Florence Crittenton Services, Inc.
Creating Better Tomorrows
Florence Crittenton Services, Inc.
EIN: 56-0577626
as of November 2023
as of November 13, 2023
Mission
We promote healing, hope, and empowerment through education and comprehensive physical and mental health services. Our focus is on maternal health and support for girls in foster care.
Ruling year
1941
CEO
Jada Charley
Main address
PO Box 36392
Charlotte, NC 28236 USA
Formerly known as
Florence Crittenton Home
EIN
56-0577626
Vocational education
Health care access
Prenatal care
Youth pregnancy prevention
Substance abuse treatment
Population served
Women and girls
Adolescent parents
Single parents
Foster and adoptive children
Ethnic and racial groups
NTEE code
Family Services (Adolescent Parents) (P45)
Foster Care (P32)
Children's and Youth Services (P30)
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
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Maternity Program
Our Maternity Program is a residential program helping pregnant girls and women who are living in crisis, and in need of a healthy and safe environment. We support women of any age through their pregnancy and up to delivery of their baby, ensuring they receive vital prenatal care and education.
Our goal is to ensure healthy mothers and the delivery of healthy babies, and to equip our mothers and their families to live independently.
Clients attend parenting and child-birth classes, have access to vocational and educational services, and receive nutritional, medical and healthcare support while having a safe place to live.
Sarah's House Mother-Child Residential Parenting Program
Florence Crittenton Services Sarah's House Residential Parenting Program was created to empower high-risk young mothers with child development, parenting, educational/vocational and life skills.
The purpose of the program is to keep foster care teen mothers and their children together in a safe, nurturing and supportive environment where the mother can acquire the knowledge and skills she needs to become an effective parent, as well as the skills necessary to promote her own self-esteem and self-sufficiency.
Prenatal Parenting Education Program (PPEP)
The Prenatal Parenting Education Program is a home visitation program offering aftercare services for former FCS maternity program clients living in Mecklenburg, Gaston, Cabarrus and Union Counties.
Where we work
Affiliations & memberships
Child Welfare League - Accredited Member 2009
Council of Accreditation of Child and Family Services, Inc. 2009
Carolina Maternity Home Association 2011
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of parents engaged in fewer acts of abuse and neglect of their children
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
96% of our past clients had no substantiated cases of child abuse or neglect after leaving our programs.
Number of foster youth who completed high school or equivalency
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of graduates enrolled in higher learning, university, or technical/vocational training
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of sexually active females receiving reproductive health services
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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 act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
2.76
Months of cash in 2022 info
21.7
Fringe rate in 2022 info
15%
Funding sources info
Assets & liabilities info
Financial data
Florence Crittenton Services, Inc.
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Florence Crittenton Services, Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
This snapshot of Florence Crittenton Services, Inc.’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 | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $112,981 | $241,798 | $130,472 | -$95,927 | $2,051,469 |
| As % of expenses | 6.3% | 14.8% | 7.4% | -5.4% | 101.4% |
| Unrestricted surplus (deficit) after depreciation | -$30,433 | $88,256 | -$16,495 | -$123,090 | $2,024,686 |
| As % of expenses | -1.6% | 4.9% | -0.9% | -6.8% | 98.8% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $3,003,770 | $1,742,326 | $1,668,351 | $2,385,421 | $5,668,770 |
| Total revenue, % change over prior year | 26.9% | -42.0% | -4.2% | 43.0% | 137.6% |
| Program services revenue | 0.1% | 0.1% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 1.4% | 2.6% | 3.0% | 2.5% | 1.2% |
| Government grants | 32.5% | 0.0% | 0.0% | 32.6% | 18.9% |
| All other grants and contributions | 66.0% | 97.3% | 97.2% | 81.0% | 75.0% |
| Other revenue | 0.0% | 0.0% | -0.2% | -16.1% | 4.9% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,781,797 | $1,637,953 | $1,773,145 | $1,775,197 | $2,023,268 |
| Total expenses, % change over prior year | -7.6% | -8.1% | 8.3% | 0.1% | 14.0% |
| Personnel | 76.2% | 74.2% | 74.0% | 71.6% | 69.6% |
| Professional fees | 2.5% | 2.4% | 5.0% | 2.9% | 3.5% |
| Occupancy | 0.0% | 0.0% | 0.0% | 2.8% | 3.7% |
| Interest | 0.3% | 0.2% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 21.0% | 23.2% | 20.9% | 22.6% | 23.1% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,925,211 | $1,791,495 | $1,920,112 | $1,802,360 | $2,050,051 |
| One month of savings | $148,483 | $136,496 | $147,762 | $147,933 | $168,606 |
| Debt principal payment | $104,925 | $107,391 | $45,657 | $0 | $0 |
| Fixed asset additions | $156,196 | $0 | $0 | $0 | $2,100,000 |
| Total full costs (estimated) | $2,334,815 | $2,035,382 | $2,113,531 | $1,950,293 | $4,318,657 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 5.9 | 3.4 | 3.5 | 4.0 | 21.7 |
| Months of cash and investments | 10.7 | 13.3 | 16.6 | 23.8 | 37.0 |
| Months of estimated liquid unrestricted net assets | 4.6 | 5.9 | 6.1 | 11.0 | 9.3 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $871,650 | $462,827 | $519,248 | $598,138 | $3,660,123 |
| Investments | $719,971 | $1,345,794 | $1,936,027 | $2,929,233 | $2,574,037 |
| Receivables | $890,478 | $632,959 | $104,526 | $891,483 | $1,171,472 |
| Gross land, buildings, equipment (LBE) | $4,006,732 | $4,009,923 | $3,997,605 | $187,875 | $2,287,875 |
| Accumulated depreciation (as a % of LBE) | 70.3% | 74.1% | 77.8% | 78.7% | 7.6% |
| Liabilities (as a % of assets) | 7.2% | 3.4% | 9.2% | 7.2% | 23.3% |
| Unrestricted net assets | $1,715,620 | $1,803,876 | $1,787,381 | $1,664,291 | $3,688,977 |
| Temporarily restricted net assets | $1,623,065 | $1,737,469 | N/A | N/A | N/A |
| Permanently restricted net assets | $240,385 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $1,863,450 | $1,737,469 | $1,502,203 | $2,674,263 | $3,764,851 |
| Total net assets | $3,579,070 | $3,541,345 | $3,289,584 | $4,338,554 | $7,453,828 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Jada Charley
Jada brings a wealth of experience and expertise to Crittenton, having worked as an attorney and advocate in education, business, victim’s rights, and nonprofit organizations. As a graduate of Emory University and Georgetown Law Center, Jada has used her skills as an attorney to litigate on behalf of indigent clients and serve victims of domestic and sexual violence while overseeing South Carolina-based nonprofits Project R.E.S.T. and Safe Passage, Inc. Her most recent experience as in-house counsel at the Insurance Institute for Business and Home Safety brings indispensable public policy expertise to Crittenton.
Number of employees
Source: IRS Form 990
Florence Crittenton Services, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Florence Crittenton Services, Inc.
Board of directorsas of 10/13/2023
Board of directors data
William (Bill) Ryans
Charlene Slaughter
No Affiliation; Community Advocate
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 10/13/2023GuideStar 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 ask team members to identify racial disparities in their programs and / or portfolios.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- 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.
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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