SHOES THAT FIT
Every Child Deserves Them
SHOES THAT FIT
EIN: 95-4425565
as of November 2023
as of November 13, 2023
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Shoes That Fit tackles one of the most visible signs of poverty in America by giving children in need new athletic shoes to attend school with dignity and joy, prepared to learn, play and thrive. In the United States, 1-in-3 children live in low-income families. Shoes That Fit aims to solve a piece of the puzzle by providing in-need children with new shoes. When a family has limited resources and has to choose between paying rent, putting food on the table, and buying shoes for a child's growing feet, shoes often lose out. When kids have to attend school in ill-fitting or worn-out shoes, it is embarrassing and often painful. A new pair of shoes fit to a specific child's feet can be a game-changer.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Volunteer Groups
A grass roots organization, Shoes That Fit helps children across America get the shoes they need to learn, play, and thrive. By working with generous individuals, groups, companies, and foundation, we are able to give over 100,000 pairs of shoes each year.
Where we work
Awards
More Than Words Award Winner 2009
Harlequin
Smart Cookie Reader's Choice Award 2008
Cookie Magazine (Conde Nast publication) & Citi
4-Star Rating for sound fiscal management (highest possible rating given by Charity Navigator) 2016
Charity Navigator
Accredited Charity- met 20 vigorous Standards for Charity Accountability 2015
Better Business Bureau Wise Giving Alliance
Non-Profit of the Year - 2011-2012 2012
Claremont Chamber of Commerce
Fast Pitch Semi-Finalist 2016
Social Venture Partners
Non-Profit of the Year 2017
California State Assembly
Top-Rated Seal 2016
Great Nonprofits
Nonprofit of the year 2019
Rep. Judy Chu
Affiliations & memberships
Association of Fundraising Professionals - Member 2013
Better Business Bureau Wise Giving Alliance - Organization 2013
Better Business Bureau Wise Giving Alliance - Organization 2014
Better Business Bureau Wise Giving Alliance - Organization 2015
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Percent of educators who have reported an increase in self-esteem among students who have benefitted from our program
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Economically disadvantaged people, Students
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Percent of school liaisons who have reported an increase in participation in physical activity among students who have benefitted from our program
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Economically disadvantaged people, Students
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Percent of educators who have reported an increase in confidence among students who have benefitted from our program
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Economically disadvantaged people, Students
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Percent of educators who have reported an increase in school attendance among students who have benefitted from our program
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Economically disadvantaged people, Students
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Percent of educators who have reported an increase in social interaction among students who have benefitted from our program
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Economically disadvantaged people, Students
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn 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?
For over thirty years, Shoes That Fit has worked aggressively to reduce one of the most visible stigmas associated with poverty.
A new pair of shoes can be a life-changing event for a child. School attendance, self-esteem and behavior improve. Physical activity increases. Smiles return. All from an often overlooked item—a good pair of shoes.
Our vision is that, one day, every child in America who needs new shoes gets new shoes, allowing all children the opportunity to reach their highest potential.
What are the organization's key strategies for making this happen?
Our original program model matches volunteer groups—religious, service organizations, businesses and corporations—with schools in their local communities that have high percentages of students on the free or reduced-cost meal program. Volunteers are provided with training and program materials, while teachers and school liaisons at each school identify the children who are most in need of new shoes; each student is then measured with the tools we provide to guarantee a proper fit.
We also operate an emergency warehouse situated at our headquarters in Claremont. Our central location, on the border of Los Angeles County, San Bernardino County, and the Inland Empire, enables Shoes That Fit to provide shoes on a year-round basis to the schools we serve in the local region. Schools we work with are able to access our warehouse during the year, providing shoes for children who are in desperate need.
What are the organization's capabilities for doing this?
Shoes That Fit partners with generous donors, businesses, private foundations, and community partners to provide shoes for children in need across the country. Some of our partners include Nordstrom, Inc., Rack Room Shoes, Geico, Amazon, the Los Angeles Dodgers Foundation, Kershaw’s Challenge, and Newport Group. In addition, our vast nationwide network of over 400 sponsor groups continues to raise and distribute shoes to children in their own backyards.
What have they accomplished so far and what's next?
Shoes That Fit started 30 years ago as an effort to help one boy whose toes had been turned under to make his feet fit into his shoes. Elodie McGuirk, the future founder of Shoes That Fit, was moved to action by his story. She learned that many children were in similar situations: missing school because they were wearing shoes that were falling apart or being teased for shoes that didn’t fit. Elodie recruited her colleagues at Harvey Mudd College, where she worked, by posting notecards with the needed shoe sizes in the college breakroom. By the end of the day, all of the notecards had been taken by Elodie’s colleagues to shop for shoes for the students.
From these humble beginnings in a college break room in Claremont, CA, Shoes That Fit has expanded to serve children across the United States. Attention was called to the mission in 2003 when Family Circle featured the organization in its first national media story. Children served jumped again in 2007 and 2010 when Rack Room Shoes and Nordstrom, respectively, committed significant corporate support. As these partnerships deepened and support from private individuals has continued to grow children served annually crossed the 100,000 mark in the 2016-2017 school year. Another milestone was reached in the 2019-2020 school year when kids in all 50 states and Washington, D.C. were reached for the first time.
