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The Eli Home, Inc.

 1175 N East Street
 Anaheim, CA 92805
[P] (714) 300-0600 x 238
[F] (714) 300-0665
[email protected]
Jose  Vargas
 Printable 1 Page Summary
 Printable Profile
Organization DBA --
Former Names --
Organization received a competitive grant from the community foundation in the past five years Yes
Employer Identification Number 33-0189254 00000


FinancialsMORE »

Fiscal Year 2019
Projected Expenses $1,045,300.00
Projected Revenue $1,050,130.00

ProgramsMORE »

  • Transitional Shelter Program
  • Children of Addicts Recovery Program (CARP)

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

Background Statement

Over the past 36 years, the Eli Home has grown from a small Bible study group of family and friends into a multifaceted faith-based organization with shelters, a 13,000 square foot household goods store and social enterprise, a place-based initiative to address child abuse by changing the community from within, corporate offices, professional counseling and therapy staff, organizational staff, dedicated volunteers, board members and a history of awards and accolades that include citations from U.S. Presidents George Bush and Bill Clinton.


In its first ten years, The Eli Home established programming specifically geared to the needs of abused and neglected children and their mothers, homeless victims of domestic violence, served in rented properties.  As it grew, it leveraged grant and private funding to purchase a home in an upscale area of Orange County.  In doing so, it also demonstrated its vision, integrity and staying power--before even opening the doors to the first shelter, its neighbors threatened to shut it down.  After a prolonged and bitter fight for the right for abused and neglected children to live in a beautiful home in an upscale neighborhood, the first shelter opened, followed by two more facilities in the following ten years. 


In the ten years leading to its 30th anniversary, the shelter program continued to grow in capacity and excellence.  The organization opened the East Street Community Renewal Initiative (ESCRI) to address child abuse prevention directly in the community, but addressing family stressors often leading to child abuse and neglect.  ESCRI programs are free to the community.  Envisioned in 2008 and implemented in 2009, the program has become firmly established in the community. Thousands of residents have participated in its various events and programs, including forums with city government, teen clubs, homework/after school clubs, and classes in financial literacy, ESL, healthy nutrition, job training/readiness, and parenting. Located within the building that houses Eli’s store and offices, the program receives constant exposure and provides an easy interface for community participation. 

Impact Statement

The Eli Home began as a group of dedicated volunteers. Thirty-six years later, it is a multi-faceted organization with shelter facilities, a counseling center, corporate offices, a place-based initiative program and two successful social enterprise operations.

At the time of Eli’s founding, children were routinely removed from parents in cases of child abuse and neglect. From the beginning, Eli has cultivated a spirit of innovation and excellence. Eli pioneered the approach it still uses today: we shelter homeless abused and neglected children along with their mothers in a comfortable, safe and beautifully appointed home.

Remaining at the forefront of child abuse prevention, Eli added the place-based East Street Community Renewal Initiative (ESCRI) in 2009. ESCRI targets child abuse on a systemic level by addressing contributing factors such as unemployment and poverty in a 3-square-mile disenfranchised area of Anaheim.

Eli’s retail store has successfully provided operational revenue for 28 years and provides a job training venue for Eli shelter clients and others at risk in the community. 

In 2016, Eli launched a new social enterprise “Eli Home Products”. It is an on-line “world market” Amazon business that sells high-end copper kitchen and bath products. All proceeds go to fund our shelter facilities. It proved successful and profitable in its first year and sales continue to grow. Although it is a specialized business, there is a growing demand for these unique environmentally responsible products.

The Eli Home is board driven, with strong policy-making directors who are personally involved in its operations. Eli has received numerous awards and accolades, both local and national, including the 338th Point of Light from former President George Bush and a Presidential Citation from former President Bill Clinton. As a veteran organization, Eli's longevity shows a pattern of responsible growth and the strength of sustainability.

