Mission StatementMORE »
To welcome, shelter, comfort, heal, encourage and strengthen homeless victims of child abuse and family violence, and prepare them to reenter the community to lead stable, non-violent lives, free from fear and intimidation—To Break the Cycle of Child Abuse.
Over the past 35 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.
The Eli Home began as a group of dedicated volunteers. Thirty-five 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 27 years and provides a job training venue for Eli shelter clients and others at risk in the community.
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.
In 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 35- 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.
Founder, Executive Director
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.
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.
|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.|
|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.
|CEO/Executive Director||Lorri Galloway|
|CEO Term Start||Mar 1983|
|CEO Email||[email protected]|
|Yolanda Bermudez||Executive Assistant||--|
|Rita Chastain||Program Director||--|
|Lorri Galloway||Executive Director||--|
|John J. Raasch||LCSW||--|
|Kim Tulleners||Assistant Director||--|
|Jose Vargas||Director of Development/ESCRI Director||--|
|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|
|Orange County Funders Roundtable||2017|
|United Way Member Agency||2017|
|External Assessment or Accreditation||Year|
|Number of Full Time Staff||5|
|Number of Part Time Staff||10|
|Number of Volunteers||20|
|Number of Contract Staff||2|
|Staff Retention Rate %||100%|
|Staff Professional Development||No|
|Ethnicity||African American/Black: 0
Asian American/Pacific Islander: 3
Native American/American Indian: --
Other (if specified): --
Not Specified --
|Organization has Fundraising Plan?||Yes|
|Organization has Strategic Plan?||Yes|
|Years Strategic Plan Considers||10|
|Management Succession Plan||Yes|
|Organization Policies And Procedures||Yes|
|Business Continuity of Operations Plan||Yes|
|Whistle Blower Policy||Yes|
|Document Destruction Policy||Yes|
|Directors and Officers Insurance Policy||Yes|
|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|
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.
|Board Chair||Fernando Negrete|
|Board Chair Company Affiliation||Retired Anaheim Firefighter|
|Board Chair Term||Jan 2018 - Dec 2018|
|Board Co-Chair||Corina Pompa|
|Board Co-Chair Company Affiliation||Target Inc.|
|Board Co-Chair Term||Jan 2017 - Dec 2017|
|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|
|Fernando Negrete||Retired Firefighter||Voting|
|Conner Traut||Vice President, Centralia School District Anaheim||Voting|
|Chris Walker||Attorney at Law||Voting|
|Sandy Young||Retired VP of Human Resources, Kerr Corporation||Voting|
|Ethnicity||African American/Black: 0
Asian American/Pacific Islander: 3
Native American/American Indian: 1
Other (if specified): --
Not Specified 0
|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%|
|Fiscal Year||Jan 01, 2018 to Dec 31, 2018|
|IRS Letter of Exemption|
|Indirect Public Support||$469||--||$374|
|Investment Income, Net of Losses||$4||$7||$8|
|Payments to Affiliates||--||--||$0|
|Total Revenue/Total Expenses||0.98||0.98||1.20|
|Program Expense/Total Expenses||81%||85%||84%|
|Fundraising Expense/Contributed Revenue||10%||10%||12%|
|Total Net Assets||$213,228||$38,208||$-401,743|
|Current Ratio: Current Assets/Current Liabilities||1.05||nan||0.30|
|Long-term Liabilities/Total Assets||83%||99%||110%|
|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.|
|Capital Campaign Dates||Nov 2018 - Dec 2021|
|Capital Campaign Raised-to-Date Amount||$0.00|
|Capital Campaign Anticipated in Next 5 Years?||Yes|
Summary financial data is per the Form 990s and audits as well as consultation with the organization.
|No Other Documents currently available.|