Assistance League of the Eastside

Transforming lives . Strengthening Community


Assistance League of the Eastside is a member-driven charity that serves the immediate, unmet needs of children and adults challenged by hardship or trauma, strengthening our community while fostering dignity, confidence, and hope.

Ruling year info



Ms. Terri Norris

Main address

7345 164th Ave NE Ste 145-291

Redmond, WA 98052 USA

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NTEE code info

Children's and Youth Services (P30)

Victims' Services (P62)

Temporary Shelter For the Homeless (L41)

IRS filing requirement

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

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The Community needs that our organization is working to address are 1. provide new back to school clothing for students of families in need. 2. Provide kits to WA state hospitals for assault survivors. 3. Starting over Support kits for families affected by domestic violence. 4. Partnering with local agencies to provide support for the homeless.

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

Financial hardship can affect anyone. Assistance League® of Eastside help local families by holding shopping events and working with school personnel who identify children in need. Our funds let these students shop for new clothes, shoes, and coats.
It is our belief that new school clothing will contribute to a child's self-esteem and successful school experience.

Population(s) Served
Children and youth

Thousands of women, men, and children are assaulted in the state of Washington each year either through sexual assault or domestic violence. When survivors area treated at hospitals, their clothing is often taken by law enforcement for use s evidence. Assistance League the Eastside works with hospitals throughout the state of WA to provide personal care items and new clothing that can be worn home after treatment. We strive to restore dignity at the tome of vulnerability.

Population(s) Served
Women and girls

The number of women and children who do not have shelter continues to grow. In response, we provide local shelters with baskets containing the household items needed to transition from dependence to independence. We also host social events to lend a sense of normalcy in their lives. Our wish is to develop optimism and hope in the hearts of women we serve.

Population(s) Served
Women and girls

Domestic violence is a human rights issue. Assistance League® of Eastside believes everyone deserves to feel safe from harm, free from oppression and, empowered to reach their full potential. We provide household items to local shelters so that families can rebuild their lives in safety. We hold social events that build a sense of community. Our wish is for women to find the strength to create new beginnings.

Population(s) Served

Where we work


"Non-profit" community partner for their annual Golf Tournament 2004

Greater Redmond Chamber of Commerce

"Certificate of Recognition" for outstanding contributions to student welfare and achievement through Operation School Bell 2004

The Lake Washington School District

Non-Profit Breakthrough Award 2003

Greater Redmond Chamber of Commerce

"Outstanding Community Service Award" 2001

The Lake Washington PTSA Council

"Outstanding Partnership Award" 1999

The Lake Washington School District

Affiliations & memberships

Best of 425 2020

Best of 425 2023

Kirkland Chamber of Commerce 2023

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.

3-year overall Chapter Plan


Pillar 1 ~ Membership
Strive to provide a diverse and tight-knit environment for members to share their time and energy in support of chapter values, programs, and goals.

Pillar 2 ~ Philanthropic Programs
Focus on improving efficiency of philanthropic programs; document processes for year-to-year smooth transition; ensure fair distribution of workload within each program to support chapter marketing and fundraising.

Pillar 3 ~ Resource Development
Establish realistic fundraising goals; enhance donor growth potential and develop donor retention; maintain reliable donor information through full adoption of Donor Perfect Online (DPO) system as a Customer Relationship Management System (CRM)

Pillar 4 ~ Operations
Develop, support and maintain chapter-wide processes and procedures.

PILLAR 1 Strategies
1. Focus membership development to include recruitment and retention.
a. Continue membership development processes focused on attracting new members via school newsletters/publications, Facebook posts, etc.
b. Identify 3-5 opportunities annually to meet with community groups to enhance diversity.
c. Conduct annual survey for membership feedback to develop and implement retention strategies.
d. Conduct exit interviews and maintain feedback for continuous improvement.
e. Analyze membership feedback to explore opportunities to refine programs and/or events to maximize member satisfaction.

2. Define and deliver strategies to enhance the membership experience.
a. Continue mentorship program (Passport Committee) to facilitate positive integration of members.
b. Capture and maintain skills, and interests of members annually in DPO to engage them in interesting opportunities of their choice.
c. Encourage members to take on leadership roles by providing clarity on commitment levels and scope of responsibilities; provide ongoing support through education and mentorship.
d. Align WIN committee (Women’s Inspired Network) objectives to chapter goals and monitor outcomes.