Needs Statement

  • Secure a new truck/insurance with lift gate for donation pickups ($70,000)
  • New Security Cameras for facilities/Social Enterprise   
  • Donors to fulfill children's Christmas wish lists.
  • Professional volunteers (licensed counselors, parenting class teachers, financial literacy, nutrition) 

CEO Statement


Since 2017, we focused on new and diverse fund raising methods and grant writing to make up for the loss of HUD transitional shelter funding. We successfully ended the year with a positive balance while keeping our transitional shelter program in operation. However, in our 36+ year history, we have never had a longer waiting list for families who are homeless victims of violence. Calls come in on a daily basis from mothers who beg for a place for their children to sleep at nights.  The need for programs like The Eli Home has never been greater.

Besides needing housing and shelter, families often require intervention and protection; moms need to address emotional, legal and/or financial obstacles such as unemployment or lack of transportation. Court mandates may include living in a safe and protected environment. Transitional housing is a very critical component in helping homeless victims of family violence and child abuse to live independent, violence-free lives.

The Eli Home board and staff have continued to prioritize replacing the much-needed federal housing funding to keep shelter operations at full service levels by stepping up fundraising goals and campaigns. We are working on the fiscal growth of our two successful social enterprises as economic engines that can help us to not only survive but to thrive.


Lorri Galloway

Founder, Executive Director

Board Chair Statement

Statement from Board Treasurer – Alex Jaso

My name is Alex Jaso and I am the Eli Home Board Treasurer. I volunteer for The Eli Home because The Eli Home saved my life. I lived at The Eli Home Shelter with my mother and sister 20 years ago, in 1997, when I was 9 years old. Before going to Eli, we were homeless going from place to place. I never remember sleeping in a bed. I was always on the floor with the cockroaches and rats. My mother became increasingly angry since my father left us and she made a meager living from cleaning houses and working in fast food. She became depressed and more violent with my sister and me, to the point that I feared for our lives. One day, my mother attacked me and my older sister (11 years old at the time) intervened with a baseball bat, and the ensuing fight damaged the house where we were staying. Orange County Child Protective Services was called and my mother was given an ultimatum: Get mental health help or lose your children. My mother was referred to The Eli Home and our stay there completely changed the direction of our lives. Our mom learned parenting and we all learned coping skills that made a difference in everything that happened to us since then. I went on to earn a double major in accounting and finance as well as a CPA, and I did it with no school loans.

After we left the shelter, I had not returned to The Eli Home until 2011, when I volunteered for a fundraising event. I didn’t announce who I was to anyone there and I didn’t say anything about my history with The Eli Home. I just quietly did what the volunteer coordinator told me to do. At the end of the event, I asked to see Lorri Galloway (executive director) and Kim Tulleners (Program Director). There were many tears and so much emotion. At the time when I needed it the most, they gave me their hearts, and they will always have mine.

Last year, I was accepted to Stanford University for a masters program that is my dream come true. I will continue on as a board member of The Eli Home while I am gone for 2 years and I will return as often as I can during those 2 years. Then, I’ll come back home. Back to The Eli Home. That’s where my heart is.

Other Ways to Donate/Volunteer

In-kind donations: professional services (licensed counselors, financial literacy, parenting classes), new children's clothing, postage stamps, new tires for our donation truck, a new donation truck, construction and permits for an "Ice Cream Shoppe" in our social enterprise. 

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Central Orange County
West Orange County
South Orange County
North Orange County
Families from throughout Orange County and Los Angeles County, CA are served in the transitional shelter program.  The East Street Community Renewal Initiative targets the population located in the 3 square mile area of Anaheim, CA surrounding the organization's offices and store.

Organization Categories

  1. Human Services - Family Violence Shelters and Services
  2. Community Improvement, Capacity Building - Community & Neighbourhood Development
  3. Employment - Job Training



