PLATINUM2023

Child Care Aware of America

The nation's leading voice for child care.

Arlington, VA   |  http://www.childcareaware.org
GuideStar Charity Check

Child Care Aware of America

EIN: 94-3060756


Mission

We advance a child care system that effectively serves all children and families. Our work is strengthened by a national network of child care resource and referral agencies and diverse members and partners.

Ruling year info

1988

Chief Executive Officer

Ms. Susan Gale Perry

Main address

1515 North Courthouse Road, 3rd Floor

Arlington, VA 22201 USA

Show more contact info

Formerly known as

NACCRRA

EIN

94-3060756

Subject area info

Equal opportunity in education

Early childhood education

Public policy

Child care

Child development

Population served info

Children

Families

Caregivers

At-risk youth

People with disabilities

Show more populations served

NTEE code info

Child Day Care (P33)

Kindergarten, Nursery Schools, Preschool, Early Admissions (B21)

Community Improvement, Capacity Building N.E.C. (S99)

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

Blog

What we aim to solve

SOURCE: Self-reported by organization

High-quality child care contributes to children’s health and well-being, family stability and stronger communities. Yet, decades of underinvestment have resulted in a child care system that is not working for too many of our nation’s children and families. With the average price of full-time care for two children exceeding that of housing and other necessities, many families are unable to locate or afford the quality care they need. This forces many parents, disproportionately women, out of the labor force. Child care providers doing the difficult work of caring for our children are unable to support themselves on unlivable wages averaging $13.22/hour. Employers struggle to recruit and retain workers due to gaps in the child care system. Most importantly, children who could flourish under quality care, particularly children of color and children from economically disadvantaged households, are falling behind on the early educational experiences critical to their growth and development.

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 Care Aware of America

CCAoA is the nation’s leader in advancing comprehensive and inclusive policies, practices and solutions for child care. As a national membership organization of state and local Child Care Resource and Referral (CCR&R) agencies and other community partners, CCAoA leads projects that increase the quality and availability of child care, conducts research and advocates for child care policies that foster equity and improve the lives of all children and families.

In addition to our national CCR&R network, CCAoA has direct lines of collaboration across the full array of child care stakeholders, including families, providers and state system leaders. CCAoA's rare and close connections to on-the-ground voices, combined with our rich data sets and policy analysis capabilities, enables us to:
- Amplify the expertise and stories of providers and families;
- Develop bold policy, practice and service solutions for early care and education; and
- Be a driving force for equitable change.

Population(s) Served
Caregivers
Parents
Social and economic status
Work status and occupations
Health

Where we work

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 website pageviews

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

Output - describing our activities and reach

Direction of Success

Increasing

Number of activities completed by advocates with support from CCAoA.

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

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Advocate activities that push for increased investment to provide access to high-quality, culturally responsive and inclusive child care that prioritizes the whole child experience.

Number of requests for advocate products or information, including downloads or page views of online material

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

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Engagements with CCAoA research and data reports and products centered in family, child care provider and community experiences.

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

Increasing

Context Notes

Monthly average number of organizational members.

Total number of advocates.

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

Output - describing our activities and reach

Direction of Success

Increasing

Number of referrals to resources offered

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

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of touchpoints (online and indirect sources) from families and communities with resources that promote child care quality standards and unlock access.

Number of families and community members receiving direct services from CCAoA.

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

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

As a membership organization, CCAoA primarily equips local and state intermediaries in their own direct reach to families & community members; we also offer direct services to these populations.

Number of training events conducted

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

Output - describing our activities and reach

Direction of Success

Increasing

Number of media citations of advocate research or products

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

Output - describing our activities and reach

Direction of Success

Increasing

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

CCAoA’s strategic goals, as outlined in our 2023-2025 strategic plan, are as follows:
1. Advance policies that demand quality child care for all.
2. Influence and architect the national infrastructure that delivers quality, affordable child care.
3. Deliver innovative thought leadership that transforms the child care field.
4. Strengthen human capital and organizational excellence.

