A CHILD'S PROMISE INTERNATIONAL (CPI)
Life-Saving Gifts Begin with a PROMISE
A CHILD'S PROMISE INTERNATIONAL (CPI)
EIN: 30-0259173
as of September 2023
as of September 18, 2023
Mission
Our mission is to provide a quality education for vulnerable youth in the small fishing village of Takoradi, Ghana, West Africa and to orphans in Kafue, Zambia. CPI partnered with the Charity Amoa Memorial School in Ghana and New Beginning's Village Orphanage in Zambia, forming an alliance to educate youth, provide for basic needs of students, and provide skills training for employment opportunities after graduation. Our Vision is to prepare and enable youth through education and support to become healthy, self-reliant adults, and productive citizens within their society. Our graduates will be counseled, monitored, and provided skills training to market for employment opportunities.
Notes from the nonprofit
A Child's Promise International (CPI) is a very small AVO (all-volunteer organization). Our primary mission and goal is to keep our promise to vulnerable youth (students), including orphans, in the Sub-Saharan countries of Ghana and Zambia, where we have partnered with a community school in Ghana and orphanage in Zambia. We are not only supporting the education of students, but in Ghana we have been instrumental in helping with construction of a community school that will provide quality education. Training and employment center with relationships to businesses in Ghana's capital city of Accra are planned. The purpose is not only to educate youth for an improved way of living and self-reliance, but to provide learning tools and a professional network to gain employment after graduation and opportunities to enter college. The school is an integral part of CPI, with its sustainable success being evaluated and measured in the achievements of its students.
Ruling year
2004
CEO/Founder
Ms. Alease Newman
Chief Operating Officer
MS Elizabeth Mulenga
Main address
Alease V. Newman 811 Sheridan Street, NW
Washington, DC 20011 USA
EIN
30-0259173
Education
Elementary and secondary education
Elementary education
Secondary education
Human services
Population served
Children and youth
Low-income people
NTEE code
Elementary, Secondary Ed (B20)
Secondary/High School (B25)
Primary/Elementary Schools (B24)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990-N.
Tax forms
Communication
Programs and results
Reports and documents
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?
CPI Charity Amoa School, Ghana, West Africa
A Child's Promise International (CPI) created a relationship with residents of the community of Takoradi, Ghana, West Africa to educated their youth, build a school, and provide daycare services to enable parents to work and provide for their families. The CPI partnership school project will support and educate hundreds of children from pre-k to 12th grade who were being schooled in an overcrowded private home without proper school furniture, equipment or supplies.
CPI’s mission is to provide a quality education for vulnerable youth in the small fishing village of Takoradi. The Amoa family in Takoradi and CPI formed an alliance to educate community youth, provide for basic needs of students, and provide skills training for employment opportunities after graduation.
School in Takoradi, Ghana, West Africa
Goal: Construct school building to educate and support youth living in West African coastal community.
Construction ongoing until completion (Daycare, Kindergarten, Grades 1-12).
Several classrooms completed with students in attendance.
School supplies, learning materials, equipment, and more are continuously supplied to support school and students
New Beginnings Children's Village
CPI has partnered with the New Beginning's Children's Village for orphans to support the education of orphans who are housed within the orphanage. We provide for their education at a quality educational institutional in Kafue, Zambia and offer mentoring support to students. We follow their progress with help from orphanage staff to ascertain the maintenance of their welfare and security. Zambia has the highest number of orphans per capita than any other third-world country.
Zambia is a land-locked nation in sub-Saharan Africa whose population of 17 million includes 1 million orphans; AIDS killed an entire generation of parents, aunts, uncles and other adults. The result is a country where half the population is younger than 18. There are two major slums in the capital city of Lusaka
where orphans often sleep, and talk about living with HIV since birth.
Where we work
External reviews
Photos
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?
Build school in small fishing village of Takoradi, Ghana, West Africa for vulnerable youth in the community (Pre-K - 12th Grade).
Support students by providing necessary provisions/tools to remain in school.
Establish onsite job-training center as part of school facility and student future occupational orientation.
Monitor, evaluate and measure student progress against established academic achievement levels.
What are the organization's key strategies for making this happen?
Certified teachers recruited for all grade levels
Partnerships with local community residents/businesses for volunteer support services
Establish local business networks for jobs and apprentices for mid-level students, graduates, and summer programs
Corporate sponsorships for key fundraisers
Maintain AVO (all volunteer organization) status w/no administrative costs and minimal operational expense
What are the organization's capabilities for doing this?
Educating hundreds of vulnerable youth in coastal community of Ghana, West Africa and orphans at orphanage in Zambia who otherwise would have no opportunity for a quality education, employment training, or access to higher education prospects.
Enabling residents to earn family living by including daycare services in school facility
Increasing cash flow for school construction and students by recruiting/using volunteer skilled laborers and engineers from community
Effectively negotiating with local businesses for donations of school bus transportation, classroom furniture, playground equipment, etc.
Actively campaigning online and locally both in US and Ghana for financial support, and seeking grants from international NGO's or US viable corporate or governmental options.
What have they accomplished so far and what's next?
School Construction - Progress has been slow but continuing. From students attending school in a private home with crowded classrooms, no proper school furniture (desks/chairs), lack of school equipment and supplies, to new school facility with completed classrooms, separate bathrooms, principals office, day care area, library, and lunch area. Work has begun to finalize school construction which is planned for completion in 2021. Property for school construction donated by community residents.
Students - Progress has been steadily on the rise with students having virtually perfect attendance, high test scores, and being really proud and appreciative for their new school. Within the community, students are not attending the few ill-equipped government provided schools with untrained instructors. These youth are at home, on the street, or working to help support their families. We are attempting to reach these youth and/or their families to enroll them in the CPI community school.
Administration - Teachers are all certified by the regional government and the principal or headmaster is a retired volunteer administrator from the Takoradi region's Board of Education.
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 make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, 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 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, 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?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.00
Months of cash in 2022 info
1.8
Fringe rate in 2022 info
0%
Funding sources info
Assets & liabilities info
Financial data
A CHILD'S PROMISE INTERNATIONAL (CPI)
Revenue & expensesFiscal Year: Jan 01 - Dec 31
A CHILD'S PROMISE INTERNATIONAL (CPI)
Balance sheetFiscal Year: Jan 01 - Dec 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: Jan 01 - Dec 31
This snapshot of A CHILD'S PROMISE INTERNATIONAL (CPI)’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 | $2,273 | -$1,067 | $922 | $1,624 | $609 |
| As % of expenses | 15.7% | -4.3% | 2.8% | 4.7% | 1.6% |
| Unrestricted surplus (deficit) after depreciation | $2,273 | -$1,067 | $922 | $1,624 | $609 |
| As % of expenses | 15.7% | -4.3% | 2.8% | 4.7% | 1.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $16,792 | $23,948 | $34,199 | $36,199 | $38,027 |
| Total revenue, % change over prior year | 76.9% | 42.6% | 42.8% | 5.8% | 5.0% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $14,519 | $25,015 | $33,277 | $34,575 | $37,418 |
| Total expenses, % change over prior year | 50.1% | 72.3% | 33.0% | 3.9% | 8.2% |
| Personnel | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Professional fees | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $14,519 | $25,015 | $33,277 | $34,575 | $37,418 |
| One month of savings | $1,210 | $2,085 | $2,773 | $2,881 | $3,118 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $15,729 | $27,100 | $36,050 | $37,456 | $40,536 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 2.9 | 1.2 | 1.2 | 1.7 | 1.8 |
| Months of cash and investments | 2.9 | 1.2 | 1.2 | 1.7 | 1.8 |
| Months of estimated liquid unrestricted net assets | 2.9 | 1.2 | 1.2 | 1.7 | 1.8 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $3,560 | $2,493 | $3,415 | $5,039 | $5,648 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Unrestricted net assets | $3,560 | $2,493 | $3,415 | $5,039 | $5,648 |
| Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $3,560 | $2,493 | $3,415 | $5,039 | $5,648 |
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/Founder
Ms. Alease Newman
Federal and State government, and private industry/nonprofit executive management experience. Served as legislative director and advisor to members of Congress. Managed various major agency programs, overseeing multi-million dollar program budgets.
CEO and Founder of A Child's Promise International a 501(c) 3 tax exempt educational nonprofit organization with international presence that focus on educating vulnerable youth to improve literacy and education, provide job training networks and opportunities for higher education prospects. Manage budget, administrative and operating procedures and policies, and volunteer staff. Develop and create international partnership/relationships, working with cultural diversity, various business practices and protocols, and government regulations. International traveler, having traveled overseas to over 60+ countries learning and experiencing various cultures, people, languages, customs, and landscapes/architecture.
Degrees
Johns Hopkins University
Masters Degree, Public Administration (Government)
Bachelor of Arts, Political Science
Training
Public Administration, Harvard University Management Program
Equal Employment Opportunity and Diversity Training
Occupational Safety and Health Training
Society of Human Resource Management Training/Certification
Nonprofit Management
Chief Operating Officer
Elizabeth Mulenga
Elizabeth is a graduate of The University of Maryland Global Campus with an MBA and master’s degree in Technology Management. She is a firm believer of education being a conduit to alleviating poverty because she and her siblings have been able to construct a sustainable living for themselves due to educational opportunities. Her passion for aspiring to create access to quality education for marginalized youth in developing countries led her to join CPI in early 2017.
Number of employees
Source: IRS Form 990
A CHILD'S PROMISE INTERNATIONAL (CPI)
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
A CHILD'S PROMISE INTERNATIONAL (CPI)
Board of directorsas of 09/06/2023
Board of directors data
Ms. Alease Newman
A Child's Promise International (CPI)
Term: 2031 - 2021
Ms. Elizabeth Mulenga
A Child's Promise International (CPI)
Term: 2021 - 2031
Elizabeth Mulenga
Gov't Contracting Firm
Donald Killebrew
Gov't Official
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? Yes
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 09/22/2021GuideStar 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 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 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.
- 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.
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