Transitional Shelter Program

The Eli Home Transitional Shelter Program works toward the prevention of child abuse and neglect by educating families on more appropriate parenting techniques, increasing self esteem and introducing tools that ensure the families' growth towards self sufficiency. 
Budget  $747,605.00
Category  Human Services, General/Other Children & Youth Services
Population Served Homeless Children and Youth (0 - 19 years) Females
Program Short-Term Success 
By the end of the first 30 days, moms will have identified their personal strengths and weaknesses and identify areas to target improvement.  By the end of the first 30 days, children will have participated in "mommy and me" classes and "anger in my tummy" classes.
Program Long-Term Success 
80% of families completing the program will exit into permanent housing and remained in permanent housing at a 6 month followup.  75% of moms completing the program will be gainfully employed upon exiting and remain employed at a 6 month followup.  100% of families entering the program will implement a debt reduction and savings plan.
Program Success Monitored By 
Pre and post assessments are conducted.  Six month follow ups are conducted.  Annual tracking via the organizations Christmas event provides additional long term tracking.
Examples of Program Success 
A mom and her family visited us recently to share their purchase of a reliable car.  The mom also shared that her vocational training taken during her stay at The Eli Home has continued to pay off.  She is now a restaurant manager in a prestigious Orange County establishment.

Children of Addicts Recovery Program (CARP)

The Eli Home's Children of Addicts Recovery Program (CARP) effectively addresses the gap in preventing homelessness by offering shelter and comprehensive detox and recovery services to homeless addicted parents AND their children.  It consists of 3 components, including Residential Detox, Residential Recovery, and Intensive Outpatient, to be housed in existing facilities owned by the charity.  The total budget is in excess of $3,000,000.  The Eli Home is phasing in the 2nd component Residential Recovery in September 2019, and the Intensive Outpatient Services later in the year.  Residential Detox is under development.

Budget  1,050,130
Category  Human Services, General/Other Human Services, General/Other
Population Served Homeless Children and Youth (0 - 19 years) Families
Program Short-Term Success 
A. Stage 1: Residential Detox (under development)

i. Capacity for 14 Individuals for 7-14 day Program

ii. 90% of those individuals needing medication will take as prescribed/scheduled

iii. 80% of participants will complete at least 1 hour per week of individual psychotherapy

iv. 80% of participants complete at least one recovery group per week

v. 80% of participants will complete Treatment Plan

B. Stage 2: Residential Recovery (phasing in during September 2019)

i. 6 Families at any given time: 6 Moms and 14 Children reunited living together

ii. 80% of moms will meet 1 hour a week with case manager

iii. 85% of moms will continue Medications as prescribed/scheduled

iv. 80% of Moms complete at least 20 hours of programming weekly

v. 80% of School aged children complete at least 5 hours of programming weekly

vi. 90% of school aged children will complete 1 hour a week of individual psychotherapy.

vii. 80% of moms maintain sobriety; test clean on random drug tests

viii. At least 80% of moms will show a two point or more improvement on parenting

education post-test over pre-test.

ix. 80% of moms will show significant increases in measures of parenting ability:

cooperation within families, skills for independent living, and ability to avoid abusing


x. 80% of moms and children will complete at least 3 hours of Parent-Child Interaction

Therapy (PCIT)

C. Stage 3: IOP -Intensive Outpatient Services (phasing in late 2019)

i. 16 week period; 30 individuals per 16 week period at capacity

ii. 75% of adult participants will complete at least 9 hours of day/evening programming per

week, including individual psychotherapy

iii. 75% of adult participants maintain sobriety; test clean on random drug tests

iv. 50% of adult participants will complete 8 hours of family component

v. 75% of children will complete 5 hours of programming weekly.

Program Long-Term Success 

Objectives:  A comprehensive residential detox, residential recovery, intensive outpatient program, and outpatient aftercare targeting mothers with children. Ultimately, 75% of participants will maintain sobriety, become financially independent, and establish violence and drug free environments for their children.

Program Success Monitored By  Pre and post tests, staff observation, LCSW, case management, and measurables as stated above.
Examples of Program Success 

“My two kids and I haven’t slept in 2 days. We just need a place to sleep. Can you help, please?”

On a borrowed phone, Carmi was calling The Eli Home after going through a list of 10 other agencies that provide shelter. The advocate responded that there may be an opening in the next couple of weeks, and it would be beneficial if she came in for an interview for a better chance to secure a room. In the interview Carmi explained that she left the father of her children six months prior because he was abusing drugs and abusive to her and their children. All her family was in Arizona, and she and the kids were living in her 1995 Chevy most of the time, parking in retail lots and industrial areas. Sometimes, acquaintances allowed them to sleep on their couches for a day or two. Only when the advocate said that The Eli Home does preliminary drug testing did Carmi admit that she had been using, but she said that she would test clean before she came into the shelter.  Today, Carmi is working two jobs, maintains her sobriety, and provides a violence, drug free home for her children.

