Assistance League of Redlands

Transforming Lives - Strengthening Community

aka No   |   Redlands, CA   |  alredlands.org

Mission

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

Notes from the nonprofit

We are blessed to have a hard working, diverse membership of volunteers and community partners whose efforts ensure the continuing success of our mission to transform the lives of children and adults through community programs.

Ruling year info

1941

President

Mrs. Leticia Cervantes

President-Elect

Karen Irwin

Main address

700 East Redlands Blvd. U-290 U-290, Redlands, CA

Redlands, CA 92373 USA

Show more contact info

EIN

95-2131653

NTEE code info

Philanthropy / Charity / Voluntarism Promotion (General) (T50)

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

The Assistance League of Redlands' proactive leadership team is working to improve the operational efficiency and effectivity of our organization to increase membership and ensure their retention to increase a sustainable volunteer support for our chapter's philanthropies and financial stability.

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?

Dental Center

Our full service Dental Center serves low income, under-insured, children and adults in the Redlands/ Yucaipa area through general dentistry and orthodontics.

Population(s) Served
Families
Economically disadvantaged people

Provides new school clothing, shoes and personal care items to 1200 low income students from 23 schools in the Redlands & Yucaipa/Calimesa Unified School Districts.

Population(s) Served
Children and youth
Economically disadvantaged people

Assistance League volunteers from the Professional Women of Redlands Committee serve middle and high school students based on emergency hardships in their families. They provide Target Stores gift cards to shop for school clothing. Hygiene items and portable foods are provided to Redlands Unified School District counselors that work with this age group and to YouthHope, our nonprofit partner benefiting homeless youth. This program enables the Professional Women of Redlands Committee and their partners to address the immediate needs of these students with emergency assistance.

Population(s) Served
Adolescents
Students

Assistance League volunteers holds an annual awards luncheon for the elementary, middle and high school students in the Redlands Unified School District with various disabilities. These students are recognized for the efforts they have made throughout the year. Each student performs with their class in front of peers and receives a gift and lunch.

Population(s) Served
Children and youth

The program provides scholarships to graduating female students who have overcome some type of adversity to continue their education beyond high school.

Population(s) Served
Women and girls

Assault Survivor Kits are provided to victims of rape, assault and physical abuse. They are given comfortable new clothing to wear home after being seen in the hospital. These items replace the clothing provided by the medical facility upon their release. Our “kits” represent a compassionate thought that show others care for them during a very trying time. We collaborate with Partners Against Violence to distribute these "kits" through their counselors for ready inventory as needed.

Population(s) Served
Adults

Assisteens Auxiliary provides gifts for children during the holidays at an annual event.

Population(s) Served
Non-adult children

This program passes on non-saleable donations to other nonprofit organizations.

Population(s) Served
Economically disadvantaged people
Families

Assistance League of Redlands' Assisteens Auxiliary makes Hug blankets for the YouthHope Organization for distribution to their homeless demographic that ensures a warm "hug" at Christmas.

Population(s) Served
At-risk youth

Where we work

Awards

Operation School Bell 2014

Kohl's Department Store

Affiliations & memberships

National Assistance League 1952

Kohl's Department Store 2012

Partners Against Violence 2020

Target Stores 2010

Burrage Mansion Foundation 2014

San Manuel Band of Mission Indians 2014

YouthHope 2018

Redlands Chamber of Commerce 2011

Redlands Unified School District 1952

Yucaipa/Calimesa Unified School District 1952

Bakers Fast Food 2005

Loma Linda University Dental School 2010

Family Service 2004

National Assistance League 1952

Redlands Charitable Resource Coalition 2018

Stater Brothers Market 2014

UPS Store-Redlands 2000

Lossett Family Foundation 2012

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of participants changing undesirable behavior, as reported by experts

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

Children and youth

Related Program

Operation School Bell

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Number of youth who model positive behaviors for peers

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

Children and youth

Related Program

Operation School Bell

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

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. Ensure the well-being of the organization by administering good business practices.
2. Grow and support membership.
3. Provide philanthropies of excellence.
4. Develop and expand resources to support the organization.
5. Assure financial sustainability.
6. Use marketing communications to ensure success of our mission.

Administration:
1. Provide a safe and secure physical plant for members and the public.
2. Confirm that the physical aspects (mechanical & structural) of the property are working and kept current.
3. Update and maintain chapter documents.
Membership:
4. Recruit active members and retain existing members.
5. Provide educational and leadership opportunities.
6. Show member appreciation.
Philanthropies:
7. Focus on programs that support the community in dental needs, clothing, sustenance and education.
8. Review the effectiveness of existing programs and expand and alter them as needed.
9. Add new programs as needed and delete those that are no longer effective.
Resources:
10. Develop recurring and single time events to incur funds.
11. Identify, implement and increase funds through grants.
12. Support & grow Thrift Shop sales by 20% the first year & 15% each subsequent year.
Finance:
13. Inform membership of all chapter finances.
14. Include the Chapter Board and Committee Chairs in budget development.
15. Increase financial reserves to meet one year of operating expenses.
Marketing:
16. Expand our marketing outreach.
17. Improve effective means of collaborating and communicating to members and the community at large.
18. Maintain policies and procedures for access by authorized members and employees.

A proactive leadership team, combined with a dedicated volunteer membership and a strong network of community partnerships that continually collaborate to maintain a safe and secure facility and expand our marketing outreach to attract new volunteers that support a sustainable operation that will ensure our philanthropic and fundraising goals are met to improve the health and well-being of our community.
Budget adequate funds for a combined team of volunteers and business services to continually provide a well lit, maintained and professionally secured property to ensure member and customer safety. Our membership team is well-connected with our community to actively recruit membership. We incorporate marketing strategies to ensure our message and organizational information is at all public functions and chapter activities. This messaging is provided through print, social media, website and our speakers bureau. We encourage members to bring friends to monthly meetings, social activities, and potential new member socials to acquaint them with our organization. Chairmen of our different activities engage community volunteers to support our programs and fundraisers to generate membership interest. We retain members through a flexible volunteering environment designed to meet schedule and personal demands, as well as continual member engagement through chapter communications. Annually review the effectiveness and financial viability of our community programs and determine if unique or duplicated in the community. Develop surveys to use as a road map for change and growth and expand as resources allow. Publicize all program activities through our Marketing Committee. To fund our programs and administrative costs during the COVID pandemic, we are implementing virtual fundraising events by in collaboration with our Marketing Committee outreach on social media platforms; and About Redlands Social Media Marketing and Redlands Chamber of Commerce partners. Increase our Thrift Shop sales by recruiting additional volunteers to pick-up estate furniture and marketing our merchandise on a variety of social media platforms. Encourage additional volunteers to be trained in grant solicitation. Marketing will maintain an updated chapter brochure and develop a rack card to reduce printing costs. Add a QR code to printed materials to facilitate donations. Update and maintain the chapter website and Guidestar requirements for global transparency. Install MS365 Program software for Chapter Board to increase operational efficiency by providing a means to collaborate, communicate, store files and transition positions seamlessly, thereby reducing labor intensive tasks. Provide effective marketing support for all chapter activities through social media, website, printed materials, local newspapers, television and expansion of our Speaker's Bureau. Provide member communications through a quarterly newsletter.

During 2021, Assistance League of Redlands continued our COVID protocols to safely serve our economically disadvantaged children and families with food, clothing and dental services. Through the use of marketing technology, and to ease in-person concerns as we continued to come out of the pandemic, we successfully held an on-line fundraiser that netted over $35,000. Through our Operation School Bell's philanthropic partnership with Kohl's Department Store, we increased the number of elementary age students to 1200 annually from participating schools in the Redlands and Yucaipa Districts who enjoyed shopping for school clothing and shoes after "sheltering-in-place. Our front-line dental center heroes continued providing essential, low-cost dental services in a COVID-safe environment for the under-insured, funded by Thrift Shop Revenue and dental fees through 2020 & 2021. Thrift Shop revenue increased primarily from furniture donations picked up by a member-donated van staffed by 4 volunteers and promoted by an active marketing social media program. Throughout the two first years of the COVID pandemic, our Thrift Shop volunteers worked to keep merchandise on the sales floor and staff the point-of-sale registers, closing for only one month during 2020. This allowed us to maintain our programs for our struggling community and increased our annual sales by 10%. Our Marketing plan has developed and implemented a new website and social media platforms that have been successful in reaching a broader demographic by realizing a contact increase of 63% resulting in increased Thrift Shop sales, membership registration and community awareness. A Zoom membership was purchased to continue membership connections and meetings safely from home preventing attrition. We raised chapter awareness by installing a city monument sign with our logo at four community locations in Redlands and are promoting our chapter through an active Speaker's Bureau, membership in the Redlands Chamber of Commerce and Redlands Charitable Coalition, social media info-grams, newspaper articles, a chapter website and brochures. We printed our second brochure update for distribution at, businesses, churches, other nonprofits and community partners. Our social media viewers have increased to approximately 3300 and our partnership with About Redlands Social Media Marketing reaches 80,000 viewers.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    Economically disadvantaged children, families and the homeless demographic of all ethnicities and ages.

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

    Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Community meetings/Town halls, Community Partners,

  • 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 strengthen relationships with the people we serve,

  • What significant change resulted from feedback?

    Revised our Dental Center program to include under-insured members of our community. Revised our Operation School Bell program to include a Spring Session for all 23 elementary schools we serve to those who also came to our Fall session. We were reminded that children go through clothes and shoes rapidly at this age. In response to COVID for the safety of our volunteers, customers and patients, we installed HIPAA Filters in our Air Condition/Heating systems for both our buildings, regular disinfecting of surfaces, volunteers wear masks while on our premises, hand disinfectant stations are provided throughout our facilities, Plexiglas screens protect volunteers and customers & Dental Center staff wear full Personal Protective Equipment at all times. We virtual meetings & fundraisers.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

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

    Allowed under-insured members of our community to benefit from our dental services without having to show proof of economic status. This increased the number of people we served and created a more positive relationship with our dental patients who are now empowered to seek services on a more equitable footing. Revising our Operation School Bell program in response to feedback from parents and school counselors created a more positive support from the community. The COVID safety protocols and our chapter's provision of free masks to the community increased their use of our essential services and thrift shop patronage.

  • 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 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?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome,

Financials

Assistance League of Redlands
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Operations

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

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Connect with nonprofit leaders

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  • 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 Redlands

Board of directors
as of 2/22/2022
SOURCE: Self-reported by organization
Board chair

Mrs. Leticia Cervantes

Assistance League of Redlands

Term: 2021 - 2022

Karen Irwin

Assistance League of Redlands

Marie Mitchell

Assistance League of Redlands

Louise Schumann

Assistance League of Redlands

Shirley Guy

Assistance League of Redlands

Mandy Emerson

Assistance League of Redlands

Gail Smith

Assistance League Redlands

Kathy Swenson

Assistance League of Redlands

Ginger Boyd

Assistance League of Redlands

Cesca Nolan

Assistance League of Redlands

Leticia Cervantes

Assistance League Redlands

Mary Saba

Assistance League of Redlands

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 ? Yes
  • 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 02/20/2022

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

Leadership

No data

The organization's co-leader identifies as:

No data

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 02/20/2022

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

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.
Policies and processes
  • We have community representation at the board level, either on the board itself or through a community advisory board.