Council for Life
EIN: 05-0532415
Mission
Council for Life exists to empower women, men and youth to make life-affirming choices. Council for Life is motivated by Christ-like love and responsive compassion. CFL is committed to raising public awareness of the complex issues that surround unplanned pregnancies and providing financial support to agencies that share our mission.
Ruling year
2003
Principal Officer
Lee Anne Morris
Main address
4516 LOVERS LN PMB 103
DALLAS, TX 75225 USA
EIN
05-0532415
Maternal and perinatal health
Human services
Population served
Adolescents
Adults
NTEE code
Fund Raising and/or Fund Distribution (P12)
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
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Council for Life exists to empower women, men and youth to make life-affirming choices. Council for Life is motivated by Christ-like love and responsive compassion. CFL is committed to raising public awareness of the complex issues that surround unplanned pregnancies and providing financial support to agencies that share our mission.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
We listen to frontline agencies describe their life-affirming work & needs for financial assistance
Sexual Risk Avoidance, Pregnancy Centers, Abstinence and Mentoring, Adoption Services, Maternity Care, Post Abortion Counseling, Targeted Media
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of clients participating in educational programs
This metric is no longer tracked.Totals By Year
Population(s) Served
Pregnant people, Families, Non-adult children, Parents
Related Program
We listen to frontline agencies describe their life-affirming work & needs for financial assistance
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Agencies attending our Fall Forum
Number of organizational partners
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Parents, Pregnant people, Non-adult children
Related Program
We listen to frontline agencies describe their life-affirming work & needs for financial assistance
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of Life-Affirming Agencies to which we provide grants
Total dollars received in contributions
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Parents, Pregnant people, Non-adult children
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
$ amount of revenue
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
Since 2001, Council for Life has educated our community about the complex issues surrounding unplanned pregnancies and to be the connector providing financial support to beneficiaries that serve women and families in need as they courageously choose LIFE in the midst of a culture that tells them otherwise. Council for Life is honored to partner with life-affirming agencies serving the most vulnerable in our community. Each agency that has received a grant from CFL sets a standard of excellence providing compassionate care and free and confidential services to those faced with the complex issues surrounding unplanned pregnancies.
What are the organization's key strategies for making this happen?
Increased Visibility and Influence,
A Culture that Honors Life
An Established Affiliate Program
Expanded Community Participation
Dynamic and Strategic Fundraising
Next Generation Leaders
Transformative Youth Education
Strategic and Impactful Events
Innovative Messaging Platforms
Enhanced Partnership with Churches
Broadened Leadership and Infrastructure
Collaborative Network of Life-Affimring Services
What are the organization's capabilities for doing this?
1. Increased Visibility and Influence: CFL has become a "known name" in Dallas and is seen as a visionary and authority on the issue of life. We are a credible voice that the media turns to (local, state, and national). CFL is known in Texas as a pro-life authority (resource). We have name recognition as a Nexus for pro-life movement and make the city and state more aware of life issues.
2. A Culture that Honors Life: We are increasing awareness through our educational events and giving face to the truth about abortion.
3. An Established Affiliate Program: We have laid a foundation for 3-5 new affiliates, with a Waco affiliate firmly established
4. Expanded Community Participation: We are holding events at the community level and expanding into new neighborhoods each year.
5. Dynamic and Strategic Fundraising: We are executing a development plan with existing and new donors. We are considering an endowment to fund operating expenses, enabling annual giving to go straight to our mission.
6. Next Generation Leaders: We are enlarging our collaboration with young adults and have a large Young Leaders for Life group that is growing its influence and impact.
7. Transformative Youth Education: We are partnering with agencies /schools who have life-affirming youth education programs
8. Strategic and Impactful Events: We have streamlined our events and have fewer events with higher impact. We are hosting identical events/speakers in multiple locations.
What have they accomplished so far and what's next?
GALVANIZING OUR COMMUNITY:
We are enhancing beneficiary relationships by hiring a staff member dedicated to grant process and agency relationships
We are engaging Young Leaders through a committee of young people formed to organize CFL events appealing to their age group
We are defining our youth engagement by partnering with and supporting organizations already in schools
We are engaging and supporting churches through a committee of CFL members from different churches to act as liaisons to provide life-affirming resources and encourage pastors to speak like from the pulpit
POSITIONING FOR GROWTH:
We are honing our focus by prioritizing our programs and goals
We have restructured our operations by our expanding staff, reexaming our policies and procedures, defining board and staff responsibilities, and revising our board structure.
