Reverend Charlie E and Cinderella S Taylor Sr Foundation


GuideStar Charity Check

Reverend Charlie E and Cinderella S Taylor Sr Foundation

EIN: 01-0872212


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 and leveraging ChaplainCare to accelerate the flourishing of individuals and organizations by strengthening faith, leadership, and learning throughout the workforce.

Notes from the nonprofit

In November 2021, the Reverend Charlie E and Cinderella S Taylor Sr Foundation made the conscious decision to expand its outreach ministry to offer chaplaincy services, spiritual leadership development, and post-secondary training to benefit the workforce. On April 14, 2022, The Foundation established ChaplainCare LLC (the Company) with the 501(c)(3) as the single-member of the nonprofit limited liability company to transact any and all lawful activities for which limited liability companies may be organized under Section 4A-101 of the Act as approved by the Member; provided, however, all such activities shall be for the exclusive benefit of the Member and shall be consistent with the Member’s status as an organization described in Code (as defined below) Section 501(c)(3) and exempt from federal income tax under Code Section 501(a). The Company’s mission is to strengthen faith, leadership, and learning throughout the workforce.

Ruling year info




Main address

5885 Airline Rd #445


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Formerly known as

Reverend Charlie E and Cinderella S Taylor Sr Foundation


ChaplainCare LLC



Subject area info



Mental health care

Mental and behavioral disorders


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Population served info

Age groups

Ethnic and racial groups

Religious groups

Social and economic status


Show more populations served

NTEE code info

Scholarships, Student Financial Aid, Awards (B82)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms


What we aim to solve

SOURCE: Self-reported by organization

ChaplainCare -As HR, EAP, and DEI/B seek to keep the workforce healthy and productive, faith-friendly businesses in alignment with their ESG integrate spiritual direction to accelerate the flourishing of employees, their families, and the company. -Your tax-deductible gifts to ChaplainCare ensure that all employees in smaller faith-friendly companies have access to life-transforming professional chaplaincy programs and services benefits that the top Fortune 500 companies -Increase the number of underrepresented STEM scholars required to meet the need for 1 million more STEM professionals in the workforce by 2025. Creating clear, affordable, and accessible pathways for adults in the workforce to earn post-secondary education requires upskilling credentials for family-sustaining careers. 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.

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?


ChaplainCare is a wholly-owned nonprofit limited liability company subsidiary of the Reverend Charlie E and Cinderella S Taylor Sr Foundation, a 501(c)(3) organization. Your donations given directly to ChaplainCare constitute a charitable contribution under Internal Revenue Code §170 because the IRS treats your gifts as a contribution to its 501(c)(3) federal tax-exempt parent Foundation.

-Because of you, people are changing the trajectory of their lives as they strengthen their faith, leadership, and learning by leveraging ChaplainCare’s personal and professional development, spiritual resilience, and wellness programs and services.

-Your tax-deductible gifts to ChaplainCare ensure all employees in smaller faith-friendly companies have access to life-transforming benefits that the top Fortune 500 companies and the military offer their people.

Population(s) Served
Work status and occupations
Ethnic and racial groups
Religious groups
Economically disadvantaged people

The purpose of this Veteran-led cause is to give others the same opportunities that we have had and to help society meet the urgent demand for cultivating young diverse leaders’ development of cognitive skills to serve effectively in their chosen careers.

Thanks to your philanthropic spirit and that of all Veterans, their families, and friends, this endowment funds merit and needs-based undergraduate scholarships for current and future generations of leaders of character, especially those from traditionally underrepresented and underserved communities who personify honor, leadership, and effort.


Population(s) Served

Collaborating with educational institutions and businesses forms diversity, equity, inclusion, and accessibility partnerships to create innovative pathways to inspire people to learn, grow and thrive while accelerating each state’s ambitious 60% postsecondary educational attainment goals.

The CCTaylorFoundation-ChaplainCare looks for young people who demonstrate dedication to their faith, academic excellence, and community services. Thanks to your generous gifts, the CCTaylorFoundation-ChaplainCare offers the following scholarships:

1) The John L. “Coach” Taylor Achievement Award

2) The Sunshine Shehee Payne Scholarship

3) The Judith Woolley-McKevitt Scholarship

4) The Diane Williams Gray and Katherine C. Williams Educational Scholarship

APPLICATION MUST BE RECEIVED BY MARCH 31st. Scholarships are pro-rated and sent directly to the university/college/seminary.

