C24 7 Fathers Arms Ministries
C24 7 Fathers Arms Ministries
EIN: 81-3116501
as of September 2023
as of September 18, 2023
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
After-school Program
Our after-school program hosts 28 students coming predominantly from low-income households, who join our program starting an average of two grade levels below proficiency in reading and 1.5 grade levels below proficiency in math. However, 100% of our kids move to the next grade level at the end of each year, and over 75% have increased their reading and math scores on standardized tests. We added seven new participants for the 2017-2018 school year, and hosted our first ever summer program in 2017, serving 17 participants.
C24/7 seeks renewal in Rogers Park in two ways: By 1) standing outside the neighborhood and addressing systemic inequality, and 2) standing inside the neighborhood to live in solidarity with those who are affected by said inequality, attempting to negate the effects. Our After-School Program is an embodiment of the second way. The primary goal is to create an atmosphere which compensates for the effects of the outside world. When abandonment and mistrust persist outside our walls, we hold up a standard of relationship and love. When underfunded schools and social services fail to measure up, we pour tutoring and counseling into our students, and connect them to individually needed services. When financial hardships bite families, we make sure each child has healthy meals and the school supplies they need to be successful.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of students participating in private lessons
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents, Children, Infants and toddlers, Preteens
Related Program
After-school Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
After-school Program
a. Continue high rates of attendance
b. Communicate our theology better to students, and enhance the student faith
formation process
c. Implement Healthy Eating and Physical Activity Program (based on National
AfterSchool Association’s guidelines)
d. Better address Mental Health
e. Continue the establishment of a formal mentoring program
f. Increase the effectiveness of our mentoring program
g. Create Individualized Learning Plans for each student
h. Incorporate Search Institute’s Developmental Relationship Framework into staff
and mentoring relationships with students
i. Determine how to better measure and improve “student empowerment”
j. Provide necessary support for students and families doing remote learning
2.
3. Job Development Program
a. Host more job training students
b. Ensure no student is turned away due to external circumstances
c. Study and address relational barriers to employment
d. Increase the size of students’ network
e. Empower students to improve relationships with their friends, family, and
community
f. Formalize educational curriculum
g. Incorporate more trade-specific education
h. Implement the use of, and improve for each student, PEBS scoring
i. Increase job placement and job retention rates
By accomplishing these goals, as well as continuing our community outreach, we believe we will
realize our long-term goals:
● Higher rates of economic and spiritual empowerment for all of our constituents
● Increased household spending power, faith involvement, and civic engagement
● Restored community through lowered rates of prison and gang re-entry
● Improved academic success for our children
● Lowered rates of crime and violent activity
● A more empowered community inspired by faith in Jesus Christ
What are the organization's key strategies for making this happen?
After-school Program
The C24/7 After-school Program provides opportunities for elementary students who are
forgotten or ignored by other local programs, helping them learn, grow, and thrive in and out of
the classroom. We build relationships with students and their families, serve their immediate
needs in the form of food, childcare, clothes, and supplies, then walk with them on their way to
becoming empowered individuals.
Job Development Program
Most of our students have spent time in prison, a gang, or both, and face a severe lack of
opportunity. C24/7's Job Development Program, called Dreams, Visions, Work, provides spiritual
support and job training in order to connect men and women to work that taps into their unique
skills and God-given purpose. We do this through building relationships with local businesses,
teaching a proven, faith-based curriculum, and walking each step of the way with our students.
Community Outreach
Because we live and spend so much time in the community, we are always aware of the needs of
our neighbors. Most services and programs in our community don't get to know the individuals
they are serving, and fewer put in the time to build valuable relationships. Strong relationships
lead to strong change. We provide weekly men's and women's Bible studies, communal open
gym time, one-on-one counseling sessions, and street ministry to help our neighbors in the midst
of gang activity, violence, drug use, and more. During the Covid-19 pandemic, we started a food
pantry that serves 200+ people every other week. Ultimately, we work to make sure each person
knows they are loved and embraced by the arms of a loving father.
People Served
Our After-school program hosts 40 students coming predominantly from low-income
households, who join our program starting an average of two grade levels below proficiency in
reading and 1.5 grade levels below proficiency in math. However, 100% of our kids move to the
next grade level at the end of each year, and over 75% have increased their reading and math
scores on standardized tests. We are at full capacity, given our limited capacity, and have to hold
a waitlist. Our Summer Program hosts an average of 25 students each year.
