DENVER, CO
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)DENVER EARLY CHILDHOOD COUNCIL, founded in 2011, is a community nonprofit in the Education sector that reported $4.1M in total revenue in fiscal year 2024. Revenue decreased 6% compared to the prior year. Expenses of $3.7M left a modest 10% surplus.
THE VISION OF DENVER'S EARLY CHILDHOOD COUNCIL (THE "COUNCIL") IS THAT DENVER IS A COMMUNITY WHERE THE DIVERSE NEEDS OF ALL CHILDREN AND THEIR FAMILIES ARE SUPPORTED. THE COUNCIL ELEVATES THE EARLY CHILDHOOD FIELD THROUGH INNOVATIVE AND INCLUSIVE LEADERSHIP, SERVICES AND SOLUTIONS. OUR GOAL IS TO SEE THAT EVERY YOUNG CHILD ACROSS DENVER HAS ACCESS TO QUALITY CHILD CARE, EARLY LEARNING, SOCIAL-EMOTIONAL SUPPORTS AND HEALTH SERVICES THAT HELP THEM ENTER SCHOOL READY TO SUCCEED. WE DO THIS BY HELPING CAREGIVERS, TEACHERS, AND OTHERS PROVIDE THE HIGHEST QUALITY SERVICES POSSIBLE. WE CONNECT DIFFERENT ASPECTS OF THE EARLY CHILDHOOD SYSTEM TO MAKE SURE POLICIES AND PRACTICES MEET ALL GROWTH AND DEVELOPMENTAL NEEDS OF YOUNG CHILDREN.
QUALITY INITIATIVES - The Classroom Coaching and Quality Navigation teams supported 405 child care sites and 1,588 classrooms, impacting over 20,000 children across the city of Denver. 93% of program...
QUALITY INITIATIVES - The Classroom Coaching and Quality Navigation teams supported 405 child care sites and 1,588 classrooms, impacting over 20,000 children across the city of Denver. 93% of program participants rated classroom coaching as vital to their sites success. In partnership with Denver Preschool Program, DECC launched a collaboration focusing on improving child health and development within Colorados Universal Preschool Program. Key areas include: oral health integration in classrooms and home settings, screening and referral services to support early detection and intervention for improved child outcomes, and capacity-building to help local communities support child care programs in meeting the new Healthy Development Quality Standards. DECCs Quality Navigation team played a pivotal role in administering funds from the State of Colorado to ensure that child care programs had the resources needed to enhance their services and improve outcomes for the children they serve. By working closely with providers, Navigators helped allocate funding for urgent needs such as curriculum materials, health and safety improvements, capital upgrades, technology, and workforce development initiatives. These strategic investments led directly to the creation of 623 new child care slots in high-need areas, addressing the shortage of quality child care services in underserved communities. Through close collaboration with child care providers, DECCs Navigators helped maximize the impact of these funds, driving improvements in the quality of care, learning environments, and workforce sustainabilityultimately benefiting the children of Denver. DECCs Business Services team facilitated real estate walk-throughs to help providers identify optimal locations for new or expanded child care facilities. These efforts resulted in new child care slots for 105 children.
CAREER PATHWAYS: The Career Coaching program played a pivotal role in addressing the challenges faced by early childhood professionals. It served as a significant resource for recruiting new talent...
