Programs and results
What we aim to solve
The Family Conservancy creates opportunities for children to thrive and experience wellbeing throughout their lives, because the first five years of life represent the most important period of human development.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Helping children and individuals overcome trauma, depression and anxiety
Agency programs that provide resources for families and individuals to prevent child abuse and neglect, reduce crime and victimization, and keep at-risk children in school include:Healthy Parents, Healthy KidsStudent Assistance ProgramDame la ManoMental Health Counseling, Therapy and Group Support Moving Beyond Depression
Equipping children with supportive, nurturing parents and caregivers
Agency programs that provide resources to help families and child care providers to improve skills and quality of early learning environments, ensuring children are entering school ready to learn, include:
Quality InitiativesProfessional Development for Early EducatorsEarly Childhood Mental HealthHead Start and Early Head StartChild Care Resource and ReferralChild and Adult Care Food Program
Where we work
Accreditations
Council on Accreditation (COA) [for Children and Family Services] - Accreditation 2017
National Association of Child Care Resource and Referral Agencies - Child Care Aware Consumer Education Quality Assurance Program - Certification 2015
Awards
Affiliations & memberships
Nonprofit Connect of Greater Kansas City 2013
AFP (Association of Fundraising Professionals) 2008
Alliance for Children and Families - Member 1990
Council of Accreditation of Child and Family Services, Inc. 1987
United Way Member Agency 1963
National Association of Social Workers 1955
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of teachers trained
This metric is no longer tracked.Totals By Year
Population(s) Served
Caregivers, Infants and toddlers
Related Program
Equipping children with supportive, nurturing parents and caregivers
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of parents/guardians engaged in student activities
This metric is no longer tracked.Totals By Year
Population(s) Served
Infants and toddlers, Caregivers, Parents
Related Program
Equipping children with supportive, nurturing parents and caregivers
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of children accessing higher quality child care and early education.
This metric is no longer tracked.Totals By Year
Population(s) Served
Infants and toddlers
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Individual Program/Department-level Dashboards:
Key Performance Indicators on the dashboard are presented in two categories: 1) Intermediate Outcomes and 2) End Outcomes
Performance Targets and trend data provide interpretation of the data and foster specific performance inquiries.
An agency-level dashboard was created to show how our work supports three impact areas: preparing children for success, strengthening early learning programs, and strengthening family resilience. 2018 outcomes are:Preparing Children for Success
Early Learning Students Increase Protective Factors: percent of students whose Protective Factor DECA scores increase 10% or more between pre and post tests.
Early Learning Programs Improve Quality: 1) percent of programs demonstrating stronger health & wellness activities through increased post-intervention GO NAPSACC scores; 2) percent of Early Head Start partners who are at a 95% or higher compliance level during safe environments monitoring; 3) percent of Early Head Start program staff who meet the required credential or are enrolled in coursework and making adequate progress; 4) percent of Early Head Start partners who have implemented a system to support children's health services and tracking
Early Learning Programs improve administrative functioning: 1) percent of Directors with increased scores on topic post-tests about budget, human resources and/or family engagement; 2) percent of Directors with increased scores on the Program Administration Scale (PAS)
Teachers strengthen interactions with children: 1) percent of teachers participating in My Teaching Partner and MMCI with increased post-intervention CLASS scores; 2) percent of teachers participating in SSQS with increased post-intervention CLASS scores
Early Learning programs increase family engagement: 1) Annual change in percent of QI/PD programs holding a parent event; 2) Annual change in percent of families participating in parent events at QIPD programs
Supporting Family Resilience
Clients exhibit improved mental health functioning: 1) percent of closed cases who complete 60% or more of the action steps in their treatment plan; 2) percent of clients with improved scores on the Burns Brief Mood Survey
Families are better prepared to independently access resources in the community: 1) percent of Early Head Start families who demonstrate progress during post goal-setting process 2) percent of early learning providers in the child care referral system whose information was updated quarterly
Parents improve interactions with their children:
percent of parents enrolled in Healthy Parents, Healthy Kids whose KIPS scores increase
What are the organization's key strategies for making this happen?
There are specific objectives assigned to each of the Strategic Plan’s four strategies. These objectives serve as the building blocks for achieving each of the strategies. Beginning in 2016, TFC has linked the Strategic Plan objectives to the evaluation process for all agency employees. All agency employees must create goals that are tied to at least one objective of the agency’s Strategic Plan. Employees are evaluated on their advancement of these goals, and thus the agency’s Strategic Plan quarterly.
The objectives for each Strategic Plan Strategy are as follows:
Strategy One: Ensure fiscal stability and agency growth through effective engagement of government, community and individual partners. Objectives:
1:Assure fiscally sound business models are in place for individual programs.
2:Increase revenue and diversify funding sources through grant preparation and grant writing.
3: Grow unrestricted revenue through major gifts, legacy gifts, donations and
corporate support.
4:Continually evaluate fundraising events to provide strategic value for the agency.
5: Build a foundation for future individual and corporate giving through increased involvement of volunteers.
Strategy Two: Increase awareness about The Family Conservancy’s impact on children,
families and the community. Objectives:
1: Communicate agency impact on people served and the community as a whole.
2: Prepare all directors and managers to share the impact of their work clearly and succinctly.
3: Shape public policy on behalf of children and families by expanding government relations and advocacy efforts in partnership with leading local and national organizations.
