Reverend Charlie E and Cinderella S Taylor Sr Foundation

"BLESSED TO BE A BLESSING"

aka CC TAYLOR FOUNDATION   |   ARLINGTON, TN   |  https://www.cctaylorfoundation.org

Mission

The Mission: CC Taylor Foundation is a faith-led values-driven non-profit organization offering social impact partners opportunities to close vast educational equity gaps through the philanthropic provision of Endowed Scholarships, Ministerial Stipends, and Good Samaritan Outreach.

Ruling year info

2006

CHIEF EXECUTIVE OFFICER/DIRECTOR OF PHILANTHROPY AND STEWARDSHIP

DR. JOHNNY POOLE

Main address

PO BOX 445

ARLINGTON, TN 38002 USA

Show more addresses

Formerly known as

Reverend Charlie E and Cinderella S Taylor Sr Foundation

CC TAYLOR FOUNDATION

EIN

01-0872212

NTEE code info

Scholarships, Student Financial Aid, Awards (B82)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2018, 2015 and 2014.
Register now

Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Increasing the number of underrepresented STEM scholars required to meet the need for 1-million more STEM professionals in the workforce by 2022. Though America will need to add 1 million more STEM professionals to meet workforce needs by 2022, African American youth are the least likely racial group to enter technology fields” (U.S. Department of Labor https://sites.ed.gov/whieeaa/files/2016/09/STEM-Fact-Sheet-9.22.16.pdf). To increase access to high-quality graduate theological, biblical, and clinical education for the number of underrepresented young adults discerning the call to ministry to underserved communities. The percentage of church leaders 65 and older has nearly tripled, meaning there are now more pastors in the oldest age bracket than there are leaders younger than 40. 85% of clergy are 56 years old or older. https://www.barna.com/research/aging-americas-

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Undergraduate S.T.E.A.M. Scholarships

The purpose of this program is to help the society meet the urgent demand for cultivating young diverse leaders’ development of cognitive skills to serve effectively in professional education and careers in the field of science, technology, engineering, arts, or mathematics.

This program provides merit and need-based tuition assistance grants to assist low-and-moderate income scholars and families with children to graduate.

Though America will need to add 1 million more STEM professionals to meet workforce needs by 2022, African American youth are the least likely racial group to enter technology fields.” (U.S. Department of Labor).

Population(s) Served
Young adults
Children and youth
Ethnic and racial groups
Social and economic status
Work status and occupations

The purpose of this cause is to help the church and society meet the urgent demand for cultivating young diverse leaders’ development of cognitive skills to serve effectively in professional ministry.

Churches are facing critical leadership shortages with three times more leaders over 65 than under age 40. According to research by George Barna, “If the church is going to leave a permanent mark on the community through a growing body of changing lives, it must constantly expand its leadership development quality and capacity”. --The Habits of Highly Effective Churches: Being Strategic in Your God-Given Ministry.

This program provides merit and need-based tuition assistance grants to assist low-and-moderate income ministers serving small remote rural churches. The aim is to mentor them, enable them to focus on their studies and not stress over finances, and graduate without seminary student loan debt.

Population(s) Served
Social and economic status
Young adults
Ethnic and racial groups
Veterans

Impact donors show compassion in meeting basic human needs in terms of emergency relief for any person or group who are experiencing catastrophic circumstances beyond their control

August 7, 2020, the Aspen Institute research findings on the impact of COVID-19 revealed that the United States is facing the most severe housing crisis in history. There is an estimated 30–40 million people in America at risk of eviction in the next several months. The pre-pandemic eviction rate was 3.6 million annually. Black and Latinx individuals and families comprise roughly 80 percent of those facing eviction pre-pandemic.

