Winter Park Day Nursery, Inc.
741 S Pennsylvania Ave
Winter Park FL 32789-5049
Contact Information
Address 741 S Pennsylvania Ave
Winter Park, FL 32789 5049
Phone (407) 647-0505
Fax (407) 647-0518
Web and Social Media
Donate with a credit card http://www.wpdaynursery.org
Video
My Friends
Mission
Mission Mission Statement

Winter Park Day Nursery provides a secure, nurturing, educational environment that is affordable and supports family diversity.

Vision Statement

The Winter Park Day Nursery will build a stronger community by providing high-quality, affordable early childhood education that will prepare our children to succeed in school and life.

Leadership
CEO/Executive Director Ms. Alessandra DeMaria
Board Chair Mr. Chris Iselin
Board Chair Company Affiliation Consultant
History
IRS Ruling Year 1949
Financial Summary
 
 
Projected Revenue $874,278.00
Projected Expenses $874,278.00
Statements
Mission Mission Statement

Winter Park Day Nursery provides a secure, nurturing, educational environment that is affordable and supports family diversity.

Vision Statement

The Winter Park Day Nursery will build a stronger community by providing high-quality, affordable early childhood education that will prepare our children to succeed in school and life.

Impact


Winter Park Day Nursery has made a difference in the lives of more than 12,000 children during our 77 years of existence. We are especially proud of what we have accomplished this past year:


We have worked diligently to maintain our accreditation through the National Accreditation Commission (NAC) receiving our 3-year re-accreditation approval in October of 2015. This accomplishment, in and of itself validates the high quality of our educational program.


We received an award in 2013 making us one of five programs in the state to become a program-wide Positive Behavior Support (PBS) demonstration site.  The PBS model provides early educators with the knowledge and tools needed to promote the social-emotional competence of all children, prevent the development of behavior challenges, and ensure that young children with behavior problems receive effective intervention. The training and support of this program was made possible by our collaborations with the Department of Child and Family Studies at the University of South Florida and Rollins College Child Development Center.


These achievements highlight our quality, allowing for our enrollment to average 94% of accredited capacity throughout 2015, including the summer months when enrollment is historically lower. Accredited capacity refers to the fact that Childcare licensing authorizes a capacity of 95 students for our building, we choose to limit our capacity to 69 students to meet accreditation standards for the number of children served per teacher.  In addition to staying at capacity, this, in turn has brought our waitlist to reach 100 students in January 2016 (in January 2015 this number was at 60). 


The number of families who choose our school and receive no scholarship or financial assistance peaked at the end of 2015 to 21.3% - this number previously fluctuated around 7 – 8%. This brought into reality the decision the board of directors made in 2013 to assure that this number did not exceed 25%. This decision was made to assure that the Winter Park Day Nursery continues to serve its mission by serving families of all income levels, to assure that we are supporting those families most in need. We are adjusting our enrollment/waitlist process to assure we keep this limit in effect.


In 2016 our board of directors is gearing up to update our strategic plan so that we may address the increased needs in our community as they are related to our organizations current service ability and possibility for growth.


Independent Research has been conducted on this organization's theory of change or program effectiveness? No
Needs

EMERGENCY TUITION ASSISTANCE – Funding is needed occasionally to fully subsidize the tuition fees of our families for a specified period of time when one or both parents lose their jobs or have a crisis such as an accident or major illness. With this assistance, the children in these families, despite trouble at home, continue to benefit from our nurturing learning environment and nutritious meal program. (Goal – $9,360 to fully subsidize 52 weeks, or one full year, of care).

CAPITAL IMPROVEMENTS - We work to maintain a maintenance fund to use in the event an unexpected maintenance or repair arises. (We like to keep approximately $5,000 in this fund) 

DIRECT PERSONAL ASSISTANCE TO FAMILIES – WPDN strives to encompass and support the whole family so they can overcome whatever personal, financial or health hurdles they may have that also affect their children.  There is always need for funds we can utilize to provide for direct personal assistance for our families, including emergency rent, utilities, transportation assistance and other basic needs. (Goal - $7,500)

CAPACITY BUILDING – Funding to continue to enhance, develop and grow WPDN’s core preschool educational program. These include leadership and staff training, education and increased pay for teachers and support staff, technology upgrades, educational and curriculum tools, and a more comprehensive parenting education program to help our parents build stronger and more stable families. ($5,000 to $50,000)

FUND-RAISING UNDERWRITING - To secure as much underwriting as possible for the agency’s signature fund-raising event, the Orange Blossom Jubilee (OBJ), is held every spring. The proceeds from this event help underwrite tuition costs for our lower-income families.  Underwriting is needed to cover facility rental, entertainment, food, linen rental, invitations, mailings; our fund-raising goal for the OBJ is $80,000.