CAREER PATHWAYS: The Career Coaching program played a pivotal role in addressing the challenges faced by early childhood professionals. It served as a significant resource for recruiting new talent into the field while also providing support to retain the existing workforce by working 1-1 with 538 individuals, with 80% of participants rating career coaching from the Council as imperative to the workforce. The Council continued to offer high-quality training for early childhood professionals, with a remarkable 70% surge in participation of professional development trainings compared to the previous fiscal year. This growth reflects the increasing demand for professional development opportunities among ECE providers and underscores the value of the Councils offerings in strengthening the early childhood workforce. The introduction of training programs in additional languages, such as Dari and Farsi, contributed to an 85% increase in non-English training sessions, broadening the reach of our services to a more diverse group of ECE professionals and fostering greater inclusivity within the community. The Conscious Discipline Training equipped educators with practical strategies for emotional regulation, conflict resolution, and classroom management, helping them create safe, supportive, and nurturing environments for children. That training alone served 488 participants with in-depth training courses and provided $70,000 worth of materials to 91 child care programs for educators to implement the strategies they learned during training. The Rocky Mountain Early Childhood Conference continued to be a hub of innovation, knowledge-sharing, and collaboration for professionals and advocates in the early childhood education field and served over 1,500 attendees with 154 sessions from 209 presenters. 96% would recommend RMECC to a friend or colleague and 87% of the attendees said the event met their expectations and professional goals.
SYSTEMS BULDING: In the Councils Early Childhood Systems Building & Advocacy efforts, we worked to improve access to high-quality education, support providers, and advise policies that benefit...
SYSTEMS BULDING: In the Councils Early Childhood Systems Building & Advocacy efforts, we worked to improve access to high-quality education, support providers, and advise policies that benefit children and families across Denver and beyond. Our team actively engaged in statewide and local initiatives to shape a stronger early childhood system. The Council collaborated with over 110 partners from government, nonprofit, and business sectors to tackle key challenges, fostering cross-sector cooperation. As part of the Early Childhood Council Leadership Alliance, the Council coordinated with councils across Colorado to push for a stronger statewide system. DECC also supported local and statewide legislation and advocated for federal investment in early care, child abuse prevention, the Strengthening Families Act, and the Child Tax Credit. DECC hosted the Denver Director Equity and Advocacy Group, providing directors with a platform to address key issues. Through this work, we facilitated discussions between community providers and the governors office on the implementation of Colorado Universal Preschool. DECC staff led efforts to support career navigation for early childhood professionals, focusing on recruitment, workforce development, and retention. As part of the Early Childhood Leadership Commissions Early Childhood Workforce Development Subcommittee, DECC advocated for higher education resources, better compensation, and professional development access for the early childhood workforce.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $4,126,257 | $4,378,984 | -0.1% |
| Expenses | $3,711,880 | $4,336,680 | -0.1% |
| Net Income | $414,377 | $42,304 | +8.8% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| SHELBY MATTINGLY | CEO | 40.00 |
Officer
|
$148,800 | $8,748 | $157,548 |
| MAUREEN REID | CHIEF PROG OFFI | 40.00 |
Officer
|
$91,258 | $8,215 | $99,473 |
| PRISCILLA HOPKINS | BOARD CHAIR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| ABBY VORENBERG | BOARD MEMBER | 2.00 |
Director
|
$0 | $0 | $0 |
| TARAN SCHNEIDER | SECRETARY | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| BEN BURROWS | TREASURER | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| JANE WALSH | BOARD MEMBER | 2.00 |
Director
|
$0 | $0 | $0 |
| CASEY MYERS | BOARD MEMBER | 2.00 |
Director
|
$0 | $0 | $0 |
| DOROTHY SHAPLAND | BOARD MEMBER | 2.00 |
Director
|
$0 | $0 | $0 |
| SARAH MCNEIL | BOARD MEMBER | 2.00 |
Director
|
$0 | $0 | $0 |
| VALERIE GONZALES | BOARD MEMBER | 2.00 |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $4,126,257 | $3,711,880 | $716,201 | $414,377 |
| 2024 | $4,378,984 | $4,336,680 | $889,910 | $42,304 |
| 2023 | $3,398,325 | $3,617,863 | $879,239 | $-219,538 |
| 2022 | $3,739,493 | $4,018,809 | $1,642,134 | $-279,316 |
| 2020 | $3,651,532 | $3,778,612 | $1,380,072 | $-127,080 |
| 2019 | $3,763,181 | $3,754,624 | $1,407,009 | $8,557 |
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