positive prom experience.
Assault Survivor Kits
Assault Survivor Kits provide clothing and hygiene kits for victims of domestic and sexual assaults whose clothing has been retained by law enforcement as evidence.
Operation Support Our Schools
Provides support throughout the school year to Communities In Schools, a national dropout prevention program, including vision care referrals and payment for prescription eyewear, donated dental care, and purchasing nonperishable food items for consumption at school and home for students dealing with food insecurity.
Ready for Work
Provides interview and job-appropriate clothing for men and women who are re-entering the workforce after a job loss or changed domestic circumstances to be attired in clothing that is required for the interview process and work environment.
Snack Attack Packs
Provides nutritional support for students facing food insufficiencies in three area school districts. The assembled package contains a microwaveable meal, sweet and salty snacks, and drink.
Where we work
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of children who are improving academic skills
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, Men and boys, Children and youth
Related Program
Operation School Bell
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
As a result of school clothing, children are in a position to learn and participate in classroom instruction. 2021 metric slightly impacted by COVID-19.
Number of children who have access to healthcare
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, Men and boys, Children and youth
Related Program
Operation Support Our Schools
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Due to donated and/or reduced costs, vision referrals, eyeglass prescriptions, dental, and orthodontic care is provided.
Number of adults who received interview-appropriate clothing
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, Men and boys, Adults
Related Program
Ready for Work
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Individuals referred by United Way Bay Area, Family Promise, and The Bridge Over Troubled Waters received interview-appropriate clothing to raise their odds of re-entering the workforce.
Number of adults who received assault/domestic abuse clothing assistance
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Related Program
Assault Survivor Kits
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Clothing and other necessary items are provided to victims of domestic abuse/sexual assault after completing the various exams at the hospital.
Number of children who received literacy services
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, Men and boys, Children and youth
Related Program
Operation School Bell
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Title I schools in the school districts (public and private) served received award-winning literature that promotes literacy and improved cognitive abilities.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
1.Operate philanthropic programs to meet identified community needs.
2.Ensure fiscal accountability to support our philanthropic and related activities.
3.Seek and maintain a diverse, informed membership to ensure the success of the mission.
4. Increase recognition of Assistance League of the Bay Area in our community in order to grow our philanthropic, fundraising, and membership activities.
What are the organization's key strategies for making this happen?
Goal 1
Staff philanthropic programs adequately.
Evaluate philanthropic programs - data will analyzed to determine cost of program .vs. manpower.
Research community needs - programs will be expanded as community needs increase.
Goal 2
Manage our finances with accountability - an annual budget will be created and managed on a monthly basis with all data provided to CPA for required reporting to the IRS.
Maximize efficiency in existing fundraisers and philanthropies - achieve percentages as set by National Assistance League.
Establish contingency plans for unexpected financial change.
Design effective fundraising programs for budget expansion.
Explore a capital campaign.
Goal 3
Grow membership.
Train new members.
Engage membership.
Nurture and develop potential leaders.
Goal 4
Establish and expand community contacts.
Promote philanthropic programs, fundraisers and membership via a comprehensive marketing plan.
Maintain an up-to-date website promoting brand recognition, creditability, and member and community engagement.
What are the organization's capabilities for doing this?
Goal 1 - To adequately staff our philanthropic programs, we have expanded our community partnerships to allow an increase in volunteers for designated activities. We have also implemented an online calendar allowing volunteers to assess their time commitments and indicate where they can be of service. This allows all viewing the calendar to know when positions are filled or not. We will use the documentation provided by our National organization to assess the viability of our programs every two years. In addition, a survey will be sent to our members annually. Based on the outcomes of these two methods, we will continually evaluate the program's cost versus the manpower available. As a result of polling our membership, we have fine-tuned one philanthropic program, introduced a new one, expanded another, retired two programs effective May 31, 2017, and redesigned our major philanthropic program to meet community and volunteer needs. We work with our community partners quarterly to determine staffing requirements.