Visit the website for more information:

Population(s) Served
Children and youth
Ethnic and racial groups
Economically disadvantaged people
Immigrants and migrants

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

Faith Communities are facing critical leadership shortages, with three times more leaders over 65 than under 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 partners with seminaries to provide merit and need-based tuition assistance grants to assist diverse populations of low-and-moderate-income faith group leaders serving small remote rural communities of faith. 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
Economically disadvantaged people
Young adults
Ethnic and racial groups

Impact donors show compassion in meeting basic human needs in emergency relief for any person or group 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. An estimated 30–40 million people in America are 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 widened gaps in wages, transportation, employment, access to quality health care, housing stability, food security, technology, education equity, social justice, and more.

Population(s) Served
Ethnic and racial groups
Economically disadvantaged people
Victims and oppressed people
Emergency responders

Where we work

Affiliations & memberships


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


Type of Metric

Context - describing the issue we work on

Direction of Success


Context Notes

The Foundation focused on expanding its capabilities, competencies, and capacity through ChaplainCare, which invests a minimum of 10% of its gross revenue into 2022 K-12 and Postsecondary education.

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


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


Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

The number of Title I eligible K-3 Primary School students in the Holly Springs Mississippi School District. In 2023, we intend to establish afterschool programs for them.

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


Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

In 2023, one 1-scholar is Vocational Technical, and 10-are seminarians at Asbury Theological Seminary are graduating.

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

All Veterans Care Endowed Scholarship

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Context Notes

The 2022 Ministerial Tuition Assistance Awards includes a matching fund challenge from Asbury Theological Seminary, student scholarship investment

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


Type of Metric

Context - describing the issue we work on

Direction of Success


Context Notes

We plan to cultivate this critical area more and steward it in 2023.

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 2025, 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 2025, 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 2030, attract and clinically trained to accredited CPE board certification standards a minimum of 75 master degree level practitioners serving multifaceted communities.

AMBITIOUS YET ACHIEVABLE GOAL 4: By 2030, contribute to 60% nation's state-by-state regional goal for the current population ages 24 to 64 to have a real opportunity to learn, grow, and thrive. According to the Lumina Foundation, "The United States faces an urgent and growing need for talent. Many more people of all races, ethnicities, ages, and income levels will need college degrees, certificates, industry certifications, and other credentials of value to join or remain in the middle class."

AMBITIOUS YET ACHIEVABLE GOAL 5: By 2023, leverage ChaplainCare to foster a culture for high-impact philanthropists working together to solve today’s challenges and improve the quality of life of future generations by strengthening faith, leadership, and learning throughout and beyond the workforce.

In a radical collaborative corporate and educational institution collaborative partnership, Reverend Charlie E and Cinderella S Taylor Sr Foundation envisions expanding educational opportunities to close equity gaps.

STRATEGY 1: Support faith, leadership development, and life-long learning in Faith-friendly workplaces by providing ChaplainCare resilience programs and services that focus on individual and organizational purpose; fostering psychological safety, belonging, and trust; resilience and well-being where faith and mental health intersect; human-centered responsible leadership; navigating differences with respect for those holding opposing worldviews; and enabling organizational core values and corporate citizenship beginning in 2022.

STRATEGY 2: By 2023, strengthen by 20% the endowment for our undergraduate scholarships, a crucial tool for bringing enthusiastic high school graduating seniors into accredited colleges, universities, and technical training programs to fill some of the STEM job vacancies.

STRATEGY 3: Sustaining the Marjean Taylor Myatt 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 4: Supporting distance learning degree programs at accredited theological education Institutions for faith leaders who are embarking on the first five years of ministry.

STRATEGY 5: Leverage Asbury Theological School’s robust Master's Degree pathway in four areas: Ministry, Leadership, Intercultural Studies (specializing in workplace chaplaincy), and Divinity.

STRATEGY 7: Promoting Asbury Theological Seminary’s non-degree Certification in Leadership, Ministry, and Intercultural Studies for seasoned pastors, laity, and future workplace chaplains. Courses strengthen their pastoral leadership while providing CPU academic credit towards a postgraduate degree in theology.