Roughly half of our community outreach connects with men and women with little or no
education background, predominantly from our high-risk, low-income neighborhood. The
amount of relationships we’ve built in the community keeps growing, reaching into the
thousands. Our job development program has grown even stronger in 2021, as we have begun
hiring members of the community for project-based jobs and internships while they go through
our curriculum. We’ve also started a Summer Youth Work Program, hiring several high school
students for internships while they complete our job training program.
Since COVID, we have doubled our reach in our community. We have been able to provide a
bi-weekly, free store for our community members. They receive household goods and food for
the
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
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 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 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 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
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
85.68
Months of cash in 2022 info
29.7
Fringe rate in 2022 info
9%
Funding sources info
Assets & liabilities info
Financial data
C24 7 Fathers Arms Ministries
Balance sheetFiscal Year: Sep 01 - Aug 31
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: Sep 01 - Aug 31
This snapshot of C24 7 Fathers Arms Ministries’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 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $36,479 | $72,023 | $240,498 | $430,990 |
As % of expenses | 21.5% | 25.3% | 69.0% | 99.0% |
Unrestricted surplus (deficit) after depreciation | $36,479 | $71,747 | $239,631 | $430,179 |
As % of expenses | 21.5% | 25.2% | 68.6% | 98.6% |
Revenue composition info | ||||
---|---|---|---|---|
Total revenue (unrestricted & restricted) | $487,541 | $659,861 | $780,329 | $795,157 |
Total revenue, % change over prior year | 0.0% | 35.3% | 18.3% | 1.9% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.6% | 2.2% | 2.9% |
All other grants and contributions | 100.0% | 99.4% | 97.8% | 97.2% |
Other revenue | 0.0% | 0.0% | 0.0% | -0.2% |
Expense composition info | ||||
---|---|---|---|---|
Total expenses before depreciation | $169,967 | $284,961 | $348,673 | $435,291 |
Total expenses, % change over prior year | 0.0% | 67.7% | 22.4% | 24.8% |
Personnel | 77.6% | 48.5% | 46.2% | 40.8% |
Professional fees | 1.1% | 6.8% | 5.5% | 4.0% |
Occupancy | 1.5% | 0.9% | 1.1% | 1.6% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 19.7% | 43.8% | 47.1% | 53.6% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|
Total expenses (after depreciation) | $169,967 | $285,237 | $349,540 | $436,102 |
One month of savings | $14,164 | $23,747 | $29,056 | $36,274 |
Debt principal payment | $0 | $0 | $0 | $23,400 |
Fixed asset additions | $0 | $4,334 | $0 | $428,395 |
Total full costs (estimated) | $184,131 | $313,318 | $378,596 | $924,171 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|
Months of cash | 21.8 | 29.5 | 40.2 | 29.7 |
Months of cash and investments | 21.8 | 29.5 | 40.2 | 29.7 |
Months of estimated liquid unrestricted net assets | 4.0 | 5.4 | 12.7 | 10.1 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|
Cash | $308,706 | $701,267 | $1,166,789 | $1,078,106 |
Investments | $0 | $0 | $0 | $0 |
Receivables | $58,157 | $2,223 | $2,241 | $9,805 |
Gross land, buildings, equipment (LBE) | $0 | $4,334 | $4,334 | $432,283 |
Accumulated depreciation (as a % of LBE) | 0.0% | 6.4% | 26.4% | 0.3% |
Liabilities (as a % of assets) | 0.1% | 2.6% | 2.2% | 0.8% |
Unrestricted net assets | $57,216 | $128,963 | $368,594 | $798,773 |
Temporarily restricted net assets | $309,100 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A |
Total restricted net assets | $309,100 | $611,977 | $803,135 | $732,011 |
Total net assets | $366,316 | $740,940 | $1,171,729 | $1,530,784 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|
Material data errors | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mr. James Crockett
Father’s Arms Ministries was created by Natalie and James Crockett. James grew up on the South Side of Chicago, and from an early age missed having a central father figure in his life. He spent his formative years in and out of gang activity and prison, only to end up accepting the overwhelming power of God’s father-like love at the age of 19. Ever since, he has been passionate about living out the love of God and acting as a father figure to a neighborhood desperately in need of one. Our organization was born out of his passion. Because of the hard work of our four staff members and countless stakeholders, we were awarded 501(c)(3) status as of April 14, 2017.
Number of employees
Source: IRS Form 990
C24 7 Fathers Arms Ministries
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
C24 7 Fathers Arms Ministries
Board of directorsas of 02/25/2022
Board of directors data
Tim Nealt
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: