FRIENDS OF THE CHILDREN NEW YORK
EIN: 06-1597902
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our children & families have been impacted by systemic and socioeconomic barriers. The manifestation of those barriers lead to youth being vulnerable to school failure, teenage pregnancy, criminal justice and foster care system involvement. We intentionally select youth, age 4-6 from high poverty schools and foster care. We work with our children for 12 + years—from kindergarten through graduation and entry to post-secondary education and the workforce.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Friends of the Children NY
"Changing the destiny of New York City's most at-risk children...One Child at a time"
Where we work
External reviews

Videos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
We change destinies. Friends of the Children NY's mission is to change the destiny of New York City's most vulnerable children… one child at a time. At age five, the children we select to participate in our program already have a multitude of barriers to success including caregivers who have experienced incarceration, domestic violence, drug abuse, teen parenting, or homelessness. We select kindergartners who show the greatest number of risk factors and least amount of resiliency factors in the Central Harlem and South Bronx communities of New York City. For example, of the Achievers we currently serve, 98% are impoverished and qualify for free school lunches; 80% live in a single-parent homes; 58% are a child of a teenparent; and, 45% have an incarcerated parent. Children are identified by our staff through a six-week, highly structured screening process conducted in their schools. Once the caretakers accept the invitation to join our program, we make a 12-year commitment to their child so long as they remain within the five boroughs. We select the most at-risk children in New York City, and embark on a 12-year journey with them that begins by pairing them with a full-time, professional Youth Advocate. This close relationship is defined by guidance, inspiration, and commitment. The Advocates help our Achievers uncover their strengths, initiating a remarkable transformation of character and outlook that impacts not only the Achievers, but future generations. The Friends of the Children program model addresses the three conditions most often associated with poverty: dropping out of school and truancy, juvenile delinquency, and teenage parenthood. Our early intervention programming is a transformative catalyst that helps Achievers take control of their future. We have three main goals to ensure that they will be able to create a productive path in adulthood: to graduate high school with a plan for their future, avoid the juvenile justice system and delay parenting until adulthood. Our focus is to empower each Achiever to confront continued risk factors and become agents of change in their ownlives. We are changing the landscape of poverty tomorrow through our actions today. Our evidence-based intervention programming redefines the landscape of ""mentoring"" and what success means for children who are most susceptible to experiencing juvenile delinquency, teenage parenthood, and repeating the cycle of generational poverty. Our goal is that all Achievers in our program graduate from high school with a plan for their future having avoided these barriers to productivity which are all too common in their families and communities. Our vision is to dramatically change the face of generational poverty in New York City. To do this, we aim to have a Friends Place in each of the five boroughs. Our program would then actualize a fundamental shift towards productivity in the lives of almost 1,000 children city-wide.
What are the organization's key strategies for making this happen?
Our goal is for the Achievers to graduate from high school with a plan for their future having avoided the juvenile justice system and early parenting. To accomplish this, the full-time Youth Advocates, ""the Friends,"" become stable and committed role models who help the Achievers develop personalized paths to success. They leverage the powerful resources of other community-based organizations, creating an accessible and supportive network for our Achievers and their families. Together, with our surrounding community, the Friends help the Achievers define and realize their goals. The Child Program is the first step in our transformative journey, building a strong foundation on which our Achievers can grow and thrive. We begin our process by identifying the most at-risk children in partnering schools through a six-week, highly structured screening process in kindergarten classrooms. Once the caretakers accept the invitation, we pair the Friends with eight kindergarten Achievers. This marks the beginning of the committed 12-year relationship. Our Friends spend at least four hours a week one-on-one with each of the eight Achievers on their roster, interacting with them individually both outside of school and in the classroom. This direct access to the Achievers' school provides our staff with a comprehensive understanding of the child's academic strengths and challenges. The Friend and Achievers embark on personalized social outings, utilizing our community partnerships to provide the Achiever with opportunities to experience New York City in new ways. And because the outings are individually planned around the Achievers, interests evolve into passions and unlock potential. This facilitates incredible transformations of character. Our Adolescent Program leverages the strong seven-year foundation established in our Child Program, but is specifically designed to meet teen Achievers' developmental needs. We provide them with more peer-to-peer support through increased peer group involvement and experiential activities. As in our Child Program, the Friends are there every step of the way. The goal of this program is for the Adolescent Achievers to define their ambitions and be on track to attain them. In doing so, they'll be ready to contribute positively to their communities and families, igniting a change that will impact their lives for years to come. The Afterschool Enrichment and Social Service Programs thoughtfully collaborate with other people who share our values. This team reaches out to schools, camps, afterschool programs, internship programs, and wellness organizations to get as many resources around our Achievers as possible. Our social work team guides caregivers through applications and accompanies them to meetings to ensure the Achievers can thrive. By partnering closely with other organizations, we are able to help the Achievers actualize their goals and anticipate challenges.
What are the organization's capabilities for doing this?