According to April 20, 2020, CANDID blog post, the COVID-19 pandemic has further illuminated widen gaps in wages, transportation, employment, access to quality health care, housing stability, food security, technology, education equity, social justice, and more. https://www.poorpeoplescampaign.org/resource/factsheets/

Population(s) Served
Social and economic status
Young adults
Ethnic and racial groups
Veterans
Religious groups

Where we work

Affiliations & memberships

ASSOCIATION OF FUNDRAISING PROFESSIONALS 2021

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of first-entry undergraduate program students who identify themselves as 'visible minorities'or 'non-white'

This metric is no longer tracked.
Totals By Year
Population(s) Served

Young adults, Families of choice, Economically disadvantaged people, Ethnic and racial groups, Students

Related Program

Undergraduate S.T.E.A.M. Scholarships

Type of Metric

Context - describing the issue we work on

Direction of Success

Increasing

Context Notes

15-Undergraduate STEM scholarships awarded in 2019 to students from low-and-moderate income families (including special needs). 10-scholars in 2018. 13-scholars in 2017 (Latinx, Native American).

Number of first-time, full-time, first-year registrants in direct entry programs who graduate within 6 years

This metric is no longer tracked.
Totals By Year
Population(s) Served

Young adults, Ethnic and racial groups, Social and economic status, Students

Related Program

Undergraduate S.T.E.A.M. Scholarships

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

100% of the recipients earned their undergraduate degree within 4-years

Number of students who demonstrate the desire to succeed in the academic setting

This metric is no longer tracked.
Totals By Year
Population(s) Served

Young adults, Ethnic and racial groups, Social and economic status, Veterans, Students

Related Program

Undergraduate S.T.E.A.M. Scholarships

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

The number of eligible scholars exceeds annual resources to assist 80% of applicants. We need more philanthropists to join with us in changing the trajectory of these deserving young people's lives.

Number of graduates enrolled in higher learning, university, or technical/vocational training

This metric is no longer tracked.
Totals By Year
Population(s) Served

Young adults, Ethnic and racial groups, Foster and adoptive children, Social and economic status, Students

Related Program

Undergraduate S.T.E.A.M. Scholarships

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In 2019, 14-scholars are undergraduates and 21-are seminarians at Asbury Theological Seminary and The Interdenominational Theological Center. The 2018 and 2017 metrics reflect undergraduates.

Total dollar amount of scholarship awarded

This metric is no longer tracked.
Totals By Year
Population(s) Served

Young adults, Ethnic and racial groups, Families of choice, Foster and adoptive children, Social and economic status

Related Program

Reverend Marjean Taylor Myatt Ministerial Stipend

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

2020 Ministerial Tuition Assistance Awards includes $65,540 in matching fund challenge from Asbury Theological Seminary and student investment. 2017 and 2018 are undergraduate STEM tuition assistance.

Number of alumni (regardless of last date of enrollment) who submit updated contact information to the alumni office within the most recent academic year

This metric is no longer tracked.
Totals By Year
Population(s) Served

Young adults, Multiracial people, People of Latin American descent, At-risk youth, Economically disadvantaged people

Related Program

Undergraduate S.T.E.A.M. Scholarships

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

A critical area where we need to do more cultivation and stewarding.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

To further educational equity and improve student outcomes by encouraging highly capable low to moderate-income students, like those at the Marjean Taylor-Myatt Head Start Center in Holly Springs, to become STEM graduates.

AMBITIOUS YET ACHIEVABLE GOAL 1: By May 2023, To inspire, educate, resource, mentor, and graduate culturally diverse groups of 300-discerning Millennials and Generation Z to accept the opportunity to prepare professionally for leadership in education, science, technology, engineering, arts, and mathematics.

AMBITIOUS YET ACHIEVABLE GOAL 2: By 2023, expand leadership capacity and quality by making accredited education accessible and affordable for 25-underrepresented low to moderate-income seminarians and graduate them with zero student loan debt.

AMBITIOUS YET ACHIEVABLE GOAL 3: By 2023, attract and clinically train to accredited CPE board certification standards, a minimum of 75-master degree level practitioners who are serving multifaceted communities.

