Human Services

The Family Conservancy

Helping children and strengthening families.

Kansas City, KS

Mission

Helping children and families achieve a lifetime of success.

Ruling Year

1963

President and CEO

Paula Neth

Main Address

Kansas Administrative Office 444 Minnesota Avenue, Suite 200

Kansas City, KS 66101 USA

Formerly Known As

Heart of America Family Services

Keywords

Families, parents, parenting, children, early education, early childhood education, child care, day care, violence, trauma, mental health, counseling, therapy, depression, home visiting, Head Start, Child Care Aware, Heart of America, HAFS,

EIN

44-0454800

 Number

5634687835

Cause Area (NTEE Code)

Family Services (P40)

Counseling Support Groups (F60)

Youth Development Programs (O50)

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

High-quality early education offers profound opportunities for young children.

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

Helping children and individuals overcome trauma, depression and anxiety

Equipping children with supportive, nurturing parents and caregivers

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of teachers trained

TOTALS BY YEAR
Population(s) served

Caregivers,

Infants to preschool (under age 5)

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

TOTALS BY YEAR
Population(s) served

Infants to preschool (under age 5),

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.

TOTALS BY YEAR
Population(s) served

Infants to preschool (under age 5)

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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 they accomplished so far and what's next?

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

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.

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.

TFC initiated work to strengthen its Performance Measurement efforts in 2016. TFC’s Performance Management system will: 1) demonstrate progress toward advancing the agency’s mission; 2) communicate the agency’s collective impact on children, early education and families; 3) use data analysis to inform program improvements and accelerate client success; and 4) foster a performance culture characterized by open inquiry and constructive feedback. 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 Programs Improve Quality: 1) % of programs demonstrating stronger health & wellness activities through increased post-intervention GO NAPSACC scores; 2)% of Early Head Start partners who are at a 95% or higher compliance level during safe environments monitoring; 3) % of Early Head Start program staff who meet the required credential or are enrolled in coursework and making adequate progress; 4) % 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) % of Directors with increased scores on topic post-tests about budget, human resources and/or family engagement; 2) % of Directors with increased scores on the Program Administration Scale (PAS) Teachers strengthen interactions with children: 1) % of teachers participating in My Teaching Partner and MMCI with increased post-intervention CLASS scores; 2) % 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 % of families participating in parent events at QIPD programs Supporting Family Resilience Clients exhibit improved mental health functioning: 1) % of closed cases who complete 60% or more of the action steps in their treatment plan; 2) % of clients with improved scores on the Burns Brief Mood Survey Mothers’ depressive symptoms are reduced: 1) % of mothers with reduced scores on the Beck Depression Inventory; 2) % of mothers with reduced scores on the Parental Stress Index; and 3) % of mothers who completed the Moving Beyond Depression program Families are better prepared to independently access resources in the community: 1) % of Early Head Start families who demonstrate progress during post goal-setting process 2) % of early learning providers in the child care referral system whose information was updated quarterly Parents improve interactions with their children: % of parents enrolled in Healthy Parents, Healthy Kids whose KIPS scores increase

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.

External Reviews

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

Photos

Financials

The Family Conservancy

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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.

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?

No

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

No

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

No

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

No

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

No