12+ Years, No Matter What

aka Friends NY   |   New York, NY   |

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GuideStar Charity Check


EIN: 06-1597902


Impacting generational change by empowering youth who are facing the greatest obstacles through relationships with professional mentors.

Ruling year info


Executive Director

Dr. Andrae Brown

Main address

1325 5th Avenue

New York, NY 10026 USA

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Subject area info

Youth mentoring

Youth organizing

Population served info

Children and youth

People of African descent

Low-income people

NTEE code info

Youth Development Programs (O50)

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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"

Population(s) Served
Children and youth

Where we work

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.

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.

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.

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.

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

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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

  • 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

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Fiscal year: Sep 01 - Aug 31
Financial documents
done  Yes, financials were audited by an independent accountant. info

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 10.50 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 4 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 21% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Sep 01 - Aug 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Sep 01 - Aug 31

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


Financial trends analysis Glossary & formula definitions

Fiscal Year: Sep 01 - Aug 31

SOURCE: IRS Form 990 info

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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $1,175,251 -$1,119,723 $881,319 $342,884 $409,654
As % of expenses 65.1% -53.6% 33.8% 11.7% 11.8%
Unrestricted surplus (deficit) after depreciation $1,161,594 -$1,124,539 $877,824 $339,317 $408,483
As % of expenses 63.9% -53.7% 33.6% 11.5% 11.8%
Revenue composition info
Total revenue (unrestricted & restricted) $2,645,804 $2,863,458 $3,002,237 $2,523,060 $5,437,858
Total revenue, % change over prior year 65.1% 8.2% 4.8% -16.0% 115.5%
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 3.6% 0.0% 10.5% 14.1% 6.0%
All other grants and contributions 96.4% 99.7% 89.4% 85.8% 94.0%
Other revenue 0.0% 0.2% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $1,805,327 $2,089,544 $2,605,949 $2,942,841 $3,467,824
Total expenses, % change over prior year -0.3% 15.7% 24.7% 12.9% 17.8%
Personnel 70.4% 71.5% 72.5% 75.7% 73.1%
Professional fees 6.8% 6.9% 10.2% 9.3% 11.4%
Occupancy 9.9% 2.4% 2.1% 4.4% 6.7%
Interest 0.4% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 12.6% 19.2% 15.2% 10.6% 8.7%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,818,984 $2,094,360 $2,609,444 $2,946,408 $3,468,995
One month of savings $150,444 $174,129 $217,162 $245,237 $288,985
Debt principal payment $50,000 $65,000 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $19,745
Total full costs (estimated) $2,019,428 $2,333,489 $2,826,606 $3,191,645 $3,777,725

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.8 2.0 6.0 7.0 6.5
Months of cash and investments 1.8 2.0 6.0 7.0 6.5
Months of estimated liquid unrestricted net assets 9.5 1.7 5.4 6.2 6.6
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $277,268 $350,055 $1,310,760 $1,707,995 $1,873,003
Investments $0 $0 $0 $0 $0
Receivables $1,342,183 $1,947,320 $1,457,905 $670,059 $2,432,504
Gross land, buildings, equipment (LBE) $171,866 $171,866 $173,064 $167,064 $173,611
Accumulated depreciation (as a % of LBE) 92.8% 95.6% 97.0% 99.0% 88.4%
Liabilities (as a % of assets) 8.4% 4.6% 6.7% 9.1% 6.0%
Unrestricted net assets $1,426,483 $301,944 $1,179,768 $1,519,085 $1,927,568
Temporarily restricted net assets $91,667 $1,935,304 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $91,667 $1,935,304 $1,451,251 $689,453 $2,248,620
Total net assets $1,518,150 $2,237,248 $2,631,019 $2,208,538 $4,176,188

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

Executive Director

Dr. Andrae Brown

Dr. Andra L. Brown, a distinguished figure in academia, mental health, and social justice, has significantly contributed across various sectors. Awarded the Early Career Award by the American Family Therapy Academy in 2014, he currently teaches at Montgomery College and runs Heru Consulting in Washington, DC. Internationally, he's developed programs for youth and families, and served as a consultant on violence interruption and community resilience in the US and Caribbean. As an expert in violence prevention and intervention, Dr. Brown addresses critical issues like homelessness, education, and health disparities, promoting systemic change. He also aids in managing trauma-related challenges. Presently, he's the interim director of Friends of the Children in New York, emphasizing youth mentorship and community improvement.

Number of employees

Source: IRS Form 990


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


Highest paid employees

SOURCE: IRS Form 990

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


Board of directors
as of 03/21/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Patrick McGrath


Term: 2024 -

Board co-chair

Karn Chopra

Centerview Partners

Term: 2024 -

James I. McClammy

Davis Polk & Wardwell LLP

Patrick D. McGrath

Anchorage Capital Group, L.L.C.

Martha Ucko


James Iselin

Neuberger Berman

Karn S. Chopra

Centerview Partners

Kenneth Chen

Antares Capital

Effie Blassberger

Queens District Attorney's Office

Aliya Haider

Geller Advisors

Melissa Hobley


Peter W. Kolp

Peter W. Kolp P.C.

Matthew Landy

Lazard Asset Management

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

John Singh

PJT Partners

Samia Meyer


Daniel Schapiro

CIM Group

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 3/21/2024

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
Black/African American
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Decline to state

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


No data

Equity strategies

Last updated: 03/04/2021

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

  • 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.
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.
There are no contractors recorded for this organization.

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser