Childrens Community School


aka Children's Community School   |   Waterbury, CT   |

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Childrens Community School

EIN: 06-1000761


Children's Community School as an independent, non-profit institution, lays the foundation for students of an urban community to achieve educational success by offering a robust curriculum and unique experiences, by developing their individual character, and by cultivating strong family involvement.

Notes from the nonprofit

CHILDREN'S 3-13 YEARS OF AGE Pre K - 8 163 CHILDREN attend Each student is A Smiling Face A Friend A Name who has A Future High % are food insecure: all qualify for free breakfast, lunch, fruit, snacks Many face personal challenges that are understood by counsellors and staff ALL HAVE GREAT POTENTIAL, INDIVIDUALIZED TALENTS & PERSONALITIES COMMUNITY Students looking out for each other a good example set for those younger Involved Parents and other Family members helping in so many ways Motivated Teachers and Assistants Principal Staff Cooks Custodial Dedicated Donors, Volunteers, Mentors Tutors Musicians Instructors Neighbors Committed Board of Directors devoted to the CCS Mission SCHOOL A renewed school building with Soul open 7:00 am - 5:00 pm Small class size 16 17 per class 8:1 student|teacher ratio High daily attendance Bridges program to minimize summer slide High level reading|ELA and math

Ruling year info


Development and Operations Officer

Mr. Patrick Stuhlman


Ms. Katherin Sniffin

Main address

23 John Street

Waterbury, CT 06708 USA

Show more contact info

Formerly known as

Berkeley Community School



Subject area info

Elementary and secondary education

Early childhood education

Population served info

Children and youth

Economically disadvantaged people

At-risk youth


NTEE code info

Elementary, Secondary Ed (B20)

Primary/Elementary Schools (B24)

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

What we aim to solve

SOURCE: Self-reported by organization

Children's Community School seeks to provide better futures for low-income children of Waterbury by providing a high-quality education, enrichment opportunities and all the supports needed to succeed in school.

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?

CCS Pre-K School Readiness Program

The Pre-Kindergarten program targets very young children (ages 3-4) because research shows that educational intervention at this age has a profound influence on their ability to take advantage of schooling in later years. We offer two classes with an average of 16 children each for a total of about 50 students. The program is accredited by the National Association for the Education of Young Children (NAEYC) and receives state funding as a School Readiness program.

Population(s) Served
Children and youth
Economically disadvantaged people

The core of the CCS curriculum focusses on grades K through 7, with a Middle School Expansion to be completed by 2022. Approximately 128 inner-city children aged 5 through 12 receive a complete, high-quality education from September through June. In response to the demanding schedule of CCS families, the school’s doors open at 7:00 a.m. and those students who participate in the Bravo Waterbury! program stay at the school until 5:30 p.m.
CCS students receive a solid education based on technology-infused Common Core Standards and 21st Century Learning. Children are given the best that is available, and classes are designed to make sure that each child’s needs are known. For example: class size is limited to no more than 16 children in a class, with a teacher and an aide in attendance at all times; any child identified as falling behind in a subject receives professional intervention or is assigned a volunteer tutor. Parents are engaged in their children's education by a contract which outlines the involvement expected of them.
Because of the educational resources and support system provided to our students and parents, these children "beat the odds" by performing at a high level as they move on in their education. Historically, at least 94% of CCS graduates complete high school on time.

Population(s) Served
Children and youth
Economically disadvantaged people

It is well known in the literature that students deprived of intellectual stimulation during the summer months lose a significant amount of academic inventory and "slide back” to a point requiring remedial schoolwork in the fall. CCS introduced its Summer Bridges program in 2012 to offset this "summer slide”.
Students are grouped by age and lead by teachers and staff who work with them during the academic year. One portion of the day is dedicated to academics while the other half focuses on enrichment activities and experiential learning.
The program runs for five weeks during the summer.