SCHOLARSHIP ASSISTANCE – Funding to bridge the gap between what families can afford to pay and what it costs to care for and educate their children. At least 75% of our families receive some sort of scholarship assistance with 62.7% of families falling below 130% of the Federal Poverty Line. These families receive between 50 and 60% of their child(ren)’s tuition in scholarships. ($10,000/month)

Background

From its beginning in 1939, Winter Park Day Nursery's mission has been to fill a serious need for high-quality, affordable childcare for low-income working parents in the Orlando/Winter Park Area. The center was founded when a local elementary school principal, Nelson Glass, noticed that when the Gentille Packing Plant went into production, student absenteeism soared. He realized that the mothers were working in the plant, leaving their preschool children at home under the care of their only slightly older siblings. Out of the need for a childcare center for children of these working mothers, the Winter Park Day Nursery was born. Today, Winter Park Day Nursery (WPDN) is an independent, not-for-profit childcare center dedicated to serving as a sanctuary for young, at-risk preschool children of working families from the Orlando/Winter Park area. WPDN provides an ethnically and racially diverse mix of children, aged two to five years, with the high-quality preschool education they need to enter kindergarten at the same level as children from more affluent families. To assure affordability, WPDN structures its significant scholarships on a sliding scale based on parents' verified income and household size.

CEO Statement

As an Executive Director who has served in many program positions during my time with WPDN, I have been able to see on a daily basis the impact that quality early childhood education and care makes on children, especially children from a low economic environment (poverty level). Winter Park Day Nursery is sometimes the only stability in their volatile young lives. There is compelling evidence that at-risk children who attend high-quality preschools dramatically increase their chances for school readiness and future success. Unfortunately, low- and even moderate-income families face difficulties finding high-quality, affordable preschool education unless the fees are subsidized. At Winter Park Day Nursery, significant scholarships ranging from 20 – 60% of the full tuition cost are offered on a sliding scale based on the family's placement on the federal poverty level chart. When parents receive assistance with child care costs, they are 40% more likely to keep their jobs for two years or more. Because we provide a significant amount of scholarships on a sliding scale based on household income, WPDN parents therefore are more likely to have stable employment and a positive impact to the community as are their children.

Board Chair Statement

This is the 77th year for the Winter Park Day Nursery. This in itself is a success to be proud of. The success of the Winter Park Day Nursery is driven by the investment of our donors and the hard work, knowledge and compassion of the teachers and the Board. I think every Board member has a personal reason for becoming involved with the Nursery and my story is no different. I was originally introduced to the needs of the Nursery back in 2001 when my wife was hired as a teacher at the Winter Park Day Nursery. I heard countless stories of children and families who have thrived due to the education and support they received at WPDN. As I saw changes and growth, I knew I had ideas, experiences and skills that could contribute to making a good school into a great school and a much needed resource for families. I joined the board in 2011 and was voted in as president in 2013, shortly after my wife retired from her teaching position. As board chair I am one of the Day Nursery’s biggest advocates as I share the tremendous work of the school with everyone I meet. One of my favorite parts of each year is to attend the annual VPK graduation ceremony where we can actually see the children’s faces light up as they receive their awards and diplomas. These children know that they have completed something important, and they have done well! What an amazing experience to witness.

As our waitlist increases exponentially, we are at a crossroads to find a balance that will allow us to maintain our excellence and increase our capacity to better meet the growing need in our community for affordable, high-quality, early childhood care and education for all families. As a Board we see the economic challenges of trying to raise enough awareness and money from donations to finance the annual budget. Operating costs are not going down, they are continually increasing. As standards for quality care increase, so does the cost to provide such care. It costs more to maintain the highly educated, quality staff that have proven to make the difference in the lives of the families we serve. Even as our costs increase, we find we cannot transfer that cost back onto our families who struggle to pay even reduced, subsidized costs of care; therefore we must search elsewhere to assure we have the ability to maintain our identity as a high-quality program for all.