Goal 2 - An annual budget is presented to the membership for adoption at the May meeting. At subsequent meetings, members are given the monthly financial results. This financial report provides the members with the information needed to determine how fiscally responsible the organization is. An annual review is conducted that allows our CPA to provide guidance on any financial matters the chapter should be concerned about or act on. Our national organization requires our fundraisers to maintain a specific cost ratio, allowing the chapter to closely monitor the viability of the funding initiatives. Our philanthropic committees are tasked with determining how the money would be spent in a windfall or dramatic cutback and are prepared for either. As a result of an increase in those we serve and the sales in our Resale Shop, we expanded our sales floor space by leasing an additional 1,670 square feet.
Goal 3 - The chapter has committed funds for annual training events sponsored by our national organization that equips our leaders to prepare for their roles. An active recruitment effort is ongoing throughout the year to attract new members. Training is also provided to these individuals to prepare them for areas of service within the chapter. As a result of the work of the Strategic Planning Committee, during a pandemic year, we grew our new members by 25.
Goal 4 - Each committee has a marketing liaison that presents all advertising and article requests to the Marketing Committee. The chapter has expanded its presence in the area by joining three Chambers of Commerce and actively participating in networking opportunities. Our Speakers' Bureau committee presents a minimum of six times a year, often featuring fashions from our Resale Shop, which informs and allows additional revenues to be earned.
What have they accomplished so far and what's next?
During the past year, we have accomplished a great deal.
We have expanded our Operation School Bell outreach by redesigning our service via a retail model and partnership with Kohl's Department Stores. This enables greater volunteer participation by both members and nonmembers as well as solidifies an ongoing relationship with a major retail provider. At the end of the 2018-2019 fiscal year, the membership authorized an expansion of the program into two new school districts, focusing on specific underserved populations. As of May 31, 2020, we served eight school districts and provided support to the largest student population since the program's inception in 1989. As a result of COVID-19, the organization along with its partners adapted to the in-store restrictions and served students through volunteer shopping and pre-filled applications.
As a result of our partnership with Communities In Schools - Bay Area and our Operation Support Our Schools philanthropy, we have added one more campus in our service area, thus reaching 90 additional students. For the 2018-2019 fiscal year, two school district clusters were added, increasing our support to 30 campuses in total, reaching 2700 students. A trial program was initiated in the spring to serve homeless students in another school district who deal with food insecurity. As a result of its success, it will become a permanent part of this philanthropic program.
Our community partnerships with Operation Cinderella have increased. We have established an ongoing, long-term relationship with both College of the Mainland Cosmetology School and Paul Mitchell The School to offer a full range of salon services, complementary to the girls who participate in our program.
We met all of our cost ratios established by our national organization.
Our grant funding has increased tremendously due to new partnerships with the Moody Foundation, Moody Methodist Church - Permanent Endowment Fund, Albemarle Bayport/Clear Lake, and the United Way Galveston Mainland. During the 2020-2021 fiscal year, we were stunned and generously blessed with over $250,000 in support from the Leslie L. Alexander Foundation.
We have expanded our marketing effort by transitioning to a new website platform. Our Facebook reach is over 2200 followers. We have expanded our Instagram presence and worked on strengthening our YouTube channel. We received a grant from Executive Services Corporation Houston.
We had 25 new members join during the past fiscal year.
Our Board of Directors has two members that joined the organization in the last four years.
Our challenges include membership retention, continued brand awareness, increased attendance at our annual fundraising event, and telling our story as effectively as possible to be eligible for more grants that will allow us to continue serving those in need.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
-
Which of the following feedback practices does your organization routinely carry out?
We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, 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 tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
-
What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Unlock nonprofit financial insights that will help you make more informed decisions. Try our 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.
Operations
The people, governance practices, and partners that make the organization tick.
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.
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.
Assistance League of the Bay Area
Board of directorsas of 06/02/2023
Rebecca Saavedra
Assistance League of the Bay Area
Term: 2023 - 2024
Sandra Kelver
Betty Suagee
Marie Keener
Linda Byrd
Rebecca Saavedra
Kathy Tamer
Sarah Foulds
Sharon Guzzino
Izella Dornell
Charlene Donovan
Barbara Weitenhagen
Roxann Zamora
Perri Fox
Board leadership practices
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 ? Not applicable -
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? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
Transgender Identity
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/02/2022GuideStar 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 ask team members to identify racial disparities in their programs and / or portfolios.
- 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 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 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 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.