Population(s) Served
Children and youth
Economically disadvantaged people

In 2012-13, Children’s Community School was chosen by the Waterbury Symphony Orchestra as the first site for its Bravo Waterbury! program. Funded by the Leever Foundation, this is an intensive music instruction program modeled after the El Sistema movement originating in Venezuela. The program’s objective is to effect positive social change among inner-city populations through intensive music instruction.
CCS students spend three hours after school each afternoon studying musicology, choral singing, bucket band, and instrumental music.
Such intensive music instruction gives students numerous intellectual and behavioral skills that translate to academic, personal, and professional life. For example, in order to be a member of an orchestra, one has to learn to listen and follow. In order to be a conductor, one has to learn how to lead. In order to learn a piece of music, one has to know how to break it into manageable pieces. In order to be an artist, one has to know how to put it back together as a cohesive whole.
Bravo Waterbury! has become a popular performing group in the community since its founding. CCS teachers indicate that the Bravo Waterbury! program has a positive effect on student behavior in the classroom, including greater discipline and more focused attention.

Population(s) Served
Children and youth
Economically disadvantaged people

Where we work


Educator Award 2013

Margaret Generali Foundation

Impact Award 2006

Connecticut Community Development Association (CCDA)

Educator of the Year Award 2012

Waterbury Neighborhood Council

Affiliations & memberships

National Association for the Education of Young Children (NAEYC) 2013

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.

CCS Strategic Plan 2019-2021 Goals:
Goal 1: Improve and Evolve our School Climate, Culture and Experiences
Goal 2: Strengthen and Expand Partnerships in Support of our Mission
Goal 3: Improve Academic Learning and Monitor Quality
Goal 4: Increase Capacity of Board of Directors to support Long Term Growth of Organization

Each student will be accepted, nurtured and challenged according to their individual needs and abilities.
The rigorous curriculum will cultivate critical thinking skills and will prepare students to succeed in their secondary school environment.
The nurturing and caring school environment will provide a safe place for our students. Each student’s self-esteem will be fostered by positive relationships with other students and staff.
The students will be exposed to a range of educational and cultural experiences which will broaden their perspectives and expose them to new ideas.
The students will develop a strong sense of responsibility for themselves and toward each other and their community.

The staff, one of our strongest assets, will be cultivated and supported through expanded professional development opportunities and a competitive compensation and benefits package.
The physical surroundings will have ongoing updated technology and will provide a safe and healthy environment for academic success and administrative purposes.
The Board of Directors will be an engaged group of ambassadors who will contribute time, talent and treasure in support of the succession plan and long term financial planning of the organization.
The school will continue to be widely supported by our funding partners, our corporate supporters, or volunteers and our community.

Power of Education: We believe in the transformative power of education as a means to end the cycle of poverty.
Holistic Approach: We believe it is not only academics that will help our students succeed. Our approach emphasizes the social, emotional, physical and intellectual development of each child.
Respect: We recognize that each child is an individual and brings unique gifts to the community to develop and share.
Commitment: We are committed to assisting our students to become productive members of the community.
Collaboration: We work in concert and collaboration with our parents, our nonprofit partners, our volunteers, and our supporters. We value and cultivate our partnerships for mutual benefit.
Integrity: We adhere to high standards of moral and ethical values. We oversee the use of resources provided to us and fulfill our responsibilities as the stewards of those resources.

Children's Community School has been operating on a limited budget, while generating successful graduates, for more than 50 years.

The goals and strategies mentioned earlier are part of a 3 year strategic planning process. The board's strategic planning committee is creates new goals, benchmarks and outcome measures each year.

The board had created a 3 year business plan in preparation for a Middle School Expansion Project that is in its initial stages to e completed by end of academic year 2022.

Funding has been received for the 2019-2020 academic for a Capacity Building Campaign to sustain the personalized education program provided to students.

The school is considered mature and sustainable according to best practices in the non-profit industry. In its over 50 years it has grown from a school preparedness program to a fully enrolled pre-K through grade 6 school with expansion to 7th and 8th grades by 2022.

The school curriculum has been updated to a technology-infused Connecticut Common Core Standards and 21st Century Learning curriculum to provide students the same educational resources as their more affluent peers.

Many of the school's graduates are now valuable contributors to the community and come back to serve as volunteers, board members and community advocates.