We are invested, resourceful, visionary, and fearless. Invested - We unconditionally support our Achievers' progress and accomplishments. Achievers cannot be kicked out of our program and we help them to work through their mistakes. A Friend will be paired with an Achiever for 12 years, no matter what, so long as they remain in the five boroughs of New York City. We take the time to give Achievers the creditthey deserve. Resourceful - We capitalize on our community networks. Our Academic Enrichment and Social Service Programs look beyond the scope of Friends NY to provide valuable family, financial, and wellness services. Our Achievers and their caregivers are connected to over 100 other community based organizations each year. We leverage the expertise of our staff to arrive at success: This might mean liaising with school teachers and caregivers when addressing areas of need. Teachers and caregivers become more informed as a result of our action. Visionary - We break the mold of youth intervention though our ""early, always, and often"" approach: We start children at five years of age, we stay with them for 12 years, and we see Achievers inside and outside of school. We self-assess to actualize change and we create an individualized growth plan unique as each Achiever. As a metrics-driven organization, our database means a lot to us: we have shifted programmatic inputs when evaluations show us what works and what doesn't work. Fearless - We seek the biggest challenges and tackle them head-on: We screen the highest-needs schools in Central Harlem and South Bronx to find the most vulnerable and at-risk children whose environmental factors make them predisposed to fail. We refuse to abandon a child enrolled in our program. Further, we teach the Achievers to be bold in their everyday lives.
What have they accomplished so far and what's next?
After graduating from the program, the Achievers become agents of change and ignite a chain reaction for future generations to follow. For example, this year we reached an important milestone: the first cohort of Achievers graduated from high school having avoided juvenile delinquency and early parenting. All seven will be attending college with generous scholarship packages. Over our twelve-year history, all Achievers enrolled in our program have made steady progress toward the accomplishment of our three primary goals as evidenced by better school attendance, higher promotion rates, higher standardized test performance, and lower delinquency and teen pregnancy rates. Our next step is to continue enrolling 16 Achievers in kindergarten and graduating 16 Achievers from high school each year until the Friends Place in Harlem reaches a capacity of 192. As an organization that is defined by ourcommitment to long-term social change, our vision is to open a Friends Place in every New York City borough with each site serving at capacity; Friends of the Children NY would serve almost 1,000 of the most at-risk children city-wide. With our eye on future growth and affecting more at-risk children, Friends of the Children NY is undertaking the first replication of our successful Harlem model in the South Bronx in the fall of 2013. We are planning to make a 12 year investment in 20 kindergartners from two high-needs schools in the Hunts Point neighborhood. We believe that our early intervention model can actualize a fundamental shift from poverty to productivity for the lives of the most vulnerable youth in the South Bronx just as it has for the past twelve years in Central Harlem. On a national scale, the Friends of the Children model was identified as a "promising best practice"" by the scientific community. The National Institutes of Health (NIH) provided a grant in 2007 to the Oregon Social Learning Center to conduct a randomized longitudinal study on children enrolled in the program across four states. The goals of the study are to understand the long-term effects of our intervention model on the outcomes of high-risk youth. We are in the fifth year of the NIH study.
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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Who are the people you serve with your mission?
We serve marginalized youth and their families primarily in Harlem and the Bronx.
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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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What significant change resulted from feedback?
We created a parent and youth advisory committee and each of these committees discuss the systems that have impacted their ability to succeed. Based upon feedback from the committees, we will be undertaking a voter education and registration campaign.
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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 share the feedback we received with the people we serve, 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 2021 info
7.73
Months of cash in 2021 info
7
Fringe rate in 2021 info
23%
Funding sources info
Assets & liabilities info
FRIENDS OF THE CHILDREN NEW YORK
Revenue & expensesFiscal Year: Sep 01 - Aug 31
SOURCE: IRS Form 990
FRIENDS OF THE CHILDREN NEW YORK
Balance sheetFiscal Year: Sep 01 - Aug 31
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: Sep 01 - Aug 31
SOURCE: IRS Form 990
This snapshot of FRIENDS OF THE CHILDREN NEW YORK’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 | $127,168 | $1,175,251 | -$1,119,723 | $881,319 | $342,884 |
