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

Charlene Donovan

Main address

100 E. Nasa Parkway, Ste 80

Webster, TX 77598 USA

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EIN

76-0406996

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.

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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

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

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

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

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.

Population(s) Served
Adults
Economically disadvantaged people
Unemployed people

Where we work

Number 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. 2020 metric 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

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

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

Decreasing

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.

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.

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.

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.

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 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 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. 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 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.

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 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.
  • Who are the people you serve with your mission?

    Assistance League of the Bay Area collects feedback from members' experiences during the volunteer process as well as feedback from external stakeholders including school district leadership, agency executives, social workers, and retail businesses.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Case management notes, Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,

  • 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,

  • 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.

  • With whom is the organization sharing feedback?

    Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    Based on the feedback received, the organization constantly makes shifts to accommodate the community needs including access to the chapter's services, dates of availability, and demographic needs.

  • 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

Assistance League of the Bay Area
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Operations

The people, governance practices, and partners that make the organization tick.

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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 6/13/2021
SOURCE: Self-reported by organization
Board chair

Charlene Donovan

Assistance League of the Bay Area

Term: 2021 - 2022

Sandra Kelver

Charlene Donovan

Patty Southmayd

Valerie Piercy

Marie Keener

Jill Smitherman

Jayne Dannecker

Melanie Lovuola

Sharon Guzzino

Cindy Senger-Lewis

Priscilla Magnuson

Linda Byrd

Rebecca Saavedra

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

Organizational demographics

SOURCE: Self-reported; last updated 6/13/2021,

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight

Race & ethnicity

No data

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 06/13/2021

GuideStar 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

Data
  • 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.
Policies and processes
  • 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.