To advance our 2023-2025 strategic goal to advance policies that demand quality child care for all, CCAoA will:
- Advocate for public and private investment to ensure families have access to high-quality, culturally responsive and inclusive child care that centers the whole child experience.
- Mobilize and grow advocacy networks that elevate the voices of communities that are routinely marginalized and underserved.
- Champion policies that equitably compensate and respect the child care workforce and profession.
- Implement quality standards, backed by research and data, that honor family voices as experts and leaders on the needs of their children and families.

To advance our goal to influence and architect the national infrastructure that delivers quality, affordable child care, CCAoA will:
- Be the national voice of collective knowledge, learning and training that facilitates child care systems building.
- Position Child Care Resource and Referral (CCR&R) agencies as a collective force, cooperating to provide data, expertise and programming that families, providers, communities and governments can rely on.
- Increase offerings and experiences, grounded in diversity, equity and inclusion, that build the capacity and competency of organizations and leaders who deliver child care services.
- Expand human-centered products, services, tailored tools and technology systems that advance the child care industry’s societal, economic and digital needs.

To advance our goal to deliver innovative thought leadership that transforms the field, CCAoA will:
- Prioritize quality, innovative and comprehensive research and data collection that is centered in family, child care provider and community experiences.
- Activate and implement policy, practice and research solutions from our findings that dismantle barriers to child care equity.
- Forge strategic partnerships to influence and innovate child care solutions and share a vision for the future.
- Expand our role as a lead expert and authority on the design, implementation and evaluation of child care systems – including military, state systems, education and health and human services.

To meet our goal to strengthen human capital and organizational excellence, CCAoA will:
- Continue to be a Great Place to Work, where diversity and inclusion are celebrated and where staff are respected, well-trained and equitably compensated.
- Improve internal processes, resources and systems by investing in human-centered delivery.
- Strengthen organizational equity through internal alignment and collaboration among individuals and teams.

CCAoA is the national leader in building capacity, elevating needs, empowering advocates and advancing solutions towards a child care system that works for all children and families.

CCAoA is the only national organization that focuses on engaging and supporting the full diversity of voices and lived experiences of all child care professionals and families who utilize this care, in all settings where child care occurs and at all levels of the child care system. As a nonprofit membership organization, CCAoA is a thought leader and convener for the nation’s 500+ state and local CCR&R agencies in 47 states, D.C. and Puerto Rico, child care providers, national and community-based nonprofits, government agencies and other child-serving professionals. CCR&Rs are community-based resource hubs that help families access high-quality, affordable care and build the supply of quality of care in their communities.

 CCAoA’s national membership network, military programs and expertise at the nexus of child care policy, practice and research uniquely position the organization to efficiently and effectively lead the child care system in applying evidence-based practices and advancing data-driven policy solutions to improve equity outcomes. It’s through these deep connections with our members, partners and stakeholders at the local, state and national levels that we can access data, identify and scale effective practices and understand what is necessary to effect equitable policy change. CCAoA has deep expertise and proven capacity to advance research-based child care policies, resources and practices that are equity-driven, community-focused, family-engaged and child-centered. We translate best practices from our research and policy work into resources, trainings, technical assistance and other capacity-building tools that can be easily understood and implemented by CCR&Rs and professionals in the field to improve equity outcomes for children and families.

For nearly 35 years, CCAoA has led the field in policy, practice and research that advance positive outcomes for children, families and communities. In 2022 alone, our advocacy network of more than 20,000 individuals shared over 12,000 messages with lawmakers in support of child care. During our 2022 Advocacy Day, advocates met with 80+ Congressional offices from 29 states to discuss the impact of pandemic relief funding and importance of continued federal investments in child care.

With guidance from CCAoA, our state organization partners have a history of securing additional state-level public funding for child care, increased reimbursement rates for providers and sweeping improvements to health and safety requirements. Examples of such state-level victories include Nathan’s Law in Missouri (2019:HB2097), Addison’s Law in North Dakota (2015:HB1247) and Lexie’s Law in Kansas (2009:HB2356).

CCAoA is a critical information pipeline that connects individuals with community-based resources that support access to high-quality child care. Through services such as our National Consumer Hotline, CCAoA facilitated such connections through nearly 582,000 touchpoints in 2022. CCAoA has served as the sole private third-party administrator of the U.S. military’s fee assistance programs since 2004. Through our military programs, CCAoA has supported over 10 million families and created a network of quality child care providers in all 50 states.

