AVDA
End Abuse/Begin Again
AVDA
EIN: 74-2141981
as of September 2023
as of September 18, 2023
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
AVDA works to break the cycle of domestic violence through its core program offerings. AVDA's mission is to 'end family violence by advocating for the safety and self determination of victims and promoting accountability for abusers'. AVDA's core services are comprised of free legal services to victims and their children, this includes child custody, protective orders, child support and divorce. AVDA also offers counseling (both individual and group) for children and adults. Knowing that in order to end the cycle of domestic violence we must rehabilitate the abuser, AVDA operates the largest and oldest Battering Intervention and Prevention Program (BIPP) in the state of Texas. Finally, AVDA's Community Awareness Prevention Program provides programming to youth to help break the cycle and educate the next generation.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Legal Advocacy Program
AVDA’s attorneys are the only dedicated team of family lawyers for battered women in Houston. Since 1980, AVDA has provided free legal representation and advocacy for more than 100,000 victim-survivors of family violence. In 2015 alone, AVDA served more than 3,500 adult and minor victims of abuse, providing legal services necessary to safeguard victims (protective orders, kick-out orders, supervised visitation and other limitations on abuser’s access to children) and to end the legal ties that bind victims to their abusers (divorce, termination of parental rights).
Battering Intervention and Prevention Program
Removing the victim often isn’t enough to stop the cycle of violence. The abuser just moves onto another relationship, which inevitably turns violent. In response, AVDA founded AVDA's Battering Intervention and Prevention Program is an 18+ week regimen of specialized psycho-education counseling and re-socialization. BIPP challenges men and women who have been violent, abusive and/or controlling in intimate relationships to recognize, accept responsibility for and end this behavior. Even as BIPP “serves” the batterers, its overriding goal in doing so is to insure the safety, self-determination and well-being of victims.
Trauma Counseling
AVDA provides a Trauma Counselor to meet the needs of children, youth and adults who have been traumatized by domestic violence. Counseling is offered for adults and children individually and in groups. Victim support is also provided, along with ongoing information, referral and safety planning.
Youth and Outreach Program
AVDA provides outreach to children and youth through a Youth and Outreach Specialist, who can present on a variety of topics pertaining to domestic abuse and healthy relationships. AVDA operates a Teen Abuse & Prevention Program (TAPP), a weekly prevention session that targets at-risk, incarcerated youth and provides life skills and discussion pertaining to family violence, dating abuse, and conflict resolution. AVDA's Outreach Specialist is available for health fairs, church events and community gatherings and can present on a variety of domestic abuse-related topics.
Where we work
External reviews

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?
AVDA is a unique non-profit that has served Houston for nearly 40 years.
In the next few years, we would like to enter a growth phase of adding more programs and assisting more victims. We envision a non-abusive and violence-free environment where relationships are based on mutual respect.
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.
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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 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 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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
78.24
Months of cash in 2021 info
5.5
Fringe rate in 2021 info
21%
Funding sources info
Assets & liabilities info
Financial data
AVDA
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 AVDA’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 | 2017 | 2018 | 2019 | 2020 | 2021 |
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Unrestricted surplus (deficit) before depreciation | -$159,916 | $233,474 | $550,854 | $189,767 | $745,676 |
As % of expenses | -5.5% | 7.8% | 17.4% | 5.5% | 22.1% |
Unrestricted surplus (deficit) after depreciation | -$162,646 | $230,786 | $545,005 | $179,303 | $726,861 |
As % of expenses | -5.6% | 7.7% | 17.1% | 5.2% | 21.4% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,675,006 | $3,478,642 | $4,715,962 | $2,883,223 | $4,616,657 |
Total revenue, % change over prior year | 0.0% | 30.0% | 35.6% | -38.9% | 60.1% |
Program services revenue | 14.6% | 11.5% | 7.9% | 11.9% | 8.9% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 1.2% | 0.7% | 0.9% | 1.5% | 0.7% |
Government grants | 30.5% | 29.2% | 26.0% | 30.7% | 64.4% |
All other grants and contributions | 52.3% | 56.6% | 64.6% | 57.4% | 24.3% |
Other revenue | 1.3% | 2.0% | 0.5% | -1.5% | 1.7% |
Expense composition info | |||||
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Total expenses before depreciation | $2,918,078 | $3,004,994 | $3,174,270 | $3,460,570 | $3,371,142 |
Total expenses, % change over prior year | 0.0% | 3.0% | 5.6% | 9.0% | -2.6% |
Personnel | 75.4% | 75.3% | 76.0% | 76.9% | 74.9% |
Professional fees | 5.0% | 4.3% | 4.5% | 6.6% | 8.2% |
Occupancy | 7.9% | 8.6% | 8.5% | 8.3% | 8.5% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 2.1% | 1.8% | 1.3% |
All other expenses | 11.7% | 11.8% | 8.9% | 6.4% | 7.1% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Total expenses (after depreciation) | $2,920,808 | $3,007,682 | $3,180,119 | $3,471,034 | $3,389,957 |
One month of savings | $243,173 | $250,416 | $264,523 | $288,381 | $280,929 |
Debt principal payment | $0 | $0 | $0 | $0 | $416,800 |
Fixed asset additions | $2,949 | $0 | $37,378 | $35,750 | $26,582 |
Total full costs (estimated) | $3,166,930 | $3,258,098 | $3,482,020 | $3,795,165 | $4,114,268 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 1.9 | 4.1 | 5.5 | 5.6 | 5.5 |
Months of cash and investments | 6.3 | 7.4 | 10.7 | 13.5 | 14.3 |
Months of estimated liquid unrestricted net assets | 6.1 | 6.9 | 8.5 | 8.3 | 11.1 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Cash | $466,639 | $1,018,999 | $1,465,982 | $1,617,938 | $1,538,951 |
Investments | $1,054,931 | $840,523 | $1,355,334 | $2,285,151 | $2,475,986 |
Receivables | $1,156,319 | $1,193,785 | $1,887,576 | $692,413 | $1,550,218 |
Gross land, buildings, equipment (LBE) | $154,950 | $154,950 | $192,328 | $228,078 | $254,660 |
Accumulated depreciation (as a % of LBE) | 82.7% | 84.4% | 71.1% | 64.5% | 65.2% |
Liabilities (as a % of assets) | 0.6% | 1.0% | 0.8% | 9.6% | 0.9% |
Unrestricted net assets | $1,520,251 | $1,751,037 | $2,296,042 | $2,475,345 | $3,202,206 |
Temporarily restricted net assets | $839,446 | $945,662 | N/A | N/A | N/A |
Permanently restricted net assets | $353,250 | $402,400 | N/A | N/A | N/A |
Total restricted net assets | $1,192,696 | $1,348,062 | $2,471,427 | $1,801,790 | $2,421,121 |
Total net assets | $2,712,947 | $3,099,099 | $4,767,469 | $4,277,135 | $5,623,327 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Ms. Maisha Colter
Number of employees
Source: IRS Form 990
AVDA
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
AVDA
Highest paid employeesSOURCE: IRS Form 990
Compensation data
AVDA
Board of directorsas of 07/17/2023
Board of directors data
Ms. Katherine Cabaniss Parsley
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? No
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
No data
Disability
No data
Equity strategies
Last updated: 07/17/2023GuideStar 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 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 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 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G