Memorial Assistance Ministries
We believe that stable families and supportive communities are at the heart of making Houston a great place to work, play and grow. That’s why MAM offers a range of programs focused on building stable families, a dynamic workforce, and vibrant communities... together!.
Memorial Assistance Ministries
EIN: 76-0044172
as of September 2024
as of September 09, 2024
Mission
MAM’s mission is to build stable families, a dynamic workforce, and vibrant communities... together! We envision a Houston of boundless opportunities, filled with hope, stability, and belonging.
Ruling year
1983
President and CEO
Ms. Sonja Gee
Main address
1625 Blalock Road
Houston, TX 77080 USA
EIN
76-0044172
NTEE code
Family Services (P40)
Adult, Continuing Education (B60)
Employment Procurement Assistance and Job Training (J20)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
MAM’s mission is to build stable families, a dynamic workforce and vibrant communities… together! Families become stable through financial assistance and empowerment, personal resource development and disaster assistance. Employment, literacy and immigration legal services builds a stronger workforce. Through this programming depth and breadth, MAM builds healthy and vibrant communities where neighbors and families live together with a sense of hope, belonging and quality of life. MAM’s professional and educational programs are available to everyone in the Houston community. Financial assistance is provided to residents in a 17-zip code service area in northwest Houston.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Helping families become stable
Helping families become stable through financial assistance and empowerment, resource development, and disaster assistance. Assisting families with rent, utilities, transportation, and clothing bridges the gap during times of need. Helping a family apply for SNAP or TANF lessens the stress of feeding their family. Combining these support systems with financial education programs empowers families to balance their budget and pay bills on time.
Building a dynamic workforce
Building a dynamic workforce through Employment, Literacy, and Immigration Legal Services. We know people who speak English and have basic literacy skills are more likely to be steadily employed. MAM provides vocational training, job coaching, job placement, and other employment services to help people gain the skills and resources needed to earn a living-wage. Immigration attorneys assist individuals in applying for permanent legal residence, citizenship, or work authorization.
Living in vibrant communities
Living in vibrant communities ensures access to good physical healthcare, such as application assistance for Medicaid, CHIP, and the Harris Health Gold Card. MAM’s mental health counselors provide free mental healthcare; and medical, optical, and prescription assistance is provided with local partners.
Where we work
Awards
Affiliations & memberships
United Way of the Texas Gulf Coast 2013
Houston/Harris County Coalition for the Homeless 2013
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Average number of service recipients per month
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Unemployed people, People of Latin American descent
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Total number of clients experiencing unemployment
This metric is no longer tracked.Totals By Year
Related Program
Building a dynamic workforce
Type of Metric
Context - describing the issue we work on
Direction of Success
Decreasing
Number of children who receive new clothing
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, At-risk youth
Related Program
Living in vibrant communities
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Context Notes
Number of children who receive gift cards for school clothing.
Number of adult learners enrolled
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Immigrants, People of Latin American descent
Related Program
Building a dynamic workforce
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of adult learners actively engaged in English as a Second Language classes.
Number of low-income households who have received utilities assistance to keep the lights, heat and/or water on in their homes
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Helping families become stable
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Number of families assisted with rent or mortgage to avoid eviction
This metric is no longer tracked.Totals By Year
Population(s) Served
Extremely poor people, Low-income people, Working poor
Related Program
Helping families become stable
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Number of clients satisfied with employment training services
This metric is no longer tracked.Totals By Year
Population(s) Served
Working poor, Unemployed people
Related Program
Building a dynamic workforce
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of active clients in Employment Services
Number of participants who gain employment
This metric is no longer tracked.Totals By Year
Population(s) Served
Working poor, Unemployed people
Related Program
Building a dynamic workforce
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of clients who complete job skills training
This metric is no longer tracked.Totals By Year
Population(s) Served
Working poor, Unemployed people
Related Program
Building a dynamic workforce
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of participants in vocational training.
Number of people received immigration service
This metric is no longer tracked.Totals By Year
Population(s) Served
People of Latin American descent, Immigrants
Related Program
Building a dynamic workforce
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of clients served with Immigration Legal Services.
Number of partner churches
This metric is no longer tracked.Totals By Year
Related Program
Living in vibrant communities
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Goal 1: Grow, expand, scale or increase access to the existing programs and services
Increase Service Capacity in the eastern portion of MAM’s service area where resources and assistance for residents of marginalized communities is scarce, reducing barriers to accessing services. (196/200)
Goal 2: Grow, expand, scale or increase access to the existing programs and services.
Increase the Number of Clients in Bundled Services and enroll them in a range of programs and services to best meet the complex challenges they are experiencing on their path to financial stability. (199/200)
Goal 3: Invest in the capacity of our organization.
Enhance Brand Development to maintain a heightened awareness of MAM’s good work within the community.
What are the organization's key strategies for making this happen?
