GOLD2024

ALAMO AREA RAPE CRISIS CENTER

Help. Hope. Healing.

aka The Rape Crisis Center   |   San Antonio, TX   |  www.rapecrisis.com
GuideStar Charity Check

ALAMO AREA RAPE CRISIS CENTER

EIN: 74-2236387


Mission

To provide help, hope and healing to those impacted by sexual violence and cultivate a safe, nonviolent community

Ruling year info

1982

Chief Executive Officer

Mrs. Audra Atzger

Main address

4606 Centerview Drive, Suite 240

San Antonio, TX 78228 USA

Show more contact info

EIN

74-2236387

Subject area info

Sexual assault victim services

Victim aid

Population served info

Adults

Victims of crime and abuse

NTEE code info

Rape Victim Services (F42)

Victims' Services (P62)

What we aim to solve

SOURCE: Self-reported by organization

RCC aims to filling a significant need in San Antonio, which is to provide comprehensive services to those already impacted by sexual violence, partnering with other community agencies to make it unacceptable in our society, and trying to prevent it from happening to anyone else. We do this through crisis intervention, advocacy, counseling, and education.

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?

Trauma-Informed Counseling Services

RCC's Counseling Program offers ongoing therapeutic work with families, children, minority and under-served rape survivors and survivors of childhood sexual assault in an outpatient setting where the trauma of their sexual violence, as well as the mental health issues which were either pre-existing or resulted from the assault, can be addressed simultaneously.  Services are provided six days per week for at least eight hours per day to accommodate the scheduling needs of the client.  The program maintains quality care by hiring qualified staff competent in the areas of trauma resolution; bilingual service delivery and cultural sensitivity; child play therapy; and family and system approaches.  Some counselors are trained in Eye Movement Desensitization and Reprocessing (EMDR); and trained to provide counseling to victims of human trafficking. The program is staffed by a combination of paid & volunteer, full- and part-time Licensed Professional Counselors/Interns.
The program assists clients after an immediate crisis, which may be a few days after the rape or years later.  As a result of the sexual abuse, victims may suffer severe psychological symptomolgy and develop unhealthy and dangerous coping skills.  The Center offers a variety of counseling services, including individual, couples, child play therapy, family, and specialized groups.  Survivors and their family members will complete self report psychological assessments to identify current symptoms of PTSD and psychosocial assessments to identify current family dynamics, medical history, and other social needs. A licensed professional counselor or intern provides initial crisis intervention, and establishes a therapeutic relationship with the client to address distorted thinking, offer psycho-education of trauma symptoms, develop safety plans, and set goals for counseling.
In addition to traditional counseling services, the program provides support groups for different groups of suvivors such as adult male survivors, parents of child survivors, and teens. Free transportation services to and from counseling may be provided.

Population(s) Served
Adults

The program offers education services for youth, victim serving professionals, law enforcement, and the community at large. Prevention education services for youth offered at the request of local school districts and is a multi-session group focused on increasing knowledge of interpersonal violence, increase participant’s skills to connect bystander intervention, power structures, and media literacy to identify violence and; increase skills in developing a plan of action for the prevention of interpersonal violence in school and in the community. To solidify the effects on youth, the program also provides skills to adults on how to build positive healthy relationships. All elements of our Healthy Relationships curriculum are based on the framework of The Search Institute’s 40 Developmental Assets and how they can be used to build positive youth development at various levels, beginning individually. These 40 assets were identified by the institute, as the building blocks of healthy development in young people.

Population(s) Served
Adults

Client Advocates provide case management services including connecting clients to local resources, needs assessments, housing, food, etc. The crisis hotline and advocates are available 24 hours a day, 7 days a week. Advocates can meet clients at hospitals to give support during a forensic exam. Advocates also accompany clients during their interviews with law enforcement and to their court appointments.

Population(s) Served
Adults

Where we work

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 hospital accompaniments by advocates

This metric is no longer tracked.
Totals By Year
Related Program

Client Advocacy and Hotline

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of crisis hotline calls answered

This metric is no longer tracked.
Totals By Year
Related Program

Client Advocacy and Hotline

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of individuals educated about sexual violence using a primary prevention lens

This metric is no longer tracked.
Totals By Year
Related Program

Prevention Education and Training

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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.

Our organizational goals are currently:
G1. To develop, implement, and assess effective programs that are survivor centered, promote cultural sensibility, and support survivor healing and restoration.
G2. To raise awareness about the impact of all forms of sexual violence within the community to ensure that relevant areas of public policy and service provision better serve the needs of survivors.
G3. To expand funding sources in order to remain an independent sexual assault program.
G4. To partner and/or collaborate with external key agencies to work towards real, meaningful, and permanent culture change.
G5. To create and sustain an internal organizational culture that celebrates diversity, and is one of respect, accountability, and fun.
G6. To be recognized as a leader in the field of sexual violence prevention.

G1- A strategic plan was created by the staff, CEO, and Board to address how we can best make effective and sustainable programming.
G2- The Education and Outreach program engage the community in sexual violence prevention education and all staff is trained to the same standard of knowledge on prevention education.
G3- The Development department has begun creating annual events and seeking long term relationships with supporters to sustain our operation long term.
G4- We have increased our commitments to partnerships with agencies like San Antonio Police Department, Bexar County Sherriff's Department, ChildSafe, and BCFS to coordinate services for clients.
G5- We have re-written our hand book to include these pillars and have started training staff on them monthly.
G6- We have been leading coalitions such as the Child Sexual Exploitation Task Force and Alamo Area Coalition Against Trafficking.

