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NEW YORK NY | IRS ruling year: 1946 | EIN: 13-1809274
Founded in 1945, The Christophers encourages people of all ages, and from all walks of life, to use their God-given talents to make a positive difference in the worl ... (More)
Founded in 1945, The Christophers encourages people of all ages, and from all walks of life, to use their God-given talents to make a positive difference in the world. We believe that each person has a God-given mission to fulfill, a particular job to do that has been given to no one else. Love and truth come to us through God, but these gifts are not ours to keep. By sharing them with others each of us becomes a Christ-bearer, a Christopher in the most fundamental sense of that word. All are welcome to join us, knowing that in embracing the Christopher mission they will share one overriding commitment: the love of all people for the love of God. (Less)
Great
This charity's score is 90%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 90% Accountability & Finance, 10% Leadership & Adaptability. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 4/1/2021 | 2019 | 89.13 |  |
| 8/4/2020 | 2018 | 80.16 | |
| 7/1/2020 | 2018 | 70.06 |  |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 6/1/2019 | 2017 | 85.58 | |
| 6/1/2018 | 2016 | 88.06 | |
| 7/1/2017 | 2015 | 87.34 | |
| 6/1/2016 | 2014 | 86.54 | |
| Rating Version: 2.0 | |||
| 4/1/2016 | 2014 | 83.42 | |
| 3/6/2015 | 2013 | 81.36 | |
| 8/1/2014 | 2012 | 85.32 | |
| 7/1/2013 | 2011 | 86.55 | |
| 6/1/2013 | 2011 | 86.26 | |
| 5/1/2013 | 2011 | 85.67 | |
| 4/1/2012 | 2010 | 87.59 | |
| 3/1/2012 | 2010 | 86.36 | |
| 9/20/2011 | 2009 | 67.13 |  |
| Rating Version: 1.0 | |||
| 4/1/2011 | 2009 | 60.40 | |
| 2/1/2010 | 2008 | 63.06 | |
| 5/1/2009 | 2007 | 45.94 |  |
| 2/1/2008 | 2006 | 55.99 | |
| 2/1/2007 | 2005 | 54.64 | |
| 5/1/2006 | 2004 | 60.41 | |
| 4/1/2005 | 2003 | 63.55 | |
| 5/1/2004 | 2002 | 62.26 | |
| 2/5/2003 | 2001 | 74.58 | |
| 10/15/2002 | 2000 | 71.51 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for The Christophers, Inc. is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
The Christophers, Inc. has earned a 89% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| 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:
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| 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.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
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
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
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) | |
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
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 5.09% - 10/10 ptsLiabilities to Assets Ratio - 5.09% - 10/10 pts
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
Working Capital Ratio - 3.57 years - 10/10 ptsWorking Capital Ratio - 3.57 years - 10/10 pts
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
Fundraising Efficiency - $0.08 - 10/10 ptsFundraising Efficiency - $0.08 - 10/10 pts
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
Administrative Expense Ratio - 12.40% - 10/10 ptsAdministrative Expense Ratio - 12.40% - 10/10 pts
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 Expense Ratio - 3.59% - 10/10 ptsFundraising Expense Ratio - 3.59% - 10/10 pts
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
Program Expense Ratio - 83.80% - 9.65/10 ptsProgram Expense Ratio - 83.80% - 9.65/10 pts
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
Program Expense Growth - 3.03% - 7.03/10 ptsProgram Expense Growth - 3.03% - 7.03/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. 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
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
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 Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Mary Ellen Robinson, President, CEO
$120,327 (7.18% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
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:
Other school related activities (BMF activity code: 059)
Foundation Status:
Organization that normally receives no more than one-third of its support from gross investment income and unrelated business income and at the same time more than one-third of its support from contributions, fees, and gross receipts related to exempt purposes. 509(a)(2) (BMF foundation code: 16)
Affiliation:
Subordinate - the organization is a subordinate in a group ruling. (BMF affiliation code: 9)
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 search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (The Christophers, Inc.) or EIN (131809274) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. 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, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
The Christophers, Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Revenue
Balance Sheet
How COVID-19 impacted the organization's operations financially:
Donations declined at the outset of Covid and so our revenue declined, however, we were able to sustain our programs and keep our entire staff employed, with very little change to our program offerings except for what was necessary due to social distancing restrictions on providing those programs. We expected that our ability to gather in person for our leadership workshop and our awards ceremony would provide a positive boost to our fundraising, so our inability to gather for those events during Covid had a negative impact on us in the first part of the year financially. However, the strong support our mission enjoys amongst our regular donors helped us to rally our financial strength in the second half of the year.
How COVID-19 impacted the organization's delivery of programs:
We were unable to disseminate bulk mailings through our prison ministry outreach due to the lockdown on prisons because of Covid. We had to cancel our yearly leadership workshop at the University of Saint Mary's in Mundelein, Illinois due to Covid and an inability to meet in person. We also had to cancel our in-person awards ceremony.
How this organization adapted to changing conditions caused by COVID-19:
We bought laptops for all Christopher employees and had an IT vendor connect them to our server so that everyone could work remotely and remain connected. We held zoom meetings to keep everyone on the same page. We reorganized our mailing system in order to receive and answer our mail and to maintain our regular mailings through a well orchestrated system for relaying the mail from our offices to in-home operations run by two of our key employees. Our Director of Donor relations stayed in close touch with our donors, who rallied to support our mission amid the trying year of 2020, strengthening our financial position and demonstrating how vital our outreach is to so many people who saw it as essential to keep alive and thriving through their contributions even in the face of the individual challenges they were facing in their own lives.