In addition, CCAoA leads capacity-building and professional development efforts to strengthen the practices of child care systems, organizations and professionals. In 2022, these efforts impacted nearly 90,000 recipients. We dedicated approximately $2 million in subgrants to CCR&Rs and other intermediaries to learn and implement effective best-practices in their communities.

CCAoA’s research identifies gaps and inequities as well as success stories and innovations that can inform policy decisions and practices in the field. Our annual U.S. and the High Price of Child Care report was the first to identify that the cost of center-based child care was unaffordable across the nation, exceeding the annual cost of college tuition in all 50 states and D.C. Since 2006, our Child Care Landscape Analysis has served as the only annual report of its kind to detail state-by-state child care supply and capacity, quality rating and improvement systems and CCR&R services.

Finally, CCAoA is committed to nurturing an equitable and thriving organizational culture equipped to deploy quality programs and thought leadership. This commitment is evidenced by our Great Place to Work® Certifications in 2021-22 and 2023-24.

CCAoA is building upon this impact through goals and strategies as part of our 2023-2025 strategic plan. This plan expands our ability to advance our mission and deepen our commitment to focus on the lived experience of families struggling to access high-quality, affordable and accessible child care.

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.
  • Who are the people you serve with your mission?

    Children, families, child care providers and operators, industry experts and professionals in early learning, system leaders and policymakers.

  • 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?

    We've recently created a Center for Excellence that employs a human-centered design approach to continually enhance our services based on feedback received.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, 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 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback

Revenue vs. expenses:  breakdown

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

Liquidity in 2021 info

SOURCE: IRS Form 990

1.45

Average of 1.70 over 10 years

Months of cash in 2021 info

SOURCE: IRS Form 990

14

Average of 2.9 over 10 years

Fringe rate in 2021 info

SOURCE: IRS Form 990

23%

Average of 25% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info

Child Care Aware of America

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data

Child Care Aware of America

Balance sheet

Fiscal Year: Oct 01 - Sep 30

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

Child Care Aware of America

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990

This snapshot of Child Care Aware of America’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.

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Business model indicators

Profitability info 2017 2018 2019 2020 2021
Unrestricted surplus (deficit) before depreciation $1,290,642 -$1,968,278 $620,334 $1,009,063 $2,005,068
As % of expenses 1.0% -1.4% 0.4% 0.9% 8.4%
Unrestricted surplus (deficit) after depreciation $1,000,329 -$2,295,088 $360,704 $782,933 $1,865,306
As % of expenses 0.8% -1.6% 0.3% 0.7% 7.8%
Revenue composition info
Total revenue (unrestricted & restricted) $125,803,531 $137,266,337 $142,543,407 $114,886,191 $25,195,025
Total revenue, % change over prior year 70.6% 9.1% 3.8% -19.4% -78.1%
Program services revenue 95.9% 96.9% 96.9% 95.8% 83.2%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.1% 0.1% 0.2%
Government grants 0.4% 0.3% 0.0% 0.9% 0.2%
All other grants and contributions 3.7% 2.8% 2.9% 2.9% 15.5%
Other revenue 0.0% 0.0% 0.1% 0.3% 0.9%
Expense composition info
Total expenses before depreciation $124,849,294 $139,462,817 $141,787,218 $113,956,393 $23,856,627
Total expenses, % change over prior year 70.3% 11.7% 1.7% -19.6% -79.1%
Personnel 14.0% 14.2% 13.1% 15.0% 76.4%
Professional fees 2.0% 1.4% 0.8% 1.5% 5.5%
Occupancy 0.9% 0.8% 0.8% 1.0% 4.9%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 78.9% 80.1% 82.6% 79.5% 2.3%
All other expenses 4.2% 3.4% 2.7% 2.9% 10.9%
Full cost components (estimated) info 2017 2018 2019 2020 2021
Total expenses (after depreciation) $125,139,607 $139,789,627 $142,046,848 $114,182,523 $23,996,389
One month of savings $10,404,108 $11,621,901 $11,815,602 $9,496,366 $1,988,052
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $764,001
Total full costs (estimated) $135,543,715 $151,411,528 $153,862,450 $123,678,889 $26,748,442