I. Raise 6 months of reserves by 2020. As if 2016, we had a little over 20% of our 5 year goal in reserves.

II. RCC has completed the CCAT, 2016, and has met with several professional organizations to begin analyzing and determining the need.

III. RCC has recruited 80% of Ambassadors set out for the year.

IV. RCC will be relocating January 15, 2017.

V. RCC has seen an increase in the diversity of volunteers recruited in the last 18 months.

I. On track

II. We have not completed this task as we are seeking funding to support the project. This will support our goal of elevating our profile and reaching more survivors. We have not accomplished this thus far.

III. On track

IV. This objective was delayed as we were originally set to relocate in November; however, have adjusted time line.

V. On track

Overall, we are still need to diversify our funding and support our infrastructure.

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

3.13

Average of 1.51 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

1.7

Average of 1 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

0%

Average of 11% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

ALAMO AREA RAPE CRISIS CENTER

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

ALAMO AREA RAPE CRISIS CENTER

Balance sheet

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

ALAMO AREA RAPE CRISIS CENTER

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

This snapshot of ALAMO AREA RAPE CRISIS CENTER’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $6,668 -$146,609 $109,933 -$266,808 $94,142
As % of expenses 0.4% -7.0% 5.1% -14.5% 7.0%
Unrestricted surplus (deficit) after depreciation -$8,760 -$161,663 $91,176 -$290,380 $76,946
As % of expenses -0.5% -7.6% 4.2% -15.6% 5.7%
Revenue composition info
Total revenue (unrestricted & restricted) $1,724,213 $2,182,406 $2,133,282 $1,830,835 $1,344,380
Total revenue, % change over prior year -4.4% 26.6% -2.3% -14.2% -26.6%
Program services revenue 4.9% 2.1% 0.1% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 72.1% 65.3% 76.2% 71.2% 75.0%
All other grants and contributions 23.0% 32.6% 23.7% 28.8% 28.2%
Other revenue 0.0% 0.0% 0.0% 0.0% -3.2%
Expense composition info
Total expenses before depreciation $1,781,473 $2,102,370 $2,141,361 $1,840,658 $1,338,167
Total expenses, % change over prior year 0.4% 18.0% 1.9% -14.0% -27.3%
Personnel 71.5% 70.8% 75.6% 64.5% 74.1%
Professional fees 6.3% 4.3% 1.0% 3.8% 2.0%
Occupancy 11.7% 14.6% 13.8% 18.1% 3.7%
Interest 0.0% 0.1% 0.0% 0.0% 0.0%
Pass-through 0.6% 1.5% 1.0% 0.0% 1.3%
All other expenses 9.9% 8.6% 8.6% 13.6% 18.9%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,796,901 $2,117,424 $2,160,118 $1,864,230 $1,355,363
One month of savings $148,456 $175,198 $178,447 $153,388 $111,514
Debt principal payment $0 $0 $99,685 $115,000 $0
Fixed asset additions $0 $0 $37,597 $0 $0
Total full costs (estimated) $1,945,357 $2,292,622 $2,475,847 $2,132,618 $1,466,877

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 0.3 1.1 0.8 1.3 1.7
Months of cash and investments 0.3 1.1 0.8 1.3 1.7
Months of estimated liquid unrestricted net assets 1.9 1.0 1.2 0.7 2.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $48,503 $184,470 $147,208 $193,928 $186,827
Investments $0 $0 $0 $0 $0
Receivables $596,030 $711,811 $618,141 $463,178 $410,709
Gross land, buildings, equipment (LBE) $197,038 $210,812 $248,408 $248,408 $160,958
Accumulated depreciation (as a % of LBE) 48.4% 52.4% 52.0% 63.8% 81.6%
Liabilities (as a % of assets) 23.0% 35.7% 33.9% 39.1% 29.7%
Unrestricted net assets $332,933 $171,270 $262,446 $204,505 $281,451
Temporarily restricted net assets $256,164 $482,809 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $256,164 $482,809 $346,207 $256,985 $169,056
Total net assets $589,097 $654,079 $608,653 $461,490 $450,507

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

Chief Executive Officer

Mrs. Audra Atzger

Number of employees

Source: IRS Form 990

ALAMO AREA RAPE CRISIS CENTER

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

ALAMO AREA RAPE CRISIS CENTER

Board of directors
as of 05/02/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Cesar Garcia

Teresa Beckleheimer

Oracle USA

Mark Samas

Weilbacher & Associates, P.C.

Cesar Garcia

Texas Health & Human Services

Karla Ramirez

UT Health San Antonio

Preeya Panketh

Clear Channel Outdoor

Lisa Martinez

USAA

Anna San Miguel

United States Air Force

Bernadette Lewis

Pearson

Leah J. Alviar

University of Incarnate Word

Stephanie S. Garcia

Rogers-O'Brien Construction

Margaret Bustos

Bank of America

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

Organizational demographics

SOURCE: Self-reported; last updated 5/2/2024

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

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Contractors

Fiscal year ending
There are no fundraisers recorded for this organization.