Charlotte, NC
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)StriveCLT, founded in 2022, is a small nonprofit in the Public & Societal Benefit sector that reported $154K in total revenue in fiscal year 2025. Revenue fell 69% from the prior year — a significant decline worth monitoring. Expenses of $266K exceeded revenue, resulting in a 72% operating deficit.
StriveCLT helps families who aspire to increase their social capital. We provide reading, digital, financial and civic literacy education as well as family mentoring and networking opportunities to help them reach their full potential
Afterschool Program/Reading Literacy.In 2025, StriveCLT provided high-quality afterschool programming and reading literacy support for children living in Charlotte's Southside Homes community. The...
Afterschool Program/Reading Literacy.In 2025, StriveCLT provided high-quality afterschool programming and reading literacy support for children living in Charlotte's Southside Homes community. The program served approximately 30 kindergarten through fifth grade students from Marie G. Davis IB World School and nearby schools serving the Southside Homes community. The afterschool program operated Monday through Friday from school dismissal until approximately 6:00 p.m. It provided a safe, structured, and academically supportive environment for students while helping parents and guardians maintain stable employment. Students received evidence-based literacy instruction, vocabulary reinforcement, guided reading activities, individualized academic support, tutoring, and homework assistance. StriveCLT also distributed approximately 600 books to participating students, averaging 20 books per student, to build home libraries and encourage reading outside the classroom. StriveCLT supported students' social-emotional development by incorporating the Inner Explorer mindfulness curriculum and group discussions into daily programming. Students participated in mindfulness and emotional regulation activities designed to improve focus, reduce stress, and strengthen resilience during the transition from school to afterschool care. Reading, tutoring, and homework support were generally provided Monday through Wednesday, while enrichment and extracurricular activities were offered on Thursdays and Fridays. Enrichment activities included weekly ballet and kids boxing lessons provided in collaboration with community partners. In fall 2025, StriveCLT transitioned the afterschool program into a fully community-embedded model within Southside Homes after operating at the students' district public school during the second half of the 2024-2025 school year. Operating directly within the residential community made the program more accessible, reduced transportation barriers, increased consistency in participation, and strengthened relationships among students, families, staff, volunteers, and partners. The organization also used the TalkingPoints communication platform to support multilingual family communication, attendance reminders, academic updates, and direct outreach. Approximately 20 volunteers, including parents, supported the afterschool program in 2025 by tutoring students, assisting with literacy instruction, engaging in recreational activities, donating snacks, providing mentorship, and offering operational support. Program oversight, staff supervision, volunteer coordination, and family engagement were led by StriveCLT's Director of Youth Programs. There was no cost to families for participation in the afterschool program.
Adult Digital Literacy and Technology Access In 2025, StriveCLT continued its adult digital literacy program to help close the digital divide for residents of Southside Homes. The program was...
Adult Digital Literacy and Technology Access In 2025, StriveCLT continued its adult digital literacy program to help close the digital divide for residents of Southside Homes. The program was originally launched in response to residents' need for stronger access to online housing, communication, and service platforms. Training focused primarily on older adults, residents with limited technology experience, and participants seeking foundational computer skills for daily living and communication. Small-group classes were designed to provide supportive, low-pressure learning environments for participants with little or no prior computer experience. Instruction included keyboard and mouse familiarity, email setup and use, internet navigation, online safety, document access, and practical digital skills needed to access housing, healthcare, and community service information. Classes were facilitated by an instructor experienced in adult learning and senior engagement. During 2025, StriveCLT conducted five weeks of training for 11 senior adult residents. Participants who completed the course series received certificates of completion. Through partnerships with community organizations and technology donors, program graduates also received refurbished laptops and technology accessories to support continued learning at home. The digital literacy initiative strengthened participants' confidence in using technology independently and reduced barriers to critical services and communications that are increasingly conducted online. StriveCLT was unable to offer quarterly classes as originally planned because access to donated refurbished laptops changed during the year. In response, the organization pursued new funding and partnership opportunities, including the City of Charlotte's Learn2Earn Digital Literacy grant program and AARP Senior Planet resources, to support future training quality and program expansion. Throughout the year, StriveCLT collaborated with housing partners, local libraries, digital inclusion advocates, and community supporters to connect residents in low-wealth communities with technology resources and ongoing educational opportunities. The focus on senior residents also advanced StriveCLT's intergenerational learning model and strengthened connections among residents of different ages.
Summer Learning and Enrichment Programs In 2025, StriveCLT expanded educational enrichment opportunities and helped address summer learning loss for children living in Southside Homes. In...
Summer Learning and Enrichment Programs In 2025, StriveCLT expanded educational enrichment opportunities and helped address summer learning loss for children living in Southside Homes. In collaboration with community partners and donors, StriveCLT provided financial assistance and scholarships for 20 students who also participated in the organization's afterschool program during the academic year. The summer camp scholarships helped families access safe, high-quality programming beyond the students' immediate neighborhood. One camp provided academic reinforcement for children in kindergarten through second grade. Another camp served older students and emphasized outdoor experiences, physical activity, and mental well-being. StriveCLT also offered a four-day spring break camp during the Easter school closure to provide all-day care for approximately 20 children whose parents and guardians still needed to work. The camp included a full daily curriculum with at least 60 minutes of reading literacy each day, as well as breakfast, lunch, and an afternoon snack. Guest visits from a librarian and an art instructor enhanced the learning experience. To ensure consistent attendance and family access, StriveCLT provided round-trip transportation from Southside Homes to a community partner's church that served as the camp site. Students and several family members also participated in field trips to the Sullenberger Aviation Museum in Charlotte and the Schiele Museum of Natural History in Gaston County. These experiences advanced StriveCLT's mission by increasing educational exposure, confidence, and social capital for participating youth. Parent engagement remained an important component of the spring and summer learning experiences. Families served as volunteers, chaperones, and program partners. All spring and summer learning support was provided at no cost to participating families.
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)| 2025 | 2024 | Change | |
|---|---|---|---|
| Revenue | $154,413 | $506,018 | -0.7% |
| Expenses | $266,048 | $286,935 | -0.1% |
| Net Income | $-111,635 | $219,083 | -1.5% |
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 |
|---|---|---|---|---|---|---|
| Gwendolyn G High | Executive Dir. | 35.00 |
Officer
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$76,501 | $0 | $76,501 |
| Sam Smith | Chairman | 1.00 |
Officer
Director
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$0 | $0 | $0 |
| Gary Henderson | Vice President | 1.00 |
Officer
Director
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$0 | $0 | $0 |
| Angela Carlson | Treasurer | 3.00 |
Officer
Director
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$0 | $0 | $0 |
| Kristal High Taylor | Secretary | 5.00 |
Officer
Director
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$0 | $0 | $0 |
| David Howard | Director | 1.00 |
Director
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$0 | $0 | $0 |
| Beverly Earle | Director | 1.00 |
Director
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$0 | $0 | $0 |
| Cheryl Grover | Director | 1.00 |
Director
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$0 | $0 | $0 |
| Kim Ratliff | Director | 1.00 |
Director
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$0 | $0 | $0 |
| Latoya Castle | Director | 1.00 |
Director
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$0 | $0 | $0 |
| Dorothy Brown | Director | 1.00 |
Director
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$0 | $0 | $0 |
| Jason Gringas | Director | 1.00 |
Director
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$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $154,413 | $266,048 | $195,096 | $-111,635 |
| 2024 | $506,018 | $286,935 | $306,618 | $219,083 |
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