AMBITIOUS YET ACHIEVABLE GOAL 4: By 2030, prepare 80% of the current population to become entrepreneurs who give back by driving positive life-changes in hundreds of low-moderate income households in underserved minority communities.

AMBITIOUS YET ACHIEVABLE GOAL 5: By 2023, foster a culture for high-impact philanthropists working together to solve today’s challenges and improving the quality of life of future generations throughout and beyond the church and underrepresented communities.

These strategies with your generous tax-deductible gifts, Reverend Charlie E and Cinderella S Taylor Sr Foundation, in a radical collaborative partnership with Asbury Theological Seminary, and Educational Institutions under the auspices of the Christian Methodist Episcopal Church, envisions closing educational equity gaps.

STRATEGY 1: By 2023, strengthening by 20% the endowment for our undergraduate scholarships, a crucial tool for bringing enthusiastic high school graduating seniors into accredited colleges, or technical training programs to fill some of the STEM job vacancies.

STRATEGY 2: Sustaining the Marjean Taylor Myatt ICS Ministerial Stipend, a vital gateway for advanced biblical, theological, and clinical leadership training opportunities to help young adult Preachers on Trial and seasoned laity take their ministry to the next level.

STRATEGY 3 Supporting distance learning degree programs at Christian Methodist Episcopal Church Affiliated Educational Institutions for Preachers on Trial or within the first five years of ministry.

STRATEGY 4: Implementing Asbury Theological School’s robust Master Degree pathway in four areas: Ministry, Leadership, Intercultural Studies (specializing in Church Planting), and Divinity.

STRATEGY 5 Offering Ministerial Stipends to 20% of CCTF seminarians attending The Interdenominational Theological Center and Asbury Theological Seminary’s doctoral degree programs.

STRATEGY 6: Phasing-in Asbury Theological Seminary’s non-degree Certification in Leadership, Ministry, Intercultural Studies for those seasoned pastors and laity. Courses strengthen their pastoral leadership while providing academic credit towards a master's degree in theology.

STRATEGY 7: Expanding the use of the Interdenominational Theological Center Certificate in Theology Program or equivalent as the minimum standard for training local preachers who do not have a college degree.

STRATEGY 8: Delivering 6-units of Clinical Pastoral Education Speciality for clergy and laity who have an accredited Master Degree.

STRATEGY 9: Working with Asbury Theological Seminary to get Continuing Education Credit for students who complete CME Specific Training.

STRATEGY 10: Holding meaningful conversations, cultivate, steward, and thank entrepreneurs who mentor our students.

STRATEGY 11: Integrating Financial Freedom Principles and Practices in the mentoring continuum.

STRATEGY 12: Establishing collaborative partnerships with other non-profits and Community Development Corporations whose vision, mission, and values align with our to change the life trajectory of individuals and low-and-moderate-income individuals and families with children.

1. TALENT. The Foundation has an actively engaged Board of Trustees and Advisory Board who give their time, talents, and treasures generously. One-fifth of the Boards' human resource talent has knowledge, skills, abilities in each of the following areas: Entrepreneurship, academia, ministry, law, executive leadership with the armed forces, and community development. 80% of Board members with a graduate or post-graduate degree have at least one degree in science, technology, engineering, arts, or mathematics. Board members are passionate in their commitment to inspiring, educating, resourcing, mentoring and graduating culturally diverse groups of youth and young adults to prepare for a career in one of the S.T.E.A.M. sectors.

2. SHARED MIND-SET. One of the top things the Foundation wants to be known for in the future is to be one of the top five providers of seminary-trained unrepresented clergy graduating without student loans. This capability has grown from helping one under-resourced seminarian in 2006 to sponsoring a diverse cohort of low to moderate-income seminarians throughout their four-years of seminary education. The first cohort started in the Fall of 2019 and is slated to complete their studies in 2022.