Childrens Community School
Fiscal year: Jul 01 - Jun 30

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 2022 info

SOURCE: IRS Form 990


Average of 9.99 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 5.4 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 14% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Childrens Community School

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Childrens Community School

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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

Childrens Community School

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Childrens Community School’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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $2,758 $43,030 $668,918 $203,615 -$82,967
As % of expenses 0.2% 3.2% 50.5% 14.1% -4.0%
Unrestricted surplus (deficit) after depreciation -$15,443 $19,224 $642,746 $178,205 -$118,126
As % of expenses -1.1% 1.4% 47.6% 12.1% -5.7%
Revenue composition info
Total revenue (unrestricted & restricted) $1,365,393 $1,515,836 $1,990,009 $1,516,737 $1,995,141
Total revenue, % change over prior year 5.4% 11.0% 31.3% -23.8% 31.5%
Program services revenue 15.1% 13.6% 8.0% 10.8% 35.5%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.1% 0.1% 0.2% 0.0% 0.0%
Government grants 40.4% 36.5% 20.5% 41.4% 29.7%
All other grants and contributions 44.4% 49.8% 71.4% 47.7% 34.8%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $1,349,807 $1,352,345 $1,323,301 $1,444,099 $2,052,668
Total expenses, % change over prior year 2.7% 0.2% -2.1% 9.1% 42.1%
Personnel 68.8% 70.3% 70.6% 69.7% 50.9%
Professional fees 2.0% 1.1% 1.5% 1.4% 1.6%
Occupancy 10.2% 11.6% 10.1% 9.3% 8.5%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 26.7%
All other expenses 19.0% 17.0% 17.7% 19.6% 12.3%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,368,008 $1,376,151 $1,349,473 $1,469,509 $2,087,827
One month of savings $112,484 $112,695 $110,275 $120,342 $171,056
Debt principal payment $0 $0 $0 $233,262 $0
Fixed asset additions $40,140 $125,201 $0 $0 $67,964
Total full costs (estimated) $1,520,632 $1,614,047 $1,459,748 $1,823,113 $2,326,847

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 5.7 6.0 6.7 3.7 1.8
Months of cash and investments 5.7 6.0 6.7 3.7 1.8
Months of estimated liquid unrestricted net assets 4.2 3.4 9.4 10.1 6.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $640,573 $680,735 $742,361 $448,703 $304,776
Investments $0 $0 $0 $0 $0
Receivables $65,874 $59,648 $40,414 $75,892 $83,383
Gross land, buildings, equipment (LBE) $422,754 $547,955 $562,169 $577,821 $645,785
Accumulated depreciation (as a % of LBE) 70.7% 58.9% 60.8% 63.5% 62.3%
Liabilities (as a % of assets) 6.9% 5.5% 16.5% 4.8% 3.8%
Unrestricted net assets $590,543 $609,767 $1,252,513 $1,430,718 $1,312,592
Temporarily restricted net assets $182,248 $302,709 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $182,248 $302,709 $300,499 $169,522 $130,298
Total net assets $772,791 $912,476 $1,553,012 $1,600,240 $1,442,890

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Development and Operations Officer

Mr. Patrick Stuhlman


Katherin Sniffin

Sniffin holds a 6th Yr. degree in Administration, M.S. in Education and is a 2003 recipient of NCEA Distinguished Teacher Award. She first served as an assistant principal from 2007-2010 in Danbury and has served as a principal in two different schools since 2010. In those roles, she led faculty and staff through curriculum change, worked collaboratively with neighboring school administrators, actively involved in STEM Curriculum Development and the Science Mapping.

Number of employees

Source: IRS Form 990

Childrens Community School

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.

Childrens Community School

Board of directors
as of 04/22/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Ms. Whitney Cadett

Thomaston Savings Bank

Term: 2022 - 2024

Nancy M Vendetti

Essex Savings Bank

Diane Creed

Retired Fundraiser

John Jahne

Ion Bank

Rosemary Toletti

Retired Educator

Heather Laberinto

Webster Financial Corporation

Gayle Martino


Lanita Latham-Eady

The Hartford Financial Services

Kathleen Picard

Retired Educator

Shirley Taradash

Retired Business Owner

Rosemary Tessier

Retired Educator

Andrew Marcucci

Grady & Riley

Carey Cseszko

Connecticut College

Nan Cunningham

Holiday Hill

Sean Cooley

Post University

Quineshia Brown-Coles

City of Waterbury

Eric Hearst

Cormody, Torance, Sandak, Hennessey

Roger Mellitt

United Health, OptimumRx

Roberto Mucciacciaro


Selim Noujaim

Noujaim Tools

Meghan Rickard

CompuMail Corporation

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 4/3/2024

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
Male, Not transgender
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data