As % of expenses | 7.0% | 65.1% | -53.6% | 33.8% | 11.7% |
Unrestricted surplus (deficit) after depreciation | $100,537 | $1,161,594 | -$1,124,539 | $877,824 | $339,317 |
As % of expenses | 5.5% | 63.9% | -53.7% | 33.6% | 11.5% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,602,502 | $2,645,804 | $2,863,458 | $3,002,237 | $2,523,060 |
Total revenue, % change over prior year | -34.4% | 65.1% | 8.2% | 4.8% | -16.0% |
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 | 0.1% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 3.6% | 0.0% | 10.5% | 14.1% |
All other grants and contributions | 99.9% | 96.4% | 99.7% | 89.4% | 85.8% |
Other revenue | 0.0% | 0.0% | 0.2% | 0.0% | 0.0% |
Expense composition info | |||||
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Total expenses before depreciation | $1,810,325 | $1,805,327 | $2,089,544 | $2,605,949 | $2,942,841 |
Total expenses, % change over prior year | -24.6% | -0.3% | 15.7% | 24.7% | 12.9% |
Personnel | 77.6% | 70.4% | 71.5% | 72.5% | 75.7% |
Professional fees | 2.4% | 6.8% | 6.9% | 10.2% | 9.3% |
Occupancy | 9.2% | 9.9% | 2.4% | 2.1% | 4.4% |
Interest | 0.1% | 0.4% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 10.6% | 12.6% | 19.2% | 15.2% | 10.6% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Total expenses (after depreciation) | $1,836,956 | $1,818,984 | $2,094,360 | $2,609,444 | $2,946,408 |
One month of savings | $150,860 | $150,444 | $174,129 | $217,162 | $245,237 |
Debt principal payment | $0 | $50,000 | $65,000 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $1,987,816 | $2,019,428 | $2,333,489 | $2,826,606 | $3,191,645 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 3.7 | 1.8 | 2.0 | 6.0 | 7.0 |
Months of cash and investments | 3.7 | 1.8 | 2.0 | 6.0 | 7.0 |
Months of estimated liquid unrestricted net assets | 1.8 | 9.5 | 1.7 | 5.4 | 6.2 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Cash | $561,701 | $277,268 | $350,055 | $1,310,760 | $1,707,995 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $276,755 | $1,342,183 | $1,947,320 | $1,457,905 | $670,059 |
Gross land, buildings, equipment (LBE) | $171,866 | $171,866 | $171,866 | $173,064 | $167,064 |
Accumulated depreciation (as a % of LBE) | 84.9% | 92.8% | 95.6% | 97.0% | 99.0% |
Liabilities (as a % of assets) | 22.3% | 8.4% | 4.6% | 6.7% | 9.1% |
Unrestricted net assets | $264,889 | $1,426,483 | $301,944 | $1,179,768 | $1,519,085 |
Temporarily restricted net assets | $426,441 | $91,667 | $1,935,304 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $426,441 | $91,667 | $1,935,304 | $1,451,251 | $689,453 |
Total net assets | $691,330 | $1,518,150 | $2,237,248 | $2,631,019 | $2,208,538 |
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
Executive Director
Gary Clemons
Gary Clemons began his career at Friends of the Children over ten years ago as a Friend, and is now leading our NY chapter as Executive Director. Previously, he served as National Chief Program Officer, leading our national network by balancing quality and growth as we expanded our network to 15 locations. He directly oversaw scaling of our newest chapters in Los Angeles, Charlotte, Chicago, Austin and Central Oregon, while working extensively with the NY chapter. His vision is to lead a movement for systems change that will impact thousands of children and families for generations. He is passionate and motivated to lead this work that will have a profound ripple effect across the entire community and national network.
Number of employees
Source: IRS Form 990
FRIENDS OF THE CHILDREN NEW YORK
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
FRIENDS OF THE CHILDREN NEW YORK
Highest paid employeesSOURCE: IRS Form 990
Compensation data
FRIENDS OF THE CHILDREN NEW YORK
Board of directorsas of 04/20/2023
Board of directors data
Jamie Iselin
Neuberger Berman
James I. McClammy
Davis Polk & Wardwell LLP
Kathleen Maurella
Brand and Strategy Marketing Consultant
James I. McClammy
Davis Polk & Wardwell LLP
Patrick D. McGrath
Anchorage Capital Group, L.L.C.
Martha Ucko
CreditSights
James Iselin
Neuberger Berman
Erica B. Baird
PWC retired
Berna Barshay
Burkland Associates
Bettina Benson
Federal Compliance, Pfizer Inc. (retired)
Karn S. Chopra
Centerview Partners
Kenneth Chen
Antares Capital
Effie Blassberger
Queens District Attorney's Office
Aliya Haider
Geller Advisors
Melissa Hobley
OkCupid
Peter W. Kolp
Peter W. Kolp P.C.
Matthew Landy
Lazard Asset Management
Paul M. Lewis
Wittenstein Adelman Lewis Wealth Management, UBS Financial Services, Inc
Howard Lorsch
Human Resources Consultant
Hon. Kathleen A. Roberts
U.S. Magistrate Judge (SDNY, retired) Mediator and Arbitrator, JAMS
Christopher Rollins
BTIG Limited
Joan D. Rosenthal
JPMorgan Chase (Retired)
Brian E. Schartz, P.C.
Kirkland & Ellis LLP
Elisabeth Wadsworth
Esopus Creek Advisors, LLC
Ronald S. Zuvich, CFA
Emet Capital Management
Candace M Arthur
Weil, Gotshal & Manges LLP
Randy Chao
Houlihan Lokey – Consumer, Food & Retail Group
Ryan Preston Dahl
Ropes, & Gray, LLP
Andrew Litchman
Jenner & Block
Dana Rachlin
NYC Together
John Singh
PJT Partners
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:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 03/04/2021GuideStar 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 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 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 disaggregate data by demographics, including race, in every policy and program measured.
- 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G