3. INNOVATION. To extend its' reach of the Foundation leverage distance learning technology to increase access to affordable Clinical Pastoral Specialty training and education to practitioners throughout the United States. This platform enables us to attract and clinically train more clergy and laity in remote rural settings and cannot participate in a traditional Clinical Pastoral Education program.

4. LEADERSHIP. The Foundation serves in a consultant capacity helping other smaller non-profit organizations become self-sustaining and preparing beneficiaries of donor's investments to become philanthropic entrepreneurs who change the lives of hundreds of low-and-moderate-income households underserved minority communities.

5. COLLABORATION. The Foundation engages in process improvement as it shares resources, services, and technologies with strategic partners locally and nationally. As a member of the Association of Professional Fundraisers, non-profit sector best practices are adopted and integrated into our daily operations. This enables us to foster a culture for high-impact philanthropists working together to solve today’s challenges and improve future generations' quality of life.

Thanks to loyal partners like you, our impactful philanthropic work in empowering students and serving the community is moving the needle:
Since our founding in 2006, 33% of 443-academically qualified applicants, with exceptional financial needs, received a CC Taylor scholarship.

97% of the 148-undergraduate recipients have earned or in the process of obtaining their accredited bachelor level degree thanks to the support of generous partners. 0.03% joined the military or went into the workforce to earn money to complete college.

20% of all recipients have earned a master or professional degree

Partners’ strategic gifts of Time, Talents, and Treasures assisted with 14-Good Samaritan Outreach Ministries to address basic human requirements of children living in families with food, clean water, housing, healthcare, and employment insecurity.

A radical collaborative partnership with Asbury Theological Seminary resulted in a commitment of a minimum of $409,000 in matching in-kind tuition assistance grants and scholarships for faith-formation.

WHAT'S NEXT?

Establishing a Matching Gift Program and a Legacy Giving Program for long-term mission impact.

Sustain and grow the number of people and causes served through a growing number of diverse Cooperative Partnerships.

Phase-in a non-degree program that leads to Academic Credits at accredited theological seminaries.

Sponsor six units of the Clinical Pastoral Education Program for participants with master's degrees.

Promote entrepreneurship and philanthropy among the recipients of our services to contribute to the 2030 Sustainable Development Goals that align with our vision, mission, and values.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    Underrepresented, underserved, and under-sourced individuals, communities, and smaller non-profits.

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

    SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), 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, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    Update Bylaws to include term limits and succession planning processes. Engaging in discussions regarding the need to do more with the Mentoring Continuum of recipients to include equipping them to become entrepreneurs.

  • With whom is the organization sharing feedback?

    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?

    Board members have a greater sense of ownership and accountability for the sustainability of the Foundation. The Beneficiaries and donors display a greater degree of loyalty to the causes we support.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback,

  • What challenges does the organization face when collecting feedback?

    It is difficult to find the ongoing funding to support feedback collection,

Financials

Reverend Charlie E and Cinderella S Taylor Sr Foundation
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more about GuideStar Pro.

Operations

The people, governance practices, and partners that make the organization tick.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Reverend Charlie E and Cinderella S Taylor Sr Foundation

Board of directors
as of 7/19/2021
SOURCE: Self-reported by organization
Board co-chair

MR. CHARLIE E. TAYLOR, JR

REVEREND CHARLIE E AND CINDERELLA S TAYLOR SR FOUNDATION

Term: 2020 - 2022


Board co-chair

ATTORNEY SHIRLEY BYERS

CITY OF HOLLY SPRINGS

Term: 2020 - 2024

OTHA TAYLOR

ENTREPRENEUR

RUBYE POOLE

REVEREND CHARLIE E AND CINDERELLA S TAYLOR SR FOUNDATION

GEORGE TAYLOR

EAST MISSISSIPPI COMMUNITY COLLEGE

GERALD GRAY, SR

APHOROZEIN GLOBAL ENTERPRISE, LLC

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 11/27/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Black/African American/African
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person with a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

Equity strategies

Last updated: 11/25/2020

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data
  • 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.
Policies and processes
  • 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 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.