Mission: We protect animals, provide a safe haven and promote innovative programs and services to help both people and animals in need throughout Berks County.

Animal Rescue League of Berks County, Inc. is a 501(c)(3) organization, with an IRS ruling year of 1956, and donations are tax-deductible.

Is this your nonprofit? Access your Star Rating Portal to submit data and edit your profile.


Contact Information

  https://www.berksarl.org/

 58 Kennel Road
Birdsboro PA 19508 

  610-373-8830


You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 99.87, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS.

View this organization’s historical ratings.


Back to Top

Star Rated Report

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Program Expense

Program Expense Ratio

84.4%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

13.3%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

2.1%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

3.0%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.02


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

2.80 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

11.52%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Alexis Pagoulatos, Executive Director

$48,870 (1.83% of Total Expenses)


Source: IRS Form 990 (page 7), filing year 2019

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

Activity data not reported from the IRS


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them. Charities may submit their own pandemic responses through their nonprofit portal.


Animal Rescue League of Berks County, Inc. reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Staffing

  • Balance Sheet

  • Operational challenges as it related to allowing access to the building.


How COVID-19 impacted the organization's operations financially:

2020 impacted the ARL's financials both positively and negatively. From a revenue perspective, the organization was unable to hold any large fundraising events, resulting in a revenue loss of more than $365,000, which impacted the ability to recruit and cultivate donors in traditional ways. Fortunately, several loyal supporters increased gifts to aid in the ARL weathering the storm as well as receiving 2 critically impactful PPP loans that sustained our organization during lean months. Our expenses were impacted by the increased need for PPE for all employees.


How COVID-19 impacted the organization's delivery of programs:

The pandemic, while exceptionally disruptive to the human world, didn't stop the flow of animals that needed our services. Restricted access to the buildings due to safety concerns presented several logistical challenges that were overcome through the use of new technology platforms that made it possible to interface with customers in contactless ways. Adoptions and life saving services continued through the use of outdoor spaces and while spay and neuter surgeries were delayed due to PPE shortages, we have thankfully been able to resume normal operations following a short delay. The pandemic also accelerated the ARL's surrender prevention programming in which it launched several intervention programs to keep pets in their homes, where they belong, with the families that love them. Through food assistance, veterinary subsidies, and emergency and temporary boarding, the ARL was able to respond to the needs of our community in greater ways than we had been able to in the past.


How this organization adapted to changing conditions caused by COVID-19:

Operationally, the ARL was able to continue adoption programs through the use of outdoor spaces and zoom meetings between animals and their potential families. Our community members no longer needed to wait inside the shelter due to the onboarding of a virtual waitlist software and staff members that are not directly responsible for animals telecommuted during the worst months of the pandemic. Financially, the shelter developed new and engaging virtual fundraisers to raise funds for the animals in our care that can be replicated in the future.


Innovations the organization intends to continue permanently after the pandemic:

Decreasing the foot traffic in the shelter, specifically in animal areas, had a significant and positive impact on animal wellbeing. The constant public access causest barking and agitation, creating a chaotic, disruptive atmosphere that causes fear, anxiety, and stress for the animals. Under the old model, animals were in a constant state of agitation and had no relief from public disruption. National studies performed during the pandemic have proved that decreasing the disruption in animal areas increases rest time, and thereby decreases stress and the behavioral and medical conditions associated with stress, resulting in happier and healthier animals. With the new appointment-based services, the ARL can provide a much more nurturing environment where animals can rest and thrive. Fearful animals adapt more readily and can have a better chance of a positive outcome. All animals are more rested and better prepared to adjust to their new family’s home under this new operational model.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
8/3/20212019 99.87
11/1/20202018 100.00
3/1/20202018 90.10

This organization received multiple star ratings within this fiscal year, due to an update to it's Accountability and Transparency data and/or the receipt of an amended Form 990.

3/1/20192017 91.92
3/1/20182016 89.26
4/1/20172015 89.36
11/1/20162014 85.77
6/1/20162013 84.83
Rating Version: 2.0
6/1/20152013 86.15
2/1/20142012 81.22

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

Animal Rescue League of Berks County, Inc. cannot currently be evaluated by our Encompass Rating Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.

Learn more about Impact & Results.

Do you work at Animal Rescue League of Berks County, Inc.? Join the waitlist for an updated Impact & Results score.


Back to Top

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Largest Programs

Largest Programs



Animal Rescue League of Berks County, Inc. reported its largest program on its FY 2019 Form 990 as:


$2,209,982

Spent in most recent FY

100%

Percent of program expenses


TO PROVIDE HUMANE CARE AND TREATMENT OF ALL ANIMALS IN A SHELTER ENVIRONMENT; HUMANE EDUCATION OF PET OWNERS, SCHOOL CHILDREN AND COMMUNITY; PREVENTION OF CRUELTY TO ANIMALS, AND INVESTIGATION OF ANIM ... (More)


...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by Animal Rescue League of Berks County, Inc. is a passing score.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


Back to Top

Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


The Animal Rescue League of Berks County is a charitable 501c3 organization caring for nearly 5,000 animals each year to help them find second chances in a new home, or to help reunite them with their grateful owners. For more than 65 years, we've worked tirelessly to care for the sick, treat the injured, comfort the unwanted and protect the abused. Whether helping people in need keep their pets through surrender prevention programs, offering low-cost veterinary services and clinics, as well as outreach and education events throughout the county, our work goes far beyond the walls of the shelter.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


A world where people are empowered to respect and care for all animals with love and kindness.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: Keeping Pets in Homes, Rescuing Those in Need

Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.