STRATEGY 8: Setting up pathways for workplace chaplains to earn 6 units of Clinical Pastoral Education Speciality for clergy and laity with an accredited Master's Degree.

STRATEGY 9: Holding meaningful conversations, cultivate, steward, and thank entrepreneurs who mentor our students.

STRATEGY 10: Integrating Financial Freedom Principles and Practices in the mentoring continuum for 21st Century Community Learning Center family programs.

STRATEGY 11: Establishing collaborative partnerships with other non-profits and Community Development Corporations whose vision, mission, and values align with ours 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 in corporate, industry and the armed forces, and nonprofit 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 family sustaining career in one of the S.T.E.A.M. sectors.

2. SHARED MINDSET. Two of the top things the Foundation wants to be known for in the future are to be the chaplain provider of choice for workforce spiritual wellness and resilience and 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 is graduating in 2023.

3. INNOVATION. To extend its reach, the Foundation will leverage ChaplainCare LLC's distance learning infrastructure to increase access to affordable Clinical Pastoral Specialty training and education for practitioners throughout the United States. This platform will enable us to attract and clinically train more clergy and laity in remote rural settings who otherwise might not have the opportunity to 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 in underserved minority communities.

5. COLLABORATION. The Foundation engages in process improvement by sharing resources, services, and technologies with strategic corporate responsibility and sustainability 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 are moving the needle:

Since our founding in 2006, 33% of 503 academically qualified applicants with exceptional financial needs have received a CC Taylor Foundation scholarship.

99% of the 167 undergraduate recipients have earned or are in the process of obtaining their accredited bachelor-level degree or vocational-technical education certifications 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 earn a master's or professional degree.

100% of our cohort co-sponsored seminarians are graduating student loan debt free while giving back by serving historically disadvantaged populations and unserved communities.

Partners’ strategic gifts of Time, Talents, and Treasures assisted with 27-Good Samaritan Outreach Ministries in addressing basic human requirements of children living in families with food, clean water, housing, healthcare, and employment insecurity helping disabled veterans or surviving family members with medical care and support.

Our collaborative partnership with Asbury Theological Seminary is in its third year of matching in-kind tuition assistance grants and scholarships for faith formation, leadership development, and lifelong learning.


Accelerating the flourishing of companies and the people they employ.

Establishing a Corporate Matching Gift Program, an All Veterans Care Endowment, and a Legacy Giving Program for long-term mission impact.

Sustain and grow the number of people and causes served through diverse Corporate Social Responsibility and Sustainability Partnerships.

Incorporate ChaplainCare Chaplaincy Curriculum that leads to Academic Credits at accredited theological seminaries.

Explore pathways for chaplains to earn nationally recognized workplace chaplaincy education and consulting credentials.

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?

    ChaplainCare strengthens faith, leadership, and learning throughout the workforce. CC Taylor Foundation is the corporate social responsibility arm, and it focuses on transforming the lives of the underrepresented, underserved, and under-sourced individuals, communities, and smaller non-profits.

  • 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?

    Established a formal operating agreement between the Foundation and ChaplainCare, its wholly-owned subsidiary nonprofit limited liability company. Update Bylaws to reflect the expansion and diversification of the Board of Trustees/Directors. Engaging in discussions regarding the need to do more with the Mentoring Continuum of recipients to include equipping them to become entrepreneurs.

  • 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

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Reverend Charlie E and Cinderella S Taylor Sr Foundation
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2020 info

SOURCE: IRS Form 990

Average of 0.00 over 9 years

Months of cash in 2020 info

SOURCE: IRS Form 990

Average of 15.2 over 9 years

Fringe rate in 2020 info

SOURCE: IRS Form 990


Average of 0% over 9 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info

Reverend Charlie E and Cinderella S Taylor Sr Foundation

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data

Reverend Charlie E and Cinderella S Taylor Sr Foundation

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Reverend Charlie E and Cinderella S Taylor Sr Foundation