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
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
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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 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, Not able to reach transient clients
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
20.68
Months of cash in 2022 info
5.3
Fringe rate in 2022 info
22%
Funding sources info
Assets & liabilities info
Financial data
Memorial Assistance Ministries
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Memorial Assistance Ministries’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 | $936,404 | -$442,321 | $93,906 | $605,054 | -$627,154 |
| As % of expenses | 14.9% | -6.6% | 0.9% | 7.1% | -9.0% |
| Unrestricted surplus (deficit) after depreciation | $713,123 | -$668,826 | -$153,057 | $330,621 | -$908,052 |
| As % of expenses | 11.0% | -9.7% | -1.5% | 3.8% | -12.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $5,306,802 | $6,130,341 | $11,027,335 | $8,704,582 | $6,007,290 |
| Total revenue, % change over prior year | -44.2% | 15.5% | 79.9% | -21.1% | -31.0% |
| Program services revenue | 1.3% | 1.5% | 0.5% | 0.6% | 1.3% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.6% | 0.6% | 0.2% | 0.3% | 0.7% |
| Government grants | 2.0% | 0.6% | 0.4% | 11.3% | 0.0% |
| All other grants and contributions | 96.1% | 96.6% | 99.1% | 86.7% | 98.0% |
| Other revenue | 0.0% | 0.7% | -0.3% | 1.0% | 0.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $6,278,699 | $6,681,687 | $10,170,570 | $8,525,764 | $6,960,639 |
| Total expenses, % change over prior year | 6.3% | 6.4% | 52.2% | -16.2% | -18.4% |
| Personnel | 49.8% | 57.4% | 40.0% | 52.6% | 64.7% |
| Professional fees | 2.9% | 3.9% | 2.0% | 3.1% | 5.2% |
| Occupancy | 2.9% | 3.1% | 1.9% | 1.0% | 1.4% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 39.3% | 28.9% | 51.9% | 35.1% | 17.2% |
| All other expenses | 5.2% | 6.7% | 4.1% | 8.2% | 11.4% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $6,501,980 | $6,908,192 | $10,417,533 | $8,800,197 | $7,241,537 |
| One month of savings | $523,225 | $556,807 | $847,548 | $710,480 | $580,053 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $910,142 | $0 |
| Total full costs (estimated) | $7,025,205 | $7,464,999 | $11,265,081 | $10,420,819 | $7,821,590 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 9.4 | 6.8 | 6.4 | 4.8 | 5.3 |
| Months of cash and investments | 11.3 | 8.9 | 7.9 | 6.8 | 7.3 |
| Months of estimated liquid unrestricted net assets | 10.3 | 8.7 | 5.7 | 6.3 | 6.3 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $4,892,628 | $3,762,111 | $5,431,843 | $3,439,019 | $3,062,170 |
| Investments | $994,952 | $1,183,453 | $1,288,178 | $1,412,550 | $1,174,194 |
| Receivables | $609,458 | $1,136,462 | $784,308 | $1,223,802 | $499,204 |
| Gross land, buildings, equipment (LBE) | $7,725,059 | $7,783,414 | $7,937,858 | $8,848,001 | $9,037,349 |
| Accumulated depreciation (as a % of LBE) | 26.5% | 29.2% | 31.8% | 31.6% | 34.0% |
| Liabilities (as a % of assets) | 1.2% | 1.5% | 6.0% | 0.5% | 1.8% |
| Unrestricted net assets | $11,041,445 | $10,372,619 | $10,219,562 | $10,550,183 | $9,642,131 |
| Temporarily restricted net assets | $1,443,016 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $1,443,016 | $1,479,946 | $2,377,751 | $2,012,058 | $1,445,698 |
| Total net assets | $12,484,461 | $11,852,565 | $12,597,313 | $12,562,241 | $11,087,829 |
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
President and CEO
Ms. Sonja Gee
Number of employees
Source: IRS Form 990
Memorial Assistance Ministries
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Memorial Assistance Ministries
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Memorial Assistance Ministries
Board of directorsas of 02/09/2024
Board of directors data
Ms. Robin Tooms
Members Choice Credit Union
Term: 2024 - 2026
David Nockolds
Deloitte Tax
Kurt Guenther
ExxonMobil, Retired
Art Smith
John S. Herold, Inc., Retired
Alberto Garza
Forney Construction
Greg Nelson
MetroNational
Kelley Sommer
Keller-Williams
Robin Tooms
Members Choice Credit Union
Phillip Hawk
Team, Inc., Retired
Mariloli Odum
Community Volunteer
Brian Payne
Swagelok Houston, Retired
Cindy Pujol
ExxonMobil, Retired
Frances Powell Hawes
Weatherford International, Retired
Shelley Jones
Children and Family Therapist
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
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
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 03/11/2022GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- 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.
- 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.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- 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.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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