ST LOUIS, MO
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)LEMAY CHILD AND FAMILY CENTER, founded in 1975, is a community nonprofit in the Human Services sector that reported $1.1M in total revenue in fiscal year 2024. Revenue fell 37% from the prior year — a significant decline worth monitoring. Expenses of $1.5M exceeded revenue, resulting in a 33% operating deficit.
LEMAY CHILD AND FAMILY CENTER PROVIDES EARLY EDUCATION AND SUPPORT FOR FAMILIES IN A DIVERSE, NURTURING ENVIRONMENT REGARDLESS OF FINANCIAL SITUATION OR A CHILD'S DEVELOPMENTAL LEVEL. OUR GOAL IS TO STRENGTHEN FAMILIES BY PROMOTING CHILDRENS' PHYSICAL, COGNITIVE, AND SOCIAL-EMOTIONAL DEVELOPMENT AND BY PARTNERING WITH PARENTS AND COMMUNITY.
THE INFANT TODDLER PROGRAM AT LEMAY CHILD AND FAMILY CENTER TARGETS FAMILIES WITH CHILDREN UP TO 36 MONTHS OLD LIVING IN THE ST LOUIS AREA. THE PROGRAM IS STATE LICENSED FOR 29 CHILDREN. MOST OF THE...
THE INFANT TODDLER PROGRAM AT LEMAY CHILD AND FAMILY CENTER TARGETS FAMILIES WITH CHILDREN UP TO 36 MONTHS OLD LIVING IN THE ST LOUIS AREA. THE PROGRAM IS STATE LICENSED FOR 29 CHILDREN. MOST OF THE CHILDREN COME FROM LOW INCOME FAMILIES WHOSE PARENTS ARE EITHER WORKING OR GOING TO SCHOOL. MORE THAN 90% OF THE CHILDREN QUALIFY FOR SCHOLARSHIPS. WE USE A PRIMARY CAREGIVER MODEL TO HELP PARENTS AND TEACHERS FORM STRONG RELATIONSHIPS AND TO ENSURE THAT EVERY CHILD BENEFITS FROM A NURTURING RELATIONSHIP BY BONDING WITH A TRUSTED ADULT CAREGIVER. TEACHERS USE THE CREATIVE CURRICULUM TO GUIDE LESSON PLANS AND DAILY ACTIVITIES WITH CHILDREN. CREATIVE CURRICULUM EMPHASIZES INDIVIDUALIZED CARE AND PLANNING SO THAT EACH CHILD PROGRESSES DEVELOPMENTALLY. ALL CHILDREN RECEIVE A FORMAL DEVELOPMENTAL SCREENING WITHIN 30 DAYS OF STARTING IN THE PROGRAM AND THEIR DEVELOPMENT IS TRACKED ON AN ON-GOING BASIS THROUGH THE USE OF DEVELOPMENTAL CHECKLISTS AND REGULAR OBSERVATIONS. OUR PROGRAM HAS ALSO EMBRACED THE STRENGTHENING FAMILIES FRAMEWORK WHICH USES SEVEN STRATEGIES THAT HAVE BEEN PROVEN TO REDUCE THE RISK OF CHILD ABUSE AND NEGLECT. THE STRATEGIES INCLUDE FACILITATING FRIENDSHIPS AND MUTUAL SUPPORT, STRENGTHENING PARENTING, RESPONDING TO FAMILY CRISES, LINKING FAMILIES TO SERVICES AND OPPORTUNITIES, FACILITATING CHILDREN'S SOCIAL AND EMOTIONAL DEVELOPMENT, RESPONDING TO SIGNS OF ABUSE AND NEGLECT AND VALUING AND SUPPORTING PARENTS.
THE PRESCHOOL PROGRAM AT LEMAY CHILD AND FAMILY CENTER SERVES UP TO 60 CHILDREN AGES 3 THROUGH 5. MORE THAN 90% OF THE CHILDREN QUALIFY FOR SCHOLARSHIP ASSISTANCE DUE TO LOW FAMILY INCOMES, AND MOST...
THE PRESCHOOL PROGRAM AT LEMAY CHILD AND FAMILY CENTER SERVES UP TO 60 CHILDREN AGES 3 THROUGH 5. MORE THAN 90% OF THE CHILDREN QUALIFY FOR SCHOLARSHIP ASSISTANCE DUE TO LOW FAMILY INCOMES, AND MOST PARENTS ARE WORKING OR GOING TO SCHOOL. THE OVERALL PURPOSE OF THE PROGRAM IS TO EQUIP CHILDREN WITH SKILLS THEY NEED FOR FUTURE SUCCESS, ACADEMICALLY, SOCIALLY, AND EMOTIONALLY. OUR DEGREED TEACHERS USE CREATIVE CURRICULUM IN A CONSTRUCTIVIST ENVIRONMENT THAT ENCOURAGE CHILDREN TO DISCOVER KNOWLEDGE. CHILDREN RECEIVE DEVELOPMENTAL SCREENINGS AND WE DEVELOP INDIVIDUAL PLANS FOR EACH CHILD BASED ON A COMBINATION OF ASSESSMENTS, OBSERVATIONS, AND PARENT INPUT. WE REGULARLY WORK WITH PARENTS, GUARDIANS, AND SCHOOL DISTRICTS TO DEVELOP INDIVIDUAL PLANS FOR EACH CHILD. INDIVIDUAL GOALS ARE THEN INCORPORATED INTO WEEKLY CLASSROOM LESSON PLANS, SO THAT CHILDREN EXPERIENCE PROGRESS AND SUCCESS. THROUGH PARTNERSHIPS WITH OTHER AGENCIES, WE OFFER ON SITE SPEECH THERAPY, OCCUPATIONAL THERAPY, AND INDIVIDUAL AND FAMILY COUNSELING SERVICES.
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 | $1,107,169 | $1,756,894 | -0.4% |
| Expenses | $1,471,546 | $1,133,807 | +0.3% |
| Net Income | $-364,377 | $623,087 | -1.6% |
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 |
|---|---|---|---|---|---|---|
| JULIE KRAPF | PRESIDENT | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| ERIK ANDREW | SECRETARY | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| ALEX HIBLOVIC | TREASURER | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| GLORIA AUSTERMANN | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| TRAVIS PALUCK | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| SHERRY JONES | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| CASEY HANSON | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| DENISE WIESE | EXECUTIVE DI | 40.00 |
Officer
Director
|
$8,500 | $0 | $8,500 |
| MOLLY MCCUE | FORMER EXEC. | 40.00 |
Officer
|
$91,957 | $14,369 | $106,326 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2024 | $1,107,169 | $1,471,546 | $2,575,435 | $-364,377 |
| 2023 | $1,756,894 | $1,133,807 | $2,951,225 | $623,087 |
| 2022 | $1,239,264 | $1,123,388 | $2,277,000 | $115,876 |
| 2021 | $1,206,750 | $1,156,214 | $2,169,302 | $50,536 |
| 2020 | $1,364,025 | $1,182,543 | $2,125,806 | $181,482 |
| 2019 | $1,239,060 | $1,149,851 | $1,942,995 | $89,209 |
| 2018 | $1,123,261 | $1,088,374 | $1,847,515 | $34,887 |
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