Called To Serve CDC Inc

What it reported doing in 2025

CTS mission is to serve as an anchor for community renewal and to support endeavors that break intergenerational poverty, primarily in the Tioga neighborhood. We fulfill this mission by developing innovative solutions that strengthen and sustain Tioga in all its community manifestations. Through partnership, energy and a collective vision, Called to Serve CDC is prepared to work and engage with all groups and individuals who share our mission and common vision for Tioga and the Philadelphia region.LIST OF ACTIVITIES[A] "Read By 4th" is a Philadelphia citywide effort aimed at boosting the number of students entering 4th reading at grade level. In addition, Goal 1 of the School District of Philadelphia is the percentage of students in grades 3-8 who are proficient on the state ELA assessment will grow from 34.0% in August 2023 to 65.0% by August 2030. In support of these efforts, CTS has partnered with the Philadelphia Literacy Initiative, a high-intensity reading intervention and enrichment support for kindergarten through grade three scholars. CTS is a sponsor of the program at Kenderton. [B] The CTS BriDDge (Bridging the Digital Divide) program leverages Esports to develop social-emotional learning skills among school-age children. The program seeks to help youth build goal-setting, foster intentional self-regulation, and foster strong relationships between peers, coaches, and students. The program operates as an after-school program and summer camp. [C] CTS sponsors a quarterly awards luncheon celebrating academic achievement for students at Bethune Elementary [D] Through a contract with the City of Philadelphia's Philadelphia Taking Care of Business (PHL TCB) program, CTS's Workforce Development Program takes a double bottom-line approach to economic development in underserved communities. The program provides career pathways for returning citizens while spurring neighborhood commercial revitalization and economic growth by keeping the commercial corridor as one of the pillars for encouraging growth and development on the Broad, Germantown, and Erie commercial corridors.

Financial Efficiency

• Mission deployment rate: 66.4%; rating input score 66
• Program expense ratio: 86.9%; rating input score 87
• Fundraising efficiency: $30.37 raised per $1 spent on fundraising; rating input score 66; 66th percentile among comparable filings

Transparency & Controls

• Consistency checks: 93.3%; rating input score 93; 24th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
• Governance controls: 5 of 8 controls in place; rating input score 71
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Fail
  • CEO compensation review process: Limited
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 27%; rating input score 79; 79th percentile among comparable filings
• Total-asset coverage ratio: 9.68; rating input score 91; 91st percentile among comparable filings
• Liabilities to assets ratio: 0.64; rating input score 9; 9th percentile among comparable filings
• Officer compensation ratio: 6%; rating input score 48; 48th percentile among comparable filings

Growth

• Program expense growth: 25.8% per year; rating input score 100; 85th percentile among comparable filings
• Revenue growth: 29.1% per year; rating input score 100; 90th percentile among comparable filings
• Asset growth: 39.3% per year; rating input score 100; 93rd percentile among comparable filings