Strategy Three: Engage and invest in staff and board members to increase the agency’s capacity to effectively provide high quality, culturally competent services. Objectives:
1: Optimize client service by encouraging internal collaboration and strengthening connections between individual programs.
2: Support effective service delivery and employee productivity through ongoing assessment of and investment in infrastructure, including technology.
3: Cultivate high level staff performance and foster leadership development.
4: Enhance board development, engagement and diversity.
5: Assure a continuous commitment to culturally competent service delivery.
Strategy Four: Strengthen the ability to meet community needs effectively by improving program quality and growing the agency. Objectives:
1: Continually evaluate which services the agency should provide.
2: Improve the ability to document impact and strengthen service delivery using data systems and analysis across all programs.
3: Identify opportunities to enhance program performance using new models of service delivery, including technology based opportunities.
4: Collaborate with key community partners essential to expansion and growth.
What are the organization's capabilities for doing this?
Our agency’s long history spanning nearly 140 years, we have been responsive to the needs of the community as well as changes in funding. In addition to exceptional financial oversight, TFC boasts program experts in all of our programs who are leaders in their field. The expertise is further demonstrated through our lower than average turnover rates, which also proves continuity of service to clients and the community.The Family Conservancy uses partnerships and collaboration to serve the community and to connect to populations who are seeking or in need of our services. Some core partnerships and affiliations include Mid America Regional Council, Child Care Aware of Missouri, Child Care Aware of Kansas, United Way of Greater Kansas City, United Way of Wyandotte County, and many more. In addition to being the number one recipient of United Way funding – via contracts, allocations and designations – TFC maintains over 100 funding streams to support a variety of programming.
What have they accomplished so far and what's next?
In the midst of a 3-year strategic plan, TFC reports progress toward goals to our board quarterly. One example of progress is toward our goal of: shaping public policy on behalf of children and families by expanding government relations and advocacy efforts in partnership with leading local and national organizations:In addition to supporting the two Children’s Services Fund ballot initiatives in Jackson and Clay counties, TFC has participated in several trainings and community events around advocacy. Another goal TFC continues to strive toward, is communicating agency impact on people served and the community as a whole. Plans are underway to update the agency’s website in order to communicate our impact more succinctly to our donors, clients and community. This will be accomplished by the end of the current strategic plan. TFC has reframed the way we quantify success in our outcomes by engaging more voices in our Performance Measurement Committee, and by regrouping the work by the impact it has on families. Instead of reporting back by department, staff share in groups based on their collective impact of: preparing children for success, supporting family resilience and/or strengthening early learning programs. Key performance indicators are measured quarterly to gauge success. Baseline targets are set for each KPI. These outcomes are all connected to the strategic plan and tie in to one of the three collective impact areas which align with our agency’s goals.Our agency examines not only outputs and outcomes, but program delivery when assessing the success toward our goals. One example can be found in our work delivering Classroom Assessment Scoring System (CLASS) programming to strengthen early learning programs. We began CLASS work in 2013, with an intensive, one-on-one model called My Teaching Partner. While the results demonstrated positive change, the model was quite costly to deliver, thus limiting the reach. Additionally, when just one preschool teacher from a center was involved in the project, she was left without a network of support from other teachers and her director.To more effectively impact quality, our CLASS experts formulated a model called Supporting and Sustaining Quality Systems (SSQS), which was modeled using our Theory of Change. In SSQS, all child care teachers at a center complete a brief training and participate in on-site coaching sessions. Additionally, Directors at each of the programs meet together monthly to provide peer support to one another and to set goals of how to sustain CLASS knowledge. This coaching-focused systems approach to CLASS engages the entire child care program and heavily involves leadership to integrate the program in the facets of CLASS, helping child care programs embed the CLASS curriculum.The greatest risk or obstacle is securing sustainable, multi-year funding.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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Connect with nonprofit leaders
SubscribeBuild 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
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The Family Conservancy
Board of directorsas of 01/07/2021
Mr. Nick Nash
Union Bank and Trust
Amanda Schulte
Johnson County Sheriff's Office
Maggie Ross
Waddell & Reed/ Ivy Funds
Nick Nash
Union Bank and Trust (UBT)
Don Ash
Unified Government of Wyandotte County
Brian Dunn
J.E. Dunn Construction Company
Pat Thelen
Ripple
Matt Webb
BOK Financial
Sara Anthony
Blue Cross Blue Shield of Kansas City
Cami Walker
Prime Capital Investments
Amy Wolf
Park University
Joe Valenciano
Core First Bank & Trust
Anna Krstulic
Stinson Leonard Street LLP
Edgar Palacios
Latinx Education Collaborative
Eric Wilkinson
Kauffman Scholars, Inc.
Tony Jackson
SelectQuote
Anna Krstulic
Stinson Leonard Street LLP
Edgar Palacios
Latinx Education Collaborative
Eric Wilkinson
Kauffman Scholars Inc.
Uma Wilson
UMB
Suzanne Williams
Barkley
Megan Elder
Bank of Labor
Angelia Ewing
Commerce Bank
Melvin Sarmiento
Sunflower Bank
Raheema Sampson
Gary Henry
Community America Credit Union
Stephanie Sage
Sage Restoration
Erica Duker
T-Mobile
Jenny Faught
Deloitte & Touche LLP
Larry Lerner
Community Volunteer
Courtney Starnes
True Accord
Organizational demographics
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
No data
Gender identity
No data
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Sexual orientation
No data
Disability
No data