Innovations the organization intends to continue permanently after the pandemic:
We will still use the laptops we have and they will be kept by each employee at home for whenever work needs to be done from home. We are now prepared in case anything like the Covid lockdowns ever happen again. The challenges faced by young learners during Covid and the advent of the preeminence of virtual learning to meet those challenges has inspired The Christophers to create an online teen leadership course which is currently in development.
Not Currently Scored
The Christophers, Inc. cannot currently be evaluated by our 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.
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The Christophers, Inc. reported its three largest programs on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Published Inspirational Literature
Spent in most recent FY
Percent of program expenses
The Christopher Awards
Spent in most recent FY
Percent of program expenses
Christopher Media
The Christophers, Inc. cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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.
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The Christophers, Inc. has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon 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.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The mission of The Christophers is to empower people to realize they have a God-given purpose that belongs to no one else but them. The Christophers put hope into action by using print and electronic media to remind each person that they are an irreplaceable child of God who can make a positive difference through constructive action. Each of us has, by the grace of God, the power to change the world for the better. Every act of care and concern for others has a ripple effect, touching many lives. The love to which we are called by the Gospel extends not only to our neighbors but to all who live on God’s Good Earth. To be a Christopher means to be a Christbearer - where there is hate, to bring love, and where there is darkness, to carry light.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We seek to build a society that believes in the dignity of each individual. We do this by reinforcing the sense of purpose and God-given talent of all who encounter our message and by encouraging them to realize their own dignity and the dignity of others. We believe that, by fostering a sense of purpose in people, that we will bolster their own sense of self-worth, which leads to success rooted in service to others and to the common good. The more people who cultivate their talents for a cause beyond themselves, the more compassionate our society will become. This, in turn, creates a cycle where those have continually reach out to those on the margins of society, reminding them of their dignity and encouraging them to see beyond their own struggle to a purpose in cultivating their talents and finding their place in serving the common good.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Our primary strategic goal is the cultivation of our multimedia outreach, involving print, video and audio podcast, to disseminate a message of hope rooted in Judeo-Christian values.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Our leadership program, in which we teach skills essential to assuming leadership positions, achieves our strategic goal of encouraging service-minded individuals to become leaders in society.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Our Christopher Awards program contributes to our strategic goal of promoting creative voices in society who uphold the dignity of each individual and most especially those on the margins of society.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
We sponsor participation in programs that expand the skills of those who work for The Christophers. People from our organization have participated in workshops and conferences held online over the past year and a half due to Covid. We also teach leadership within our organization, utilizing the principles of our Christopher Leadership course to constantly seek to develop talent and to encourage leadership roles wherever those talents exist. Our leadership course was developed and remains a priority due to the fact that our organization has always viewed the cultivation of leadership as essential to fulfilling our mission, and we have recently undertaken an effort to actively recruit leaders from within our ranks to not only utilize their talents within our organization but to network beyond our organization to influence society for the greater good.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Through the presentation of our leadership course, The Christophers partner with other nonprofit and religious organizations to cultivate charity-minded leaders within their specific communities. Our prison ministry outreach exemplifies collaboration across multiple organizations, including prison ministers and the state and federal prisons where they work and where we are known for producing materials that are always welcome and never rejected for being problematic, as is sometimes the case with other organizations that produce materials for prisoners. The feedback on our materials demonstrates that we are doing our part to meet the shared goal of inspiring prisoners to realize their dignity and strive for reform in their lives. Our multimedia outreach raises awareness of our mission and cause through dissemination of print, video, and podcasts, which we market through mailings, on our website, and on social media.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The Christophers have always been based in Manhattan and office life has been an important aspect of bringing our team together in a constant state of collaboration. So the social distancing restrictions that became necessary during the Covid pandemic have posed a unique challenge to us, and we are proud to say that we have responded to that challenge with tremendous resilience. We purchased laptops for all our employees and had our IT company connect those laptops to our main server so that we could remain connected in all aspects of our workflow. We also used those laptops to hold zoom meetings to maintain close interaction in all of our collaborative efforts. Mailings are also a vital part of our outreach and we coordinated to maintain all of our mailings and to receive and answer our mail through a carefully orchestrated relay system to pick up the mail from our offices and for two of our key employees to establish a home-based mailing routine. Despite our inability to gather for our awards ceremony, we were able to honor creators of what we deemed to be the best the year has had to offer in books, film, and television. We stayed on track with the dissemination of our multimedia outreach, with only minor adjustments that were necessary due to Covid, such as our inability to do bulk mailings to prisons, leaving us to reach prisoners through individual mailings, which we continued and which was so vital to lifting their spirits as Covid restrictions have made prisoners so isolated. We had to cancel one of our in person leadership workshops but were able to offer another workshop at a different location and different time, and the advent of the preeminence of virtual learning and the challenges this has posed to young people has inspired us to adapt our leadership course to an online teen leadership course, which is an endeavor currently in development. In all, The Christophers have adapted well to the great challenges posed to us during the Covid pandemic.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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