We are implementing a comprehensive development plan
We are creating a strategic affiliate model by using our established Waco affiliate to hone and improve
STRENGHTING OUR IDENTITY
We are refining our messaging to develop a compelling narrative to engage in non confrontational conversations about life, equip our community to counter deceptive messages, and share consistently our purpose and mission
We are creating and clarifying communications by hiring a dedicated and talented staff member to focus on PR and marketing
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?
Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
60.58
Months of cash in 2021 info
12.1
Fringe rate in 2021 info
0%
Funding sources info
Assets & liabilities info
Council for Life
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Council for Life
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
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
SOURCE: IRS Form 990
This snapshot of Council for Life’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.
Created in partnership with
Business model indicators
| Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$3,183 | $6,592 | $47,264 | $923,180 | $217,117 |
| As % of expenses | -0.4% | 0.7% | 4.0% | 84.6% | 14.8% |
| Unrestricted surplus (deficit) after depreciation | -$3,183 | $6,592 | $47,264 | $923,180 | $215,985 |
| As % of expenses | -0.4% | 0.7% | 4.0% | 84.6% | 14.7% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $718,088 | $923,805 | $1,227,372 | $1,255,940 | $1,685,988 |
| Total revenue, % change over prior year | -4.2% | 28.6% | 32.9% | 2.3% | 34.2% |
| Program services revenue | 2.5% | 2.1% | 1.9% | 1.3% | 0.1% |
| Membership dues | 10.9% | 9.9% | 8.0% | 7.7% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.1% | 0.1% | 0.1% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 87.7% | 86.4% | 89.9% | 91.9% | 98.9% |
| Other revenue | -1.1% | 1.6% | 0.1% | -1.0% | 1.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $721,271 | $917,213 | $1,180,108 | $1,091,045 | $1,468,871 |
| Total expenses, % change over prior year | -0.5% | 27.2% | 28.7% | -7.5% | 34.6% |
| Personnel | 0.0% | 0.0% | 0.0% | 0.0% | 11.9% |
| Professional fees | 0.6% | 0.0% | 0.0% | 16.1% | 1.3% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 76.6% | 81.0% | 54.7% | 70.4% | 67.8% |
| All other expenses | 22.8% | 19.0% | 45.3% | 13.4% | 18.9% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $721,271 | $917,213 | $1,180,108 | $1,091,045 | $1,470,003 |
| One month of savings | $60,106 | $76,434 | $98,342 | $90,920 | $122,406 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $16,981 |
| Total full costs (estimated) | $781,377 | $993,647 | $1,278,450 | $1,181,965 | $1,609,390 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 7.9 | 9.3 | 10.9 | 14.1 | 12.1 |
| Months of cash and investments | 7.9 | 9.3 | 10.9 | 14.1 | 12.1 |
| Months of estimated liquid unrestricted net assets | 5.1 | 4.1 | 3.7 | 14.1 | 12.1 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $475,119 | $712,718 | $1,072,130 | $1,278,266 | $1,477,128 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $15,000 | $111,218 | $60,273 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $16,981 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 6.7% |
| Liabilities (as a % of assets) | 37.8% | 61.9% | 68.2% | 1.0% | 1.6% |
| Unrestricted net assets | $0 | $0 | $0 | $1,286,366 | $1,502,351 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $309,330 | $315,922 | $363,186 | $1,286,366 | $1,502,351 |
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
Principal Officer
Lee Anne Morris
Number of employees
Source: IRS Form 990
Council for Life
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Council for Life
Board of directorsas of 05/03/2023
Board of directors data
Rebecca Lutz
Kristen Ainsworth
Sandy Ammons
Ready Bateman
Julie Beiersdorf
Mary Louise Binning
Susan Blackburn
Rosalyn Brown
Stacy Burke
Mary Grace Cardenas
Ann Carruth
Lisa Chenot
Shirley Churchill
Katie Crews
Becky Cullum
Lissie Donosky
Barbara Durham
Diann Garnett
Julia Geyer
Mollie Halpin
Julie Hildebrand
Besty Hunt
Kelli Karlow
Rebecca Lutz
Kay McCrary
Charleen McCulloch
Lisa Roossien
Amy Shackelford
Cathy Sisk
Paula Strasser
Rivers Teske
Lisa Troutt
Dana Turner
Linda Vandercook
Carla Zeller
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
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 05/03/2023GuideStar 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 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- 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.
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