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Alexandria VA | IRS ruling year: 1991 | EIN: 54-1589809
Our mission is to provide caring, high-quality free education and related services to at-risk children and families in their own neighborhoods to prepare and empower ... (More)
Our mission is to provide caring, high-quality free education and related services to at-risk children and families in their own neighborhoods to prepare and empower them for success in school and life. To that end, we provide free and fully accredited preschool education and wraparound services for children living in poverty in Northern Virginia. (Less)
Great
This charity's score is 95%, 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: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. 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 | |||
| 10/1/2021 | 2020 | 93.84 | |
| 6/1/2020 | 2019 | 85.84 |  |
| 10/1/2019 | 2018 | 80.56 | |
| 8/1/2019 | 2018 | 79.94 |  |
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. | |||
| 8/1/2018 | 2017 | 77.78 | |
| 3/1/2018 | 2016 | 79.76 | |
| 12/1/2016 | 2015 | 79.11 | |
| 6/1/2016 | 2014 | 81.69 | |
| Rating Version: 2.0 | |||
| 11/1/2015 | 2014 | 88.96 | |
| 11/1/2014 | 2013 | 80.35 | |
| 11/1/2013 | 2012 | 80.70 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for The Child and Family Network Centers is outdated and the overall rating may not be representative of its current operations.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 Child and Family Network Centers has earned a 94% 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 2020, which is the most recent Form 990 currently available to us.
Learn more
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 - 26.30% - 5/10 ptsLiabilities to Assets Ratio - 26.30% - 5/10 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 - 1.35 years - 10/10 ptsWorking Capital Ratio - 1.35 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 - $0.06 - 10/10 ptsFundraising Efficiency - $0.06 - 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 - 9.00% - 10/10 ptsAdministrative Expense Ratio - 9.00% - 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 - 7.19% - 10/10 ptsFundraising Expense Ratio - 7.19% - 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 - 83.60% - 9.6/10 ptsProgram Expense Ratio - 83.60% - 9.6/10 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 - 6.69% - 6.69/10 ptsProgram Expense Growth - 6.69% - 6.69/10 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
Lisa Carter, Former Executive Director
$59,167 (3.00% of Total Expenses)
Jacquelyn Horstmann Didio, Executive Director
$0 (0.00% 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:
Private school (BMF activity code: 046)
Nursery school (BMF activity code: 032)
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)
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 Child and Family Network Centers) or EIN (541589809) 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 Child and Family Network Centers reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Balance Sheet
How COVID-19 impacted the organization's operations financially:
Due to the COVID-19 pandemic, CFNC cancelled our 2020 Spring Benefit --our largest fundraising event of the year. CFNC shifted and hosted a virtual auction, which raised $91,253. We also held a virtual Spring Benefit in 2021. These virtual fundraisers were less profitable than the typical in-person events, but demonstrated CFNC was able to shift and adapt. The 2022 Spring Benefit was a more modest event than those prior to the pandemic, but enabled CFNC to reconnect with donors and the community. COVID-19 also caused the cost of our educational enrichment program to skyrocket, with a 53% increase to educate each child in FY22 compared to pre-pandemic expenses. We incurred new expenses to operate safely, without sacrificing our mission and commitment to operate from a racial equity lens. Fortunately, CFNC's strong fundraising plan and advocacy for increased support from local and state government resulted in surpluses from FY17-FY212, even during the COVID-19 pandemic.
How COVID-19 impacted the organization's delivery of programs:
At the onset of the COVID-19 pandemic in 2020, CFNC immediately shifted to offer all of our services virtually, without interruptions. CFNC was determined to make sure our under-resourced preschool children didn’t suffer long-term academic setbacks. We also committed to ensuring our low-income, immigrant working parents—including essential workers—could continue to rely on our free, educational enrichment services for child care. Thus, CFNC empowered parents with the choice to enroll their children in seven of our in-person classrooms or two new virtual classrooms in FY21. We implemented proven measures to safely operate in-person, and had no onsite spread of COVID-19 in FY21. Given parent feedback regarding their preference for in-person services, data demonstrating improved kindergarten readiness rates with in-person classrooms, and our success safely operating in-person during the pandemic, CFNC implemented a 100% in-person model as of FY22.
