Educational Institutions

CHILDREN'S COMMUNITY SCHOOL INC

#BuildingBetterFutures

aka CCS

Waterbury, CT

Mission

Children's Community School lays the foundation for the urban student's educational success by offering a robust curriculum and unique experiences, by developing their individual character, and by cultivating strong family involvement.

Ruling Year

1979

Director

Ms. Ellen Lynch

Principal

Ms. Katherin Sniffin

Main Address

PO Box 1746

Waterbury, CT 06721 USA

Keywords

independent secular inner-city high-achieving year-round school

EIN

06-1000761

 Number

2984969809

Cause Area (NTEE Code)

Elementary, Secondary Ed (B20)

Primary/Elementary Schools (B24)

Kindergarten, Nursery Schools, Preschool, Early Admissions (B21)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve New!

Children's Community School seeks to provide better futures for the low-income children of Waterbury by providing a high-quality education, enrichment opportunities and all the supports needed to succeed in school during the early, most formative years.

Our programs

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

SOURCE: Self-reported by organization

CCS Pre-K School Readiness Program

CCS Elementary School

Summer Bridges

Bravo Waterbury!

Where we workNew!

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Goals:
1. Improve and evolve our school experience
2. Strengthen and expand our relationships in support of our vision
3. Improve our school's infrastructure to support our evolution.
4. Monitor quality and improve organizational learning.
5. Strengthen and evolve our Board of Directors to support our vision.

• GOAL 1: Improve and evolve our school experience.
Strategies include improvement of academic curriculum, character development program, parent engagement approaches, and volunteer support programs. It also includes plans to guide students' secondary school experiences and more closely link the Summer Bridges program to the school curriculum.
• GOAL 2: Strengthen and expand our relationships in support of our vision.
Strategies include further diversifying our funding portfolio, increasing brand recognition and cultivating community partners and nonprofit service providers. Bridges program to the school curriculum.
• GOAL 3: Improve our school's infrastructure to support our evolution.
Strategies include selecting school leadership, improving the physical plant, improving human resources systems and policies, and augmenting financial management efforts.
• GOAL 4: Monitor quality and improve organizational learning.
Strategies include strengthening quality assurance efforts and improving organizational learning.
• GOAL 5: Strengthen and evolve our Board of Directors to support our vision.
Strategies include strengthening board functioning, education and engagement efforts, and management infrastructure

Children's Community School has been operating on a limited budget, while generating successful graduates, for more than 49 years.

The goals and strategies mentioned earlier were part of a 3 year strategic planning process that was met successfully. The board's strategic planning committee is creating new goals, benchmarks and outcome measures for the upcoming year and to be revised on an annual basis.

The board has also created a 3 year business plan in preparation for expansion campaigns planned in the near future.

Ever since the landmark study of Jan Tanner, Ph.D., we have known that CCS graduates routinely complete high school on time at a rate of 94-100%. This accomplishment is confirmed year after year by data from area high schools.

With the implementation of the strategic plan, the school also seeks increases in the following measurable key results:
• Student assessment scores • Parent satisfaction • Employee satisfaction • Individual donors • Corporate donors • Grants awarded • Website usage and social media engagement metrics • Press mentions • Board participation and attendance

The school is considered mature and sustainable according to best practices in the non-profit industry. In its 49 years it has grown from a school preparedness program to a fully enrolled pre-K through grade 5 school. Many of the school's graduates are now valuable contributors to the community and come back to serve as volunteers, board members and community advocates.

From the strategic plan, the board identified these challenges as priorities needing immediate attention: the aging physical space our school currently occupies, the recent change in school leadership, and the opportunity to improve our curriculum and invest in our staff. The next step is to establish measurement tools and benchmarks for key indicators, some of which are already being tracked and reported.

External Reviews

Affiliations & Memberships

National Association for the Education of Young Children (NAEYC)

Financials

CHILDREN'S COMMUNITY SCHOOL INC

Fiscal year: Jul 01 - Jun 30

Need more info on this nonprofit?

Need more info on this nonprofit?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to view a Sample Report.

Operations

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

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

Disability

This organization reports that it does not collect this information.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity
Diversity notes from the nonprofit
The CCS leadership takes every opportunity to recruit and retain staff that are reflective of the population it serves.