Goal Two: Advocating, Collaborating and Educating with Our Community

Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.


Goal Three: Improving Organizational Strength

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Within the last two years, the ARL has invested in the longevity of the organization and its strategic vision in the following ways: - Developed a new strategic plan to grow and sustain the organization between 2021-2025 -Re-brand to reflect the organization's growth and development now and into the future -Invest in human capital to develop a strong and educated team to execute the plan -Invest in leadership training and development to ensure that our Board of Directors and Leadership team are equipped with the skills and knowledge to lead this organization into the future

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

Since switching to a no-kill model in 2018, the Animal Rescue League of Berks County has made a significant effort to be at the forefront of new developments and strategic conversations happening in the animal welfare field. As one of the early adopters of the socially conscious sheltering model, in partnership with many other leading organizations, the ARL is also a member of HASS, as well as partners with all of the leading animal welfare agencies including but not limited to Maddie's Fund, Best Friends, ASPCA, etc. Locally, the ARL has worked hard to build relationships with human service nonprofits so that we may address animal welfare issues in the community early. Additionally, we collaborate with local government leaders to ensure that we are offering comprehensive animal welfare and animal control solutions needed.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


In many ways, the pandemic magnified the deep roots of animal welfare issues within our community. But as unfortunate as that was and is, it did give us a unique opportunity to clearly see how we could create and launch innovative programming; refine our mission; and find new ways to work that not only save lives, but also keep pets together with their people. Pre-pandemic, the ARL was already moving to a philosophy of helping both people and their pets, and throughout the pandemic, our organization is now an active participant in the HASS (human animal support services) model and how it can enhance surrender prevention efforts. Throughout the pandemic, our organization focused on building partnerships with both like-minded animal welfare agencies as well as our local human service organizations to work together and address animal issues at the source, not just triage the symptoms. One of the biggest operational changes has been our utilization of technology, and the innovation that occurred as a result of needing to pivot to increased virtual services. Our organization offered virtual meet and greets, a virtual waitlist that communicates via text with customers from their car, and virtual dog behavior training sessions for new adopters - most of which will remain in the organization's suite of services moving forward. Additionally, the ARL pivoted to a foster based model, sending as many animals into foster as possible should there be a mass intake at the shelter due to families in crisis. As a result, more than 100 new families offered to foster for the ARL soon after the pandemic hit, and the department embraced new initiatives to spark interest in fostering. The department also received a grant from Maddie’s Fund to conduct a survey to assess gaps in foster satisfaction to make planned improvements and continue to rapidly grow the program in 2021.

Source: Nonprofit submitted responses

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

100

out of 100

The score earned by Animal Rescue League of Berks County, Inc. is a passing score.

Encompass Rating V4 provides an evaluation of an organization's Culture and Community by measuring its Constituent Feedback practices (see report below). Constituent Feedback data provides 100% of the basis for the initial evaluation of the Culture & Community Beacon.


Back to Top

Culture & Community Report

100

of 100 points

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Constituent Feedback

Constituent Feedback

Full Credit


This organization reported that it is collecting feedback.


Here's how this organization is listening and learning from the people they serve:


How is your organization collecting feedback from the people you serve?

Community meetings or town halls, Suggestion box/email


How is your organization using feedback from the people you serve?

To identify and remedy poor client service experiences, To inform the development of new programs/projects, To strengthen relationships with the people we serve


With whom does your organization share the feedback you got from the people you serve?

Our staff, Our board, Our funders, Our community partners


What challenges does your organization face in collecting feedback from the people you serve?

It is difficult to get the people we serve to respond to requests for feedback, It is difficult to get honest feedback from our clients


Briefly describe a recent change that your organization made in response to feedback from the people you serve.

In 2017 the ARL mistakenly euthanized two owned cats within one month of each other, calling into light the shelter’s euthanasia rates and policies, which created community outrage. Shelter leadership began reevaluating its euthanasia policies and practices in response to the overwhelming demand from our community to shift our operational structure. In 2018, the Animal Rescue League of Berks County announced it would be adopting a “no-kill” philosophy and would no longer euthanize treatable and adoptable animals when it runs out of kennel space. The ARL dramatically increases its cat live release rate from 44% in 2017 to 85% in 2018 and its dog live release rate from 86% in 2017 to 96% in 2018. This change prompted the creation of several different programs aimed at improving live release.



Methodology


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We've partnered with GuideStar by Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Charity Navigator awards full credit for this Beacon to every nonprofit that is eligible for an Encompass Rating that completes the survey, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. This data is not evaluated for quality at this time. Validation will be added in future iterations of this Beacon.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

The Giving Basket had an issue with your donation. Please try again. If the problem persists contact us and include your Cart ID: Unknown