Assistance League of the Bay Area

Goal 1<br/> Staff philanthropic programs adequately.<br/> Evaluate philanthropic programs - data will analyzed to determine cost of program .vs. manpower.<br/> Research community needs - programs will be expanded as community needs increase.<br/><br/>Goal 2<br/> 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.<br/> Maximize efficiency in existing fundraisers and philanthropies - achieve percentages as set by National Assistance League.<br/> Establish contingency plans for unexpected financial change.<br/> Design effective fundraising programs for budget expansion.<br/> Explore a capital campaign. <br/><br/>Goal 3<br/> Grow membership.<br/> Train new members.<br/> Engage membership.<br/> Nurture and develop potential leaders.<br/><br/>Goal 4<br/> Establish and expand community contacts.<br/> Promote philanthropic programs, fundraisers and membership via a comprehensive marketing plan.<br/> Maintain an up-to-date website promoting brand recognition, creditability, and member and community engagement.

Goal 1 - In order 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 that provides volunteers the ability to assess their own time commitments and indicate where they can be of service. This allows all who are viewing the calendar to know when positions are filled and are 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 on an annual basis. Based on the outcomes of these two methods, we will continually evaluate the cost of the program versus manpower available. As a result of polling our membership, we have fine-tuned one philanthropic program, introduced a new one, 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 on a quarterly basis 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 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 which allows 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 situation or a dramatic cutback and are prepared for either. As a result of an increase in those who 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 be prepared for their roles. An active recruitment effort is ongoing throughout the year to attract new members. Training is also provided to these individuals in order for them to prepare them for areas of service within the chapter. 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 at a minimum six times a year, often featuring fashions from our Resale Shop which not only informs but allows additional revenues to be earned.

Goal 1 1. An increase in service hours and the number of members participating in all philanthropies by the end of the fiscal year. 2. A new community partnership is developed for the Operation School Bell philanthropy each year. 3. An increase in the number of donations for Operation Cinderella philanthropy by 5% per year. 4. An increase in the number of students served for the Operation Cinderella philanthropy by 5% per year. These are all measurable results and can be determined by comparing the previous years' data to the current years'. Goal 2 1. Increase Resale Shop revenue by 5% annually. 2. Annual Fundraising Event attendance increases by 10% annually. 3. Sponsorship/Underwriter Income for the Annual Fundraising Event (Gala) increases by 10% annually. 4. Corporate support via Grants increases by 5% annually. 5. The fundraiser income to cost ratio is greater than 70% on an annual basis. 7. The fundraiser expense is no more than 35% for each event. These are all measurable results and can be determined by comparing the previous years' data to the current years'. Goal 3 1. Increase membership by 5% annually. 2. 100% of New Members become active within 12 months of joining. 3. At least 25% of leadership positions are filled by members who joined within the last four years. These are all measurable results and can be determined by comparing the previous years' data to the current years'. Goal 4 1. Host at least one media event a year. 2. Attend at least 6 speaking opportunities a year. 3. At least 3 news events per year are publicized. 4. At least 2 Advisory Council meetings are held annually. 4. Marketing contact is set on every committee. 5. At least three committees are contacted on a monthly basis to determine marketing needs. 6. At least thirty-six (36) articles are published annually in a variety of print media. These are all measurable results and can be determined by comparing the previous years' data to the current years'.

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 number of student population since the program's inception in 1989, 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. 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. We have expanded our marketing effort by transitioning to a new website platform. Our Facebook reach is over 1900 followers. In addition, we have participated in several Chamber of Commerce events allowing us to inform small and large businesses in our area about our mission and funding needs. We had 10 new members join during the past fiscal year. Our Board of Directors has four new 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 in order to be eligible for more grants that will allow us to continue to serve those who are in need.