How this organization adapted to changing conditions caused by COVID-19:
As described above, CFNC remained committed to operating throughout the COVID-19 pandemic without any interruptions in service. We transitioned from: (1) operating virtually at the onset of the pandemic; (2) implementing a hybrid in-person and virtual model in FY21; and (3) implementing a 100% in-person model as of FY22, based on best practices developed to operate safely (sanitation practices, masks, limited visitor access to classes). CFNC did not let COVID-19 interrupt our education and family support program. We maintained and continue to pay all of our staff. In addition, CFNC waived the two-month waiting period for benefits and ensured that all of our staff—including new hires—had 90% of their medical, dental, and vision covered by CFNC. We recognized the importance of ensuring all of our staff have adequate health insurance, especially our in-person teachers who serve as essential workers. This is a racial equity issue, as our staff reflect the clients we serve.
Innovations the organization intends to continue permanently after the pandemic:
To achieve our mission, CFNC must operate as an explicit antiracist organization. CFNC worked with racial equity consultants to examine our internal operations from a diversity, equity, and inclusion lens during the pandemic. As a result, we updated our organizational budgets for FY21 and FY22 to center our commitment to racial equity—including investing in our diverse teachers and team, raises after completing a compensation study to ensure strong pay equity in our classrooms, hiring new teaching staff (including a third teacher in each classroom beginning September 2022) and a fourth full-time social worker to increase our capacity to provide intensive COVID-19 recovery supports, increased funding for professional development, and more. We developed and are now implementing an innovative Racial Equity in Early Learning Plan.
Not Currently Scored
The Child and Family Network Centers 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.
Learn More
The Child and Family Network Centers reported its two largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Early Education Program
Spent in most recent FY
Percent of program expenses
Family Services
The Child and Family Network Centers has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. 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.
Who are the people you serve with your mission? Describe briefly.
In FY2022, CFNC is closing racial equity gaps and building brighter futures for approximately 139 under-resourced, three- and four-year old preschool children and families who are negatively impacted by COVID-19 (about 348 individuals)—empowering them to thrive in kindergarten and beyond. We operate eight in-person preschool classrooms. Our neighborhood-based sites are located where 100% of our families live—the West End and Arlandria (the City of Alexandria’s poorest neighborhoods, with high concentrations of individuals who speak little to no English).
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Paper surveys, Case management notes, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
CFNC is effective because it was founded and is implemented by our families—including former parents and students who are members of our staff and board. Asking for and incorporating feedback from the people we serve is a natural, embedded component of our model. Thus, CFNC builds power within our community. Our low-income, working immigrant parents know what is best for their families, and their children have the potential within themselves to thrive. Unfortunately, racial equity gaps heightened by COVID-19 make it harder to access the resources they need. Our model empowers families to leverage resources provided and coordinated by CFNC to access supports that meet needs they identify. CFNC partners with children and families as they work to achieve these goals themselves.
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, We don't have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
CFNC is determined to make sure our under-resourced preschool children don’t suffer long-term academic setbacks because of COVID-19. We are also committed to ensuring our low-income, immigrant working parents—including essential workers—can continue to rely on our free, award-winning educational enrichment services for child care. Thus, CFNC empowered parents with the choice to enroll their children in seven of our in-person classrooms or two virtual classrooms in FY21. We implemented proven measures to safely operate in-person, and had no onsite spread of COVID-19 in FY21! Given parent feedback regarding their preference for in-person services and our success doing so safely during the pandemic, CFNC now implements a 100% in-person model as of FY22.
Equity Practices - Data Available - 100/100 ptsEquity Practices - Data Available - 100/100 pts
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 11 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (6/7) | |
|---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
Equity Policies and Procedures (5/7) | |
|---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
The Child and Family Network Centers 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.