Pillar 2 strategies
1. Develop program policy and procedures for each of the four programs.
a. To include critical functions of donations, expenditures, volunteer recruitment, training, retention, and budget and inventory management.
b. To include documentation for a smooth annual transition of leadership.
c. Maintain a timeline to include all tasks necessary for smooth operations during the year and to prepare for successful transition into the following year.
2. Create specific plans and deliverables for each of the four program committees to support the efforts of Marketing/Communications, Fundraising and Financial committees.

Pillar 3 strategies
1. Clarify the revenue/expense model to support our Philanthropic programs and educate chapter; establish operational (marketing/communication, fundraising, finance) support roles within each of the four philanthropic programs and all events.
2. Develop, document and maintain roles/responsibilities, process/procedures for all chapter fundraising events/efforts to optimize fundraising capabilities year to year.
3. Define realistic target measures in terms of net profit (revenue minus expenses) goals for each event activity. Use past three years to determine trends and set measurements. Track and actively manage to net profit goals as part of Resource Development reporting.
4. Enhance usage of DPO to enable accurate data.

Pillar 4 strategies
1. Develop and implement comprehensive chapter Marketing/Communications plan, to include internal/external communications, collateral, social media, website, etc.
2. Continue to streamline technology usage with O365 to improve efficiency and communication across the chapter.
3. Align annual financial budgets to organizational needs.
4. Create and maintain a summary with key data

Assistance League of the Eastside members volunteered 23,659 hours in the 2016-2017 fiscal year. Based on guidelines provided by the U.S. Department of Labor, the estimated value of these services is $577,753.

Assistance League of the Eastside members work hard to raise the funds necessary to operate our philanthropic programs. Revenue is generated through donations, grants and special events.

The budget for total support and revenue for fiscal year 2016-17 was $564,845. We are proud to report that each of our fundraising efforts exceeded its revenue target. The business community continued to show its backing of our programs by contributing in-kind donations and sponsoring events.

The Grant-writing Committee was successful in obtaining grants totaling over $159,000 with significant support coming from the Cities of Bellevue, Kirkland and Sammamish, Fred Meyer Stores, and Windermere Foundation. A complete list of our donors, grantors, and sponsors is included in the annual report.

The Holiday Home Tour, featuring six (6) decorated homes in Kirkland in December 2018 garnered record attendance and generated revenue of approximately $65,000.

Our Spring Event, Evening in the Tropics, was held at the Snoqualmie Casino Ballroom, Snoqualmie on March 16, 2019 and brought in approximately $162,000 to fund our programs.

Aware of the fiduciary responsibilities, Assistance League of the Eastside continued to follow the BBB/Wise Giving Alliance Standards for Charitable Accountability in fiscal year 2016-17. Following our mission of putting caring and commitment into action, 83% of every dollar spent went directly to the community through our philanthropic programs.

Since 1992, Assistance League of the Eastside has:

* Clothed over 46,897 children from the Bellevue, Lake Washington and Northshore School Districts.
* Assisted over 21,970 survivors of assault across Washington State.
* Supported over 7,697 impacted individuals beginning a new life free of violence.
* Since 2013, program Help4Homeless provided help to 1610 individuals in partnership with local homelessness agencies. Total funds returned to the community exceeded $5.3 million.

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 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, To understand people's needs and how we can help them achieve their goals, To streamline our marketing practices

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, 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 share the feedback we received with the people we serve, 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?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to get honest feedback from the people we serve


Assistance League of the Eastside

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


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Connect with nonprofit leaders


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

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Assistance League of the Eastside

Board of directors
as of 04/14/2024
SOURCE: Self-reported by organization
Board chair

Ms. Terri Norris

No Affiliation

Term: 2023 - 2024

Kelly Weyer

No Affiliation

Becky Birch

No affiliation

Rosella Butler

Ann Franklyn

Vanessa Stothers

Terri Pletcher

Linda Hendrickson

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 4/14/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


Equity strategies

Last updated: 03/12/2022

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

  • 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 disaggregate data by demographics, including race, in every policy and program measured.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • 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.