Capital structure indicators

Liquidity info 2017 2018 2019 2020 2021
Months of cash 1.2 1.4 1.3 3.7 14.0
Months of cash and investments 1.5 1.6 1.5 4.0 15.8
Months of estimated liquid unrestricted net assets 1.0 0.8 0.8 1.1 5.9
Balance sheet composition info 2017 2018 2019 2020 2021
Cash $13,000,463 $16,493,046 $15,395,728 $35,056,444 $27,862,200
Investments $2,280,260 $2,508,448 $2,533,092 $2,711,432 $3,464,336
Receivables $32,809,185 $16,583,213 $20,595,960 $12,901,341 $3,446,409
Gross land, buildings, equipment (LBE) $1,544,776 $1,572,643 $1,572,643 $1,579,520 $2,343,521
Accumulated depreciation (as a % of LBE) 40.0% 60.1% 76.6% 90.6% 67.0%
Liabilities (as a % of assets) 76.1% 74.2% 75.1% 79.4% 65.8%
Unrestricted net assets $11,784,077 $9,488,989 $9,849,693 $10,632,626 $12,497,932
Temporarily restricted net assets $0 $0 $0 N/A N/A
Permanently restricted net assets $0 $0 $0 N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $11,784,077 $9,488,989 $9,849,693 $10,632,626 $12,497,932

Key data checks

Key data checks info 2017 2018 2019 2020 2021
Material data errors No No No No No

Operations

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

Documents
Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Chief Executive Officer

Ms. Susan Gale Perry

Susan Gale Perry will be CCAoA’s next Chief Executive Officer beginning in Summer 2023. Perry is a nationally recognized early childhood and human services leader. She has served as Chief Deputy Secretary, Opportunity & Well-being, for the North Carolina Department of Health and Human Services since 2017. In this role, she oversees the Department’s Human Services portfolio which includes Early Care and Education, Public Policy, Communications, Government Affairs and Data Strategy. Previous leadership roles include Executive Director for the Delaware Office of Early Learning, founding Executive Director of the North Carolina Early Childhood Foundation, and Senior Director for Policy and Programs at The North Carolina Partnership for Children. Serving as CEO marks a return to CCAoA for Perry, who served as Deputy Executive Director from 2002-2010, when the organization was known as the National Association of Child Care Resource & Referral Agencies.

Number of employees

Source: IRS Form 990

Child Care Aware of America

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

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

Child Care Aware of America

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Child Care Aware of America

Board of directors
as of 05/15/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Renee Boynton-Jarrett Boynton-Jarrett

Boston University School of Medicine

Renee Boynton-Jarrett, M.D., Sc.D.

Boston Medical Center and Boston University School of Medicine

Laurie Tarpey, CPA

Public Interest Registry (PIR)

Dan Harris

Illinois Network of Child Care Resource and Referral Agencies (INCCRRA)

Stephanie Berglund

Thread

Kelvin Chan, Ph.D, MTS, MPH

Robin Hood Fund for Early Learning

Walter Gilliam, Ph.D.

Yale School of Medicine

Encarni Gallardo, MBA

Children’s Service Society, Utah

Fannie Glover

Early Care and Learning Council (ECLC)

Catherine Lester

Annie E. Casey Foundation

Junlei Li

Harvard Graduate School of Education

Robyn Lopez Melton

The Research Institute at Western Oregon University

Meredith Lozar, MHR, AFC®

United States Chamber of Commerce Foundation

Beverly Lynn, Ed.D.

Programs for Parents, Inc (PfP)

Steven McCullough

Communities In Schools

Patina Park

Tribal State Relations

Paula Neth

The Family Conservancy

Roxanne Tashjian

Monster

Barbara A. Thompson

Office of the Deputy Assistant Secretary of Defense for Military Community and Family Policy - Retired

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 5/15/2023

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

Leadership

No data

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 05/17/2021

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

Data
  • 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 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 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.

Contractors

Fiscal year ending
There are no fundraisers recorded for this organization.