Learn more
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
CFNC’s mission is to provide free, high-quality, multi-lingual, pre-school education and related services to under-resourced children and their families in their own neighborhoods to prepare them for success in school and in life.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Our vision is for CFNC to lead the way in providing children in our community with free, high-quality, pre-K education, and supporting families and staff in a safe, inclusive, equitable and nurturing environment. We are committed to antiracism. The harm inflicted by over 400 years of unequal access to opportunities has led to systemic inequities and injustice in our communities. We recognize that access to high-quality, caring, early childhood education should be a right for all families. Our mission for our racial equity vision is to resist against this pattern of systemic oppression by working with all community stakeholders to provide equitable, inclusive and holistic support for our families at CFNC. […] We pledge to serve as an ally in our community and to work diligently to maintain an environment that recognizes, understands, respects, appreciates and encourages the unique […] differences of each member of the CFNC family.
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: Build on excellence by establishing meaningful partnerships with families to increase school readiness; provide an equitable, inclusive learning environment; and give children skills to thrive.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Advance our mission by operating internally and externally as an antiracist organization. We must align our goals with building power of our families and diverse team.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: Increase and diversify financial support from government, foundations, and individuals. Manage to maximize funding and human resources to achieve goals. Adopt technology to manage more effectively.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
CFNC is committed to ensuring our staff are diverse, reflect our constituents, and are supported professionally. CFNC increased investment in professional development trainings-- meeting student, family, and classroom needs-- so that staff are equipped with the tools to best address the unique challenges our children and families face. We are committed to the learning and growth of all of our team members—during and beyond their careers at CFNC—through professional training and tuition benefits for any member of our team who would like further their academic and professional credentials and job performance.
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
Policy Advocacy
CFNC has strong partnerships with government, school, nonprofit, and corporate leaders who advocate for early childhood education. We coordinate to quickly share and implement best practices and connect our clients with holistic services to meet their increasing needs. For example, CFNC joined the ALX Promise Alliance to take extra safety measures against COVID-19, and is a member of Kids’ First Years (a cross-sector workgroup convened by ACT for Alexandria and made up of leaders from ACPS, City agencies, funders, and the nonprofit community). Our Program Director also joined the Emergency Child Care Collaborative with the City of Alexandria to provide weekly support and space for partnership building for all early childhood organizations.
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.
CFNC did not let COVID-19 stop our progress. At the onset of the COVID-19 pandemic in 2020, we immediately shifted to offer all of our services virtually, without interruptions—including our accredited early childhood education program, family support case management, and health and wellness services. We are also committed to ensuring our low-income, immigrant working parents—including essential workers—can continue to rely on CFNC’s free, award-winning educational enrichment services for child care. Thus, based on client and staff input, CFNC empowered parents with the choice to enroll their children in seven of our in-person classrooms or two new virtual classrooms in FY21. We implemented proven measures to safely operate in-person, and had no onsite spread of COVID-19 in FY21! Given parent feedback regarding their preference for in-person services, data demonstrating improved kindergarten readiness rates with in-person classrooms, and our success safely operating in-person during the pandemic, CFNC now implements a 100% in-person model as of FY22. As just one example of our success in action during the pandemic, Anthony* entered our program in FY21 with an Individualized Education Program (IEP) for Speech Therapy. He had been identified months before by his pediatrician. But, due to the COVID-19 shutdown, the process was slow and he was not in line to receive services until September 2020. On the first day of preschool, Anthony’s mom, his CFNC Teacher, and his Family Support Worker (social worker) came together to coordinate a time within the daily schedule that worked for everyone. Our Family Support team connected Anthony and his mom with a tablet and helped them set up the device. His CFNC Teacher helped him log on and connect with his therapist every Thursday. Despite previously waiting months, after only three days at CFNC, Anthony was finally able to receive speech therapy. *Name has been changed to protect their privacy
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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