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19 SAINT MARGARET ST
Charleston SC 29403-3612
Charleston SC | IRS ruling year: 1945 | EIN: 57-0342030
PROVIDE CARE AND EDUCATION FOR UNWED MOTHERS
Great
This charity's score is 99%, 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.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Florence Crittenton Programs of South Carolina Inc. is outdated and the overall rating may not be representative of its current operations.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.
Florence Crittenton Programs of South Carolina Inc. has earned a 100% 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 ApplicableBoard Composition - 10/10 - 25/25 ptsBoard Composition - 10/10 - 25/25 pts
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
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.
Source: IRS Form 990
Independent Audit or Financial Review - Audited - 20/20 ptsIndependent Audit or Financial Review - Audited - 20/20 pts
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
|---|---|
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Conflict of Interest Policy - Listed - 3/3 ptsConflict of Interest Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This 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, director and/or key employee of the organization.
Source: IRS Form 990
Board Meeting Minutes - Documented - 3/3 ptsBoard Meeting Minutes - Documented - 3/3 pts
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Document Retention and Destruction - Listed - 3/3 ptsDocument Retention and Destruction - Listed - 3/3 pts
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Whistleblower Policy - Listed - 3/3 ptsWhistleblower Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Website - Listed - 3/3 ptsWebsite - Listed - 3/3 pts
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 46.16% - 15/15 ptsLiabilities to Assets Ratio - 46.16% - 15/15 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
| Liabilities to Assets Ratio | Amount of Credit Received |
|---|---|
| Less than 50% | Full Credit |
| 50% - 59.9% | Partial Credit |
| 60% or more | No Credit |
Source: IRS Form 990
Program Expense Ratio - 77.00% - 25/25 ptsProgram Expense Ratio - 77.00% - 25/25 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.
| Program Expense Percentage | Amount of Credit Received |
|---|---|
| 70% or higher | Full Credit |
| 60% - 69.9% | Partial Credit |
| 50% - 59.9% | Zero Points for Program Expense Score |
| Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
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.
No Data Available
Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
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:
Hospital (BMF activity code: 150)
Health clinic (BMF activity code: 154)
Combat juvenile delinquency (BMF activity code: 328)
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 (Florence Crittenton Programs of South Carolina Inc.) or EIN (570342030) 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.
Florence Crittenton Programs of South Carolina Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Staffing
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
Many of our on-going grant partners had to postpone or reduce their giving during the first two years of the pandemic. Our local United Way was not able to raise funds for their annual grantmaking cycle during the pandemic, resulting in a loss of $40,000 per year until the grantmaking cycle is reestablished. On a positive note, we received the PPP loan and a $50,000 COVID relief grant from the state. We received increasing support from individual donors during the pandemic. We were able to leverage over $300,000 in CARES Act funding to expand our housing assistance program to serve 3 times more families in need. We continue to struggle with staffing shortages resulting from the pandemic and have recently increased wages to be more competitive with the private sector.
How COVID-19 impacted the organization's delivery of programs:
Each client in our residential program was moved to a private room. With each resident in a private room, our available bed capacity was reduced by 25% and our annual census declined by 50%. While the number of young women served has declined, the average length of time in our program continues to increase, averaging over 200 days. Moving to individual rooms also increased our ability to serve more parenting teens with more than one child. In our housing assistance program, many of our clients lost their jobs our had their hours reduced. We had to increase rental assistance and transition support services to phone or video check ins. We were able to leverage over $300,000 in CARES Act funding to expand our housing assistance program to serve 3 times more families in need. Nearing three years into the pandemic, many of the families served through our CARES Act funding have been able to stabilize their housing.
How this organization adapted to changing conditions caused by COVID-19:
As noted in Program Delivery Impact section, the changes forced during the pandemic also provided us an opportunity to adapt to the changing needs of young mothers. We revised our license to allow young women to stay with in our home with their children until they reached 2 years of age. By moving to 1 young woman/mother in each room, we were able to serve a young woman with 2 infants that previously would not have been able to live in our home. In response to staffing shortages, we created a new staffing structure and pay scales to increase wages for all agencies, but specifically in a manner that elevated the position of our direct care workers. Traditionally, direct care workers were considered low-skilled, part-time, low-wage workers. However, as the individuals charged with the safety of our residents, they deserve to be treated and compensated as professionals. Direct care positions were moved to full-time and earn wages comparable to other program staff.
Innovations the organization intends to continue permanently after the pandemic:
We continue to explore how to effectively provide services virtually to young mothers.
Not Currently Scored
Florence Crittenton Programs of South Carolina 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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Florence Crittenton Programs of South Carolina Inc. reported its two largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
RESIDENTIAL PROGRAM PROVIDES RESIDENTIAL SERVICES TO UNWED TEENS AND YOUNG WOMEN, WITHOUT DISCRIMINATION. SERVICES INCLUDE PRE-NATAL/POST-PARTUM CARE, HEALTHCARE EDUCATION, ACADEMIC INSTRUCTION AND OT ... (More)
RESIDENTIAL PROGRAM PROVIDES RESIDENTIAL SERVICES TO UNWED TEENS AND YOUNG WOMEN, WITHOUT DISCRIMINATION. SERVICES INCLUDE PRE-NATAL/POST-PARTUM CARE, HEALTHCARE EDUCATION, ACADEMIC INSTRUCTION AND OTHER SUPPORTIVE SERVICES (Less)
Spent in most recent FY
Percent of program expenses
FAMILY DEVELOPMENT PROVIDES HOME-BASED OUTREACH SERVICES TO AT-RISK SINGLE PARENT FAMILIES WITH INFANTS AND CHILDREN WITH THE GOAL OF PROMOTING SELF SUFFICIENCY, INDEPENDENCE AND HEALTH CHILD DEVELOPM ... (More)
FAMILY DEVELOPMENT PROVIDES HOME-BASED OUTREACH SERVICES TO AT-RISK SINGLE PARENT FAMILIES WITH INFANTS AND CHILDREN WITH THE GOAL OF PROMOTING SELF SUFFICIENCY, INDEPENDENCE AND HEALTH CHILD DEVELOPMENT. LIMITED SUPPORTING HOUSING. (Less)
Florence Crittenton Programs of South Carolina Inc. has earned a 92% 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.
Young women in our congregate care facility: ages 14-20 who are pregnant, parenting, or in foster care. Unmarried mothers ages 18 - 34 who are experiencing homelessness or at risk of homelessness.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Case management notes, Suggestion box/email
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
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?
We have always conducted client satisfaction surveys, but we have found new ways to solicit feedback from clients in ways that shifts decision-making power. Previously, the weekly dining menu was created and prepared by the house manager without feedback from the clients in our residential program. Now the residents are given an opportunity to suggest and prepare meals for the menu. By allowing them choice over what they eat, they are now more engaged in learning to cook and preparing meals, and we've received far fewer complaints.
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, Staff find it hard to prioritize feedback collection and review due to lack of time, It is hard to come up with good questions to ask people, It is difficult to get honest feedback from our clients, Other means
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
As young mothers graduate from our residential program, they are offered the opportunity for housing assistance and on-going support services. Numerous young women declined the support stating that they did not want to enter support program because it meant they would not be able to live with their child's father. Based on the feedback, we have begun to look for more ways to include father's in our residential program services, such as offering co-parenting classes. We also changed the language we used for our housing assistance program. Instead of saying the program is for "single mothers," we now say the program is for "families".
Equity Practices - Data Available - 88/100 ptsEquity Practices - Data Available - 88/100 pts
70% of beacon score
This organization's score of 88 is a passing score. The organization reported that it is implementing 6 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 (3/7) | |
|---|---|
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 (3/7) | |
|---|---|
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. | |
Florence Crittenton Programs of South Carolina 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.
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
We provide hope, safety, and opportunity to at-risk, pregnant, and parenting young women in order to instill self-worth and self-sufficiency.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We value the right of every young woman to obtain the education, skills, and support needed to have a healthy start to life -- for both today and tomorrow.
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: Assess best use of property to support our mission and expand services.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Develop high-impact programs to meet evolving needs of young women, with emphasis on education/career paths, parenting, health, financial stability, and empowerment.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Hire and retain highly qualified professionals to build the organizational capacity necessary to meet the evolving needs of pregnant /parenting teens and girls in foster care.
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
A Board Orientation was created and hosted annually so that new board members understand their governance and fiduciary responsibilities. The annual budget includes funds and time off for employees to attend training and professional development. This includes sponsoring a 2-day training for the staff and board on trauma informed care and a training to certify staff to serve as facilitators for youth-led grief support groups. Department directors serve alongside board members in committees created to implement our strategic plan. Program staff at all levels are encouraged and/or appointed to serve as liaisons in community networks and collaborations.
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
Raising Awareness
Policy Advocacy
Last year, we created a board government relations committee who participate in advocacy efforts that support our mission. This includes signing on to coalition advocacy letters in support of affordable housing and the U.S. Department of Education’s proposed Title IX rules that impact pregnant and parenting students, workers, and admissions’ applicants in K-12 and Higher Education. We actively participate in our local Continuum of Care to represent the needs of pregnant and parenting teens and system-involved youth experiencing homelessness . This includes providing feedback to policies, regulations, community priorities, and training needs. We recently initiated a partnership with three other nonprofits to collect feminine hygiene products, undergarments, and diapers to be distributed to young women in our region.
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.
We continue our efforts to implement significant changes in our program delivery in response to the implementation of the Family First Prevention Services Act. We have updated policies and procedures to implement a trauma informed care model. We have engaged a real estate broker, city and county government, and developers to redevelop our property for affordable housing. We developed a program plan to launch new housing solutions for young mothers and have received funding to pilot the program with the goal of scaling the program statewide.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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