Human Services

Assistance League of the Bay Area

We Change Lives

Webster, TX   |  www.assistanceleague.org/bay-area

Mission

Assistance League volunteers transforming the lives of children and adults through community programs.

Notes from the nonprofit

Assistance League of the Bay Area is an all-volunteer organization where 100% of the money raised stays in the communities in which we serve.

Ruling year info

1994

President

Brooks Cima

Main address

100 E. Nasa Parkway, Ste 80

Webster, TX 77598 USA

Show more addresses

EIN

76-0406996

Cause area (NTEE code) info

Human Service Organizations (P20)

Victims' Services (P62)

Thrift Shops (P29)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2019, 2018 and 2017.
Register now

Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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 Kohl's Department Stores or Target and provides a personal hygiene kit to elementary and secondary students that have been identified by their schools as economically disadvantaged by the Texas Education Agency.

Population(s) Served
Children and youth (0-19 years)
Budget
$165,000

Provides high school seniors in need with everything necessary, from formal dresses to tux rental gift certificates, for a positive prom experience.

Population(s) Served
Adolescents (13-19 years)
Budget
$7,500

Assault Survivor Kits provides clothing and hygiene kits for victims of domestic and sexual assaults whose clothing has been retained by law enforcement as evidence.

Population(s) Served
Adults
Budget
$7,500

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 at home for students dealing with food insecurity.

Population(s) Served
Children and youth (0-19 years)
Budget
$15,000

Where we work

Number of children who are improving academic skills

This metric is no longer tracked.
Totals By Year
Population(s) Served

Females,Males,Children and youth (0-19 years)

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.

Number of children who have access to healthcare

This metric is no longer tracked.
Totals By Year
Population(s) Served

Females,Males,Children and youth (0-19 years)

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

Females,Males,Adults

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Individuals referred by United Way Bay Area 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

General/Unspecified,Children and youth (0-19 years),Adults

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

Females,Males,Children and youth (0-19 years)

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

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Charting impact

SOURCE: Self-reported by organization

Five 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.<br/>2.Ensure fiscal accountability to support our philanthropic and related activities.<br/>3.Seek and maintain a diverse, informed membership to ensure the success of the mission.<br/>4. Increase recognition of the Assistance League of the Bay Area in our community in order to grow our philanthropic, fundraising, and membership activities.

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.

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.
  • How is the organization collecting feedback?

    We regularly collect feedback through: case management notes.

  • How is the organization using feedback?

    We use feedback to: 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.

  • With whom is the organization sharing feedback?

    We share feedback with: our board, our funders, our community partners.

  • What challenges does the organization face when collecting feedback?

    It is difficult to: we don't have any major challenges to collecting feedback.

  • What significant change resulted from feedback

    As a result of feedback from the school districts served with our largest philanthropic program, Operation School Bell, the organization will be adjusting the schedules to accommodate each individual district's needs as it relates to the successful referral of those students most in need of our services.

Financials

Assistance League of the Bay Area
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

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.

lock

Connect with nonprofit leaders

Subscribe

Build 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.

lock

Connect with nonprofit leaders

Subscribe

Build 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 directors
as of 5/23/2020
SOURCE: Self-reported by organization
Board chair

Brooks Cima

Assistance League of the Bay Area

Term: 2020 - 2021

Brooks Cima

Sandra Kelver

Brunella Altemus

Kathleen Courville

Charlene Donovan

Beverly Braden

Elaine Rister

Patty Southmayd

Valerie Piercy

Marie Keener

Connie Hughes

Jill Smitherman

Kathy Tamer

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 ? 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

Keywords

at-risk populations economically disadvantaged nonprofit children and youth basic needs