Sadly, Carmi represents the majority of homeless parents seeking shelter. Children of addicts are the “silent sufferers” of the opioid crisis that is crippling communities nationwide. They are the innocent collateral damage of drug abuse that causes homelessness and other profound deficits that negatively impact every aspect of their lives and futures. The most vulnerable of the homeless population, these marginalized children of addicts, whose parents are unable to properly care for them due to drug or alcohol dependency, are raising themselves. They are seldom seen as the face of homelessness because their parents become adept at hiding them for fear of losing them to social services. Children of Addicts Recovery Program (CARP) aims to meet the needs of these children.


CEO/Executive Director Lorri Galloway
CEO Term Start Mar 1983
CEO Email [email protected]
CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Abbigail Daniels Executive Assistant --
Lorri Galloway Executive Director --
John J. Raasch LCSW --
Kim Tulleners Assistant Director --
Jose Vargas Director of Development/ESCRI Director --


Award Awarding Organization Year
Top Gun Charity Award Orange County Trial Lawyers Association 2017
Big Heart Award Samueli Foundation 2013
California Legislature Assembly Certificate of Recognition State Assemblyman Jose Solorio 2008
Community Service Awards: Leadership Award Disneyland Resort 2004
Community Service Awards: Category Award Disneyland Resort 2003
Community Service Awards: Award Recipient Disneyland Resort 2002
Community Service Awards: Outstanding Award Disneyland Resort 1999
The Presdient's Volunteer Action Citation The White House- President Bill Clinton 1994
Outstanding Organization Award United Parcel's Service 1993
338th Daily Point of Light Proclamation The White House- President George Bush 1991


Affiliation Year
Orange County Funders Roundtable 2017
United Way Member Agency 2017

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



Staff Information

Number of Full Time Staff 4
Number of Part Time Staff 7
Number of Volunteers 30
Number of Contract Staff 2
Staff Retention Rate % 100%
Staff Professional Development No

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 2
Hispanic/Latino: 8
Native American/American Indian: --
Other: --
Other (if specified): --
Gender Female: 7
Male: 3
Not Specified --

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Management Succession Plan Yes
Organization Policies And Procedures Yes
Business Continuity of Operations Plan Yes

Risk Management Provisions

Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Government Licenses


CEO Comments

In 2016, we had to make significant cuts to our shelter staff because of the loss of HUD transitional shelter funding. The HUD funding focus has shifted from shelter support to the “rapid re-housing” model, which places homeless families immediately into permanent housing by paying for first and last months’ rent. All of the transitional shelters in Orange County lost HUD funding in the past year. This is especially troubling in Orange County because of the cost of housing and the lack of housing stock. The solution for homelessness is not “one size fits all”. What may work in other areas of the country does not guarantee success here in Southern California. Our particular clients have issues that seriously affect their ability to use the rapid re-housing model. Families often require intervention and protection; moms need to address emotional, legal and/or financial obstacles such as unemployment or lack of transportation. Court mandates may include living in a safe and protected environment. Transitional housing is a very critical component in helping homeless victims of family violence and child abuse to live independent, violence-free lives.

The Eli Home board and staff have prioritized replacing the much-needed federal housing funding to keep shelter operations at full service levels by increasing fundraising goals and campaigns. We are looking at the fiscal growth of our two successful social enterprises as economic engines that can help us to not only survive but to thrive.  We celebrate 35 years of serving abused children and their mothers, and we plan to celebrate 35 more years through focused, frugal, and responsible administration of our every resource.

