National Children's Alliance, Inc.

The Force Behind Children's Advocacy Centers

aka NCA   |   Washington, DC   |


National Children's Alliance(NCA) is a not-for-profit membership organization whose mission is to promote and support communities in providing a coordinated investigation and comprehensive response to child victims of abuse through  Children's Advocacy Centers (CACs) and Multi-Disciplinary Teams.

Ruling year info


Chief Executive Officer

Teresa Huizar

Main address

516 C Street, NE

Washington, DC 20002 USA

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NTEE code info

Human Service Organizations (P20)

Alliance/Advocacy Organizations (F01)

IRS filing requirement

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

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

National Children's Alliance is a national leader in child abuse intervention, prevention, training, and research.

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?

Child Advocacy Center Accreditation

National Children’s Alliance (NCA) is a professional membership organization on a mission to make one big difference, one child at a time. Reaching everyone with a voice in eradicating abuse—families, advocates, partner agencies, communities, researchers, and all the way to Capitol Hill—our members power a national movement to keep children safe. Featuring the largest network of care centers supporting child abuse victims in the country, NCA is a model in outcome-driven collaboration.

Children’s Advocacy Centers (CACs) that are NCA members offer high-quality care so child victims of abuse can thrive. At a CAC, a coordinated team of experts in medicine, law enforcement, victim advocacy, mental health, and other disciplines hold offenders accountable and help children and families heal in a comprehensive, seamless way so no future is out of reach.

Population(s) Served
Children and youth
Victims of crime and abuse

National Children's Alliance provides child welfare resources for professionals involved in the investigation, intervention, treatment and management of cases involving allegations of child abuse.

Population(s) Served

One With Courage is a national initiative centered around the courage it takes to talk about child sexual abuse and the unique role children’s advocacy centers play in providing comprehensive, coordinated and compassionate services to child victims of abuse.

Population(s) Served

Where we work


Award for Professional Innovation in Victim Services 2020

United States Office for Victims of Crime

Our results

SOURCE: Self-reported by organization

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

Total number of organization members

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Total number of member CACs.

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.

The goal of National Children's Alliance (NCA) is to help ensure that all communities are equipped to provide a coordinated investigation and comprehensive response to child victims of abuse. NCA has been working towards this goal for over 30 years by providing the necessary support, advocacy, and training to sustain and grow the children's advocacy center (CAC) model. CACs are child-focused, facility-based programs with representatives from many disciplines working together (in multi-disciplinary teams, or MDTs) to investigate, prosecute, and treat victims of child abuse. NCA has 10 standards for CAC accreditation that ensure each facility offers consistent, quality services that represent best practices based on the latest evidence. Through NCA's support and leadership, the CAC movement has grown to nearly 800 member CACs; in 2014, CACs served more than 315,000 children across the U.S. Since 2004, more than 2.6 million children have been served by CACs. To ensure that the movement can continue to grow and effectively meet the needs of more children and families, NCA has identified the following strategic goals for the next 3-5 years: 1. Expand access to high-quality CAC services to ensure that every abused child in need of services, regardless of abuse type or ability to pay, can receive the best services available; 2. Improve outcomes for children and that have been harmed by abuse; 3. Continually improve NCA's commitment to organizational excellence; 4. Leverage national partnerships and expand resources to broaden and deepen the impact of our work in protecting and serving child victims; and 5. Create a strong and recognizable brand for NCA/CACs to become the most recognized authority empowering local communities to serve/respond to child victims of abuse.

NCA is in the process of executing the strategies that we believe will enable us to attain our strategic goals. For our first goal of expanding access to CAC services, our strategies are: 1. Identify standards of excellence based on evidence-supported, innovative practices, and to recognize CACs using these practices effectively; 2. Leverage our annual gap analysis—maps illustrating CAC service coverage (areas of the country that have CACs and areas that need CACs) in each state—to identify opportunities for increased coverage; 3. Use client satisfaction and outcome measurement data to improve CAC service quality; and 4. Plan and implement mental health projects for CACs in the use of evidence-supported interventions for all forms of child maltreatment/trauma. To improve outcomes for our clients, we will: 1. Refine our data platforms to collect, analyze, and report on meaningful case and child outcomes; 2. Identify research gaps and partner with researchers in the effort to identify what contributes to positive child outcomes; 3. Build a data-driven culture to inform decisions; and 4. Use data to educate the public and policymakers on the efficacy of the CAC model. To continue and strengthen our support for a growing movement, we will leverage partnerships and expand our resources by: increasing collaboration with key national stakeholders and partner agencies; implementing a plan to engage more corporate partners; and expanding collaborations to include opportunities for health and behavioral health partnerships. We are also working on building a strong, recognizable brand by educating policymakers and the general public about the CAC model, aligning outward-facing messaging to promote positive identification with NCA and CACs, and by delivering effective, evidence-based interventions to victims of child trauma. All of our goals can only be achieved by renewing our commitment to organizational excellence: building infrastructure and aligning our workforce and internal programs with the strategic plan, and increasing funding diversity to ensure long-term sustainability.

NCA is sustained by stable, consistent funding; however, as we expand in new directions, we are pushing ourselves to diversify our funding base. A development team is in place for this purpose, and has succeeded in securing private funding and building new relationships with private funders. In order to satisfy our federal funding requirements, strong fiscal management systems have been developed and are strictly observed. NCA is audited annually by an independent firm and is periodically subject to federal auditing as well. NCA has a lean but growing staff of 20 full-time employees that effectively manages a nationwide network of nearly 800 CACs serving hundreds of thousands of children and families each year. In addition to development, member relations, accreditation, public awareness and grant administration, we also have staff dedicated to advocating for CACs at the state and federal levels, and a new Director of Communications to promote awareness of the important work of NCA and its members and to build capacity within the movement by improving knowledge sharing and broadening the movement's constituency. NCA is also leading the way in expanding the infrastructure and range of mental health services available in CACs across the country. There are currently projects underway in various states to implement new services, such as standardized mental health assessments and evidence-based treatments like the Child and Family Traumatic Stress Intervention (CFTSI). NCA's Board of Directors is composed of seasoned professionals and subject-matter experts from across the child welfare field who are actively engaged in guiding key decision-making processes and ensuring that NCA stays on the leading edge in responding to child abuse in the U.S.

NCA is making encouraging progress towards each of our strategic goals. We have made considerable strides in expanding access to CAC services across the U.S.: in the past 10 years alone, the number of CACs in the U.S. has nearly doubled. There remain, however, many counties without access, particularly in geographically remote areas and on tribal lands. As previously mentioned, NCA uses the Outcome Measurement System to measure client and MDT member satisfaction with CAC services. Today, OMS data is used by 575 CACs to inform decisions and improve services; moreover, OMS benchmark data is being established in each state. We have additionally helped raise the bar for CAC services by updating and revising our Standards of Accreditation to proliferate evidence-supported mental health interventions. We are in the process of implementing mental health-focused projects in CACs in Mississippi, North Carolina, and South Carolina, and are seeking funding to bring these projects to full scale across the US. Pre- and post-trauma scores are being captured for project participants in the Carolinas to measure the impact of this intervention. A key component of our organizational excellence goal is to increase fund diversity. NCA successfully secured private funding for our pilot mental health projects, and we are actively working to cultivate corporate and individual donors as well. NCA staff has grown to accommodate the advocacy needs of Chapters and local CACs, to manage federal partnerships, and to promote wider recognition of and appreciation for the CAC model. We continue to grow our relationships with key partners like the National Child Traumatic Stress Network, the Native American Children's Alliance, and the Yale Child Study Center, leveraging the knowledge and resources gained to continue improving outcomes for the children and families CACs serve. In 2016, we will work to increase public understanding of the important work that NCA and CACs are doing for child victims of abuse. We will also continue to convene workgroups to investigate emerging challenges, such as Commercially Sexually Exploited Children (CSEC), increasing numbers of Children with Sexual Behavior Problems and the recent uptick in cases of physical abuse. As we begin rolling out our first cooperative pilot with the FBI to ask our members to take on responsibility for interviewing and treating child victims of abuse referred by federal agents in addition to those already referred by local and state law enforcement and child welfare agencies, we recognize the need to continue extending partnerships with federal law enforcement and criminal justice partners like the FBI and Homeland Security.

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 shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    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

  • 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 aim to collect feedback from as many people we serve as possible, 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, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


National Children's Alliance, Inc.

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


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Connect with nonprofit leaders


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  • 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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National Children's Alliance, Inc.

Board of directors
as of 07/07/2023
SOURCE: Self-reported by organization
Board co-chair

Henry Shiembob

JP Morgan Chase

Term: 2022 - 2022

Board co-chair

Jeffrey Noto


Term: 2022 - 2022

Ernestine Briggs-King, PhD

Duke Health

Lou Ann Red Corn, J.D.

Fayette Commonwealth Attorney

Char Rivette

Chicago CAC

Channing Petrak, M.D.

Pediatric Specialist, Peoria, IL

Uma Ahluwalia, MSW

Health Management Associates

Jerry Dunn, PhD

CAC of Greater St. Louis

Karen Hangartner

Southern Regional Child Advocacy Center

Deana Joy

CAC's of North Carolina

Joseph Laramie

National Criminal Justice Training Institute

Vickie Melvin, MSW

Philadelphia Children's Alliance

Jeff Rich

Plano, TX Police Department

Charles Wilson

Chadwick Center

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? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 11/1/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity

Race & ethnicity

No data

Gender identity

No data


No data

Sexual orientation

No data


No data

Equity strategies

Last updated: 09/13/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • 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 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 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.