In the most recent school year, children served annually has grown to more than 150,000 in all 50 states and Washington, D.C. In September of 2022, the organization celebrated its 30th anniversary.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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 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
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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 find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
7.25
Months of cash in 2022 info
3.1
Fringe rate in 2022 info
16%
Funding sources info
Assets & liabilities info
Financial data
SHOES THAT FIT
Balance sheetFiscal Year: Jan 01 - Jun 30
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 - Jun 30
This snapshot of SHOES THAT FIT’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 | -$10,740 | $196,323 | $103,547 | $1,330,372 | -$719,781 |
As % of expenses | -0.2% | 3.5% | 2.6% | 14.7% | -21.9% |
Unrestricted surplus (deficit) after depreciation | -$10,771 | $188,690 | $83,001 | $1,309,213 | -$732,975 |
As % of expenses | -0.2% | 3.4% | 2.0% | 14.4% | -22.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $6,040,110 | $5,837,498 | $4,273,300 | $10,172,783 | $3,018,565 |
Total revenue, % change over prior year | 14.8% | -3.4% | -26.8% | 138.1% | -70.3% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.2% | 0.4% | 0.5% | 1.1% | -6.6% |
Government grants | 0.0% | 0.0% | 2.9% | 0.0% | 0.0% |
All other grants and contributions | 99.7% | 99.5% | 96.5% | 97.7% | 106.6% |
Other revenue | 0.1% | 0.1% | 0.1% | 1.2% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $5,993,727 | $5,607,274 | $4,030,818 | $9,058,382 | $3,286,215 |
Total expenses, % change over prior year | 16.9% | -6.4% | -28.1% | 124.7% | -63.7% |
Personnel | 11.1% | 12.4% | 20.9% | 10.7% | 17.8% |
Professional fees | 0.4% | 0.6% | 0.7% | 0.3% | 1.6% |
Occupancy | 0.9% | 1.3% | 3.0% | 1.5% | 2.3% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 77.3% | 69.6% | 59.0% | 71.3% | 42.8% |
All other expenses | 10.3% | 16.1% | 16.4% | 16.3% | 35.5% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $5,993,758 | $5,614,907 | $4,051,364 | $9,079,541 | $3,299,409 |
One month of savings | $499,477 | $467,273 | $335,902 | $754,865 | $273,851 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $117,807 | $21,525 | $0 | $21,349 |
Total full costs (estimated) | $6,493,235 | $6,199,987 | $4,408,791 | $9,834,406 | $3,594,609 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 0.9 | 1.4 | 2.7 | 2.0 | 3.1 |
Months of cash and investments | 2.5 | 3.4 | 5.9 | 3.6 | 7.0 |
Months of estimated liquid unrestricted net assets | 2.6 | 2.9 | 4.3 | 3.7 | 7.4 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $447,895 | $635,993 | $920,510 | $1,504,366 | $861,739 |
Investments | $804,855 | $935,978 | $1,071,075 | $1,246,827 | $1,044,671 |
Receivables | $0 | $0 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $84,956 | $143,746 | $165,271 | $174,304 | $195,653 |
Accumulated depreciation (as a % of LBE) | 100.0% | 23.4% | 32.7% | 43.2% | 45.2% |
Liabilities (as a % of assets) | 4.7% | 7.3% | 10.3% | 7.7% | 8.5% |
Unrestricted net assets | $1,292,601 | $1,481,291 | $1,564,292 | $2,873,505 | $2,140,530 |
Temporarily restricted net assets | $72,000 | 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 | $72,000 | $220,000 | $440,676 | $224,705 | $676,836 |
Total net assets | $1,364,601 | $1,701,291 | $2,004,968 | $3,098,210 | $2,817,366 |
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
CEO & Executive Director
Ms. Amy Fass
Amy Fass was named the Executive Director of Shoes That Fit in February 2014. She joined the organization's staff in 2013 as the interim Development Director, having consulted with the organization on strategic planning and development since 2008.
She has worked in nonprofit management and development for over 20 years. Her development career began at Pomona College, where she served as Director of Foundation and Corporate Relations; she then worked for the University of California, Berkeley, securing major gifts. After the birth of her daughter in 1999, she began consulting non-profits on development and strategic planning; her clients included the Claremont School of Theology, the American Academy of Religion (Atlanta), Shoes That Fit, House of Ruth, Inc., and AMOCA (American Museum of Ceramic Art).
Amy earned her B.A. at Stanford University and holds a Master of Divinity from Fuller Theological Seminary.
Number of employees
Source: IRS Form 990
SHOES THAT FIT
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
SHOES THAT FIT
Highest paid employeesSOURCE: IRS Form 990
Compensation data
SHOES THAT FIT
Board of directorsas of 09/01/2023
Board of directors data
Scott Meden
Community Volunteer
Term: 2020 -
Juli Hester, Treasurer
Pomona Valley Hospital Medical Center
Ron Cohen, Secretary
LevatoLaw
Tony Ramos, Vice Chair
Municipal Management Consultant
Cris Stark
Community Advocate
Karen Taylor Herring
T & H Consulting, LLC
Lynn Mason
Broadstep
Rick Duque
Dean of Campus Life, The Webb Schools
Genoveva Meza Talbott
Meza Talbott Law
Scott Meden, Chair
Nordstrom (ret.)
G. Terence Balagia, Jr.
Goldman Sachs & Co
Penelope DeLeon, EdD
Newark Unified School District
Christa Iacono
Capital Group
Bob Montgomery
OnMedia (ret.)
Tacey Powers
Nordstrom
Kate Schoff
JP Morgan Chase
Sarah Treasure
PricewaterhouseCoopers
Jeremy Bolds
Nike
Stephanie Crean
Meristem Private Wealth
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
Sexual orientation
Disability
No data
Equity strategies
Last updated: 06/14/2023GuideStar 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 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 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.