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990

This snapshot of Reverend Charlie E and Cinderella S Taylor Sr Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2012
Unrestricted surplus (deficit) before depreciation $39,418
As % of expenses 216.3%
Unrestricted surplus (deficit) after depreciation $39,418
As % of expenses 216.3%
Revenue composition info
Total revenue (unrestricted & restricted) $31,770
Total revenue, % change over prior year 0.0%
Program services revenue 0.0%
Membership dues 0.0%
Investment income 20.4%
Government grants 0.0%
All other grants and contributions 80.9%
Other revenue -1.3%
Expense composition info
Total expenses before depreciation $18,224
Total expenses, % change over prior year 0.0%
Personnel 0.0%
Professional fees 0.0%
Occupancy 0.0%
Interest 0.0%
Pass-through 59.0%
All other expenses 41.0%
Full cost components (estimated) info 2012
Total expenses (after depreciation) $18,224
One month of savings $1,519
Debt principal payment $0
Fixed asset additions $0
Total full costs (estimated) $19,743

Capital structure indicators

Liquidity info 2012
Months of cash 136.6
Months of cash and investments 136.6
Months of estimated liquid unrestricted net assets 136.6
Balance sheet composition info 2012
Cash $207,439
Investments $0
Receivables $0
Gross land, buildings, equipment (LBE) $0
Accumulated depreciation (as a % of LBE) 0.0%
Liabilities (as a % of assets) 0.0%
Unrestricted net assets $0
Temporarily restricted net assets $0
Permanently restricted net assets $0
Total restricted net assets $0
Total net assets $207,439

Key data checks

Key data checks info 2012
Material data errors No


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



Attorney Shirley C. Byers currently serves as the Board Chairperson and is a loyal supporter of the CC Taylor Foundation and ChaplainCare (the wholly owned non-profit limited liability company, a subsidiary of the Foundation). She is an attorney in Marshall County, Mississippi, and serves as a Judicial Council Member of the Christian Methodist Episcopal Church. She received a Juris Doctor from the University of Mississippi Law Center in University, Mississippi, a master's degree in Public Administration with a specialization in Finance from the University of Mississippi, and a Bachelor of Arts Degree in Economics from Tugaloo College in Tugaloo, Mississippi.

Number of employees

Source: IRS Form 990

Reverend Charlie E and Cinderella S Taylor Sr Foundation

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Reverend Charlie E and Cinderella S Taylor Sr Foundation

Board of directors
as of 02/01/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair



Term: 2022 - 2025


Co-Founder ChaplainCare LLC. The Reformed Church in America, Ecclesiastical Endorsing Agent. He endorses chaplains in health care, industrial, corporate, military, college, public safety, and correctional organizations throughout and beyond the United States.


Vice President | Director, Jewish Welfare Board Jewish Chaplains Council® Heads JWB Jewish Chaplains Council® and JCC Association Armed Forces and Veterans Services Committee


President and CEO of Aphorozein Global Enterprise LLC, Counseling & Consulting Agency


In the Nonprofit sector, he served as President of the Seacoast Entertainment Association, Director of Peace Health/Peace Harbor Medical Center Foundation Board, and Chaplain of Post 3232 Veterans of Foreign Wars.


President. Memphis Masterworks, LLC


Currently serving on the Board of SII, Inc., USNA Foundation Athletic and Scholarship Program. Joe is the President of Leidig Consulting Group, LLC., and Retired Vice-Admiral, United States Navy


Vice president, Walmart Inc., and Retired Vice-Admiral, United States Navy

Charlie E. Taylor, Jr

CCTF-ChaplainCare LLC, Founder. Charlie is a retired Marshall County Schools Transportation Division supervisor, and an entrepreneur.

George R. Taylor

CCTF-ChaplainCare LLC, Founder. East Mississippi Community College Professor of Mathematics, and Senior Pastor, New Prospect Missionary Baptist Church.

Otha L. Taylor

CCTF-ChaplainCare LLC, Founder. Retired from The University of Michigan Facilities and Operations: Logistics, Transportation, and Parking. He is an entrepreneurial businessman.

Rubye E. Taylor-Poole

CCTF-ChaplainCare LLC. Founder and life member of the Reverend Charlie E and Cinderella S Taylor Sr Foundation

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 2/1/2023

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
Black/African American
Gender identity
Sexual orientation
Decline to state
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


Equity strategies

Last updated: 11/25/2020

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 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.