CentroNía educates children and strengthens families, through an integrated approach of education and family support, by providing early childhood/elementary education and family programming, in bilingual multicultural communities in Washington, DC.

Synopsis:

CentroNía is a stronger organization than it was in 2002. The organization is transforming from a community-based organization serving families in one site to a multi-site operation. Its effectiveness and sustainability have increased as well. By creating the Bilingual Charter School and a second site for its Early Childhood Program, the organization is increasingly serving more children in need in the region.

Key Accomplishments:

CentroNía's increased effectiveness resulted more than doubling the growth in the number of children served over three years, rising from 322 to 758. CentroNía has expanded its services using an integrated approach in the new public Charter School, the tutoring program in four schools, and a new site serving 72 three- and four-year-old children. Other noteworthy accomplishments that contributed to improved capacity and increased effectiveness include:

• Planning and Focus: Completed comprehensive strategic plan in December 2003, resulting in well-defined road map for program expansion and organizational capacity building.

• Human Capital & Board and Management: Six new board members recruited who bring exceptional educational, business, legal, and development expertise. Established DC Bilingual Public Charter School Board. Strengthened Management team with the recruitment of Program Manager, Human Resource Manager.

• Capitalization/Revenue: Receipt of $500 thousand Families Count award from Annie E. Casey Foundation highlighted achievement on a national scale. Established bilingual charter school for early childhood and elementary education, securing continual revenue streams for 16 % (122 of 758 students). Received $3.2 million bond, resulting in surplus revenue for the organization. Received earmarked funds for the past two years.

• Process Improvements: Outside consultant, Center for Management and Technology, completed an extensive cost-effectiveness and efficiency analysis of all operational areas, including finance, client intake, development, and administration. The analysis resulted in a clear plan for improving and streamlining administration throughout the organization-including recommendations for organizational changes to increase performance and accountability organization-wide.

Key Information

Date, years, and stage of VPP Investment:	November 2002; 3 years (mid-stage; partially funded)
Capital committed and disbursed by VPP:	$2,420,000 committed; $1,042,400 disbursed
Estimated children to be served in 2010:	1,474
Revenue increase & % budget growth:	$6.9 to $9.0 million - 30% in four years
Leveraged funding:	$850 thousand
Expansion to new places and coverage:	One new site and four new school-based programs