Foundation Comments



Board Chair Fernando Negrete
Board Chair Company Affiliation Retired Anaheim Firefighter
Board Chair Term Jan 2019 - Dec 2019
Board Co-Chair Corina Pompa
Board Co-Chair Company Affiliation Target Inc.
Board Co-Chair Term Jan 2017 - Dec 2017

Board Members

Name Company Affiliations Status
John Baker Speaker/Educator Voting
Rick Cremer -- Voting
Catherine Cruz Social Media/Sales Specialist Voting
Michael Galloway Construction & Development Management Voting
Laura Gnewuch Western Digital Voting
Sonja Grewal Retired Teacher Voting
Alex Jaso Financial Consultant, Former Eli Home Client Voting
Naya Jaso Student, Former Eli Home Client Voting
Tanner Kelly Student Voting
Jane Musoke Accounts Manager --
Fernando Negrete Retired Firefighter Voting
Corina Pompa Target Voting
Dr. John Spaeth Optometrist Voting
Conner Traut Vice President, Centralia School District Anaheim Voting
Dr. Miriam Valdovinos Assistant Professor Voting
Chris Walker Attorney at Law Voting
Sandy Young Retired VP of Human Resources, Kerr Corporation Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Additional Board Members and Affiliations

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 3
Caucasian: 9
Hispanic/Latino: 4
Native American/American Indian: 1
Other: 1
Other (if specified): --
Gender Female: 8
Male: 8
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 10
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Board Orientation Yes

CEO Comments


Foundation Comments


Standing Committees

  • Audit
  • Capital Campaign
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $811,709 $1,162,111 $1,344,887
Total Expenses $780,250 $1,191,336 $1,366,389

Prior Three Years Revenue Sources

Revenue By Revenue Source
Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$338,243 $232,699 $919,437
Government Contributions $0 $328,035 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $328,035 --
Individual Contributions -- -- --
Indirect Public Support $383 $469 --
Earned Revenue $38,662 $15,935 --
Investment Income, Net of Losses -- $4 $7
Membership Dues -- -- --
Special Events $161,500 $190,518 --
Revenue In-Kind -- $103,996 --
Other $272,920 $290,455 $425,443

Prior Three Years Expense Allocations

Expense By Type
Fiscal Year 2017 2016 2015
Program Expense $596,939 $966,198 $1,158,215
Administration Expense $93,451 $149,119 $116,217
Fundraising Expense $89,860 $76,019 $91,956
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.04 0.98 0.98
Program Expense/Total Expenses 77% 81% 85%
Fundraising Expense/Contributed Revenue 18% 10% 10%

Prior Three Years Assets and Liabilities

Assets and Liabilities
Fiscal Year 2017 2016 2015
Total Assets $2,917,901 $2,973,473 $2,751,084
Current Assets $299,549 $292,004 --
Long-Term Liabilities $2,565,166 $2,482,716 $2,712,876
Current Liabilities $107,662 $277,529 --
Total Net Assets $245,073 $213,228 $38,208

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 2.78 1.05 nan

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 88% 83% 99%
Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Are you currently in a Capital Campaign? Anticipated In 3 Years
Capital Campaign Purpose To build reserves equal to 6 months' operating expense. To establish an Endowment Fund to secure future financial security. To payoff the shelter and offices/store mortgage.
Campaign Goal $5,000,000.00
Capital Campaign Dates Nov 2020 - Dec 2022
Capital Campaign Raised-to-Date Amount $0.00
Capital Campaign Anticipated in Next 5 Years? Yes

CEO Comments

Our constant challenge is securing the necessary funds to operate.  In 2016, HUD changed its focus away from transitional shelter programs, dropping funding for programs such as ours.  This has impacted the extent of services provided and has caused us to reorganize our operating strategy.  Utilizing volunteer services, we have kept programs operating, and we are aggressively seeking new grant opportunities.  Our program expense to admin and fundraising ratio averages above 80%.  We are secure in our site control because we own the properties that house our shelter and community outreach programs, and the site of our store, which generates income as well as provides job training opportunities for our clients and a strong community interface.  In the 36 years of our existence, we have faced operational and financial hurdles and, with the support of our wide donor base, dedicated volunteers, board of directors, and staff, we have emerged to continue our mission to break the cycle of child abuse.  We look to the future with confidence.

Foundation Comments

Summary financial data is per the Form 990s and audits as well as consultation with the organization. 


Other Documents

No Other Documents currently available.