We/The Board run a very financially prudent and sound operation and the children and their families depend on us!

 

CEO/Executive Director/Board Comments

In today’s environment there are many challenges that the Nursery faces. There are so many families who are working hard to get back on their feet or to get ahead so that they might give their children more than they were given. As a Board we see the economic challenges trying to raise enough awareness and money from donations to finance the annual budget. Operating costs are not going down, they are increasing. Electricity costs have gone up, food costs have gone up, insurance costs have gone up, etc. In order to maintain our high-quality we are also striving to increase the level of education, thus increase the pay of our teaching staff and all employees to assure an environment where the children know the adults around them are there because they care, and can focus on the needs of the children. We/The Board run a very financially prudent and sound operation and the children and their families depend on us!

NTEE Information
Primary Organization Type Education
Primary Organization SubType Educational Services
Areas Served
Geographic Areas Served
FL - Orange
FL - Seminole
FL - Osceola

Winter Park Day Nursery serves children who live in Orange, Seminole and Osceola counties, most of whose parents work in Winter Park. We are located in Winter Park, a predominantly affluent area, but we also serve children who live in  the low income area of Winter Park as well as low-income neighborhoods throughout the tri-county Orlando area.

Programs
Description

Our high-quality program includes a childcare and preschool program for working families taught by college-educated teachers who help all WPDN children leave us ready to succeed in kindergarten. WPDN focuses its efforts on young children from lower and middle income working families.

When parents have access to high-quality, affordable, full-day, reliable child care such as the Winter Park Day Nursery provides, they are more productive in the workplace and devote less time to personal issues, knowing their children are safe. Employers benefit from reduced turnover and absenteeism. This is an indirect, but important, impact of WPDN’s program.

WPDN’s curriculum, which follows the School Readiness Standards, is a combination of High/Scope and Creative Curriculum. These curriculums emphasize teaching children how to think, how to problem-solve, and how to work together. The children actively engage in planning, carrying out and reviewing what they are learning. Such high-quality education gives the children the intellectual tools to do better in school; they learn to be critical thinkers.
Population Served Infants to Preschool (under age 5)
Poor,Economically Disadvantaged,Indigent
Families
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

 

Internal assessments and screenings are conducted each year:

· Teaching Strategies GOLD observational assessment - Each child is observed throughout the year and these observations input into a program website that allows us to track growth in several developmental areas including Social-Emotional, Physical, Language, Cognitive, Literacy, Mathematics, Science and Technology, Social Studies, The Arts and English Language Acquisition (if necessary). This tool is now required by all programs offering Voluntary Pre-Kindergarten (VPK) as well as all students who receive state school readiness funding however, WPDN began utilizing this program a year prior to its being required by the state funded programs.

· Pre and post-VPK Assessment – all pre-k students are tracked on their improvement in literacy and Math skills.

· Screenings - Each student, upon enrollment and every six months I screened on the Ages and Stages Questionnaires (ASQ), the most trusted developmental screening tool used at this time, as well as the DECA (Devereux Early Childhood Assessment) which supports early intervention efforts to reduce emotional and behavior concerns by assessing risks and resiliency in the social development of very young children.

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

A 40-year longitudinal study has shown that children who attend a high-quality childcare using the High/Scope curriculum will on average earn more, be more likely to own their home, be less likely to have mental health issues, less likely to have ever been arrested or on welfare and have higher education levels than children from similar socio-economic situations who attended other preschool models or no preschool. This, paired with the Creative Curriculum we are able to incorporate the latest research and best practices while addressing the needs of every type of learner. Therefore, we expect that children who attend WPDN will also do well in their long term future. Tracking for this is difficult however, in addition to using general drop-out rates for the area we are currently tracking a sample group of our past students through the 2nd grade to show the benefits our program has on our students as well as learn how we can improve our program to help our students be successful in school and in life.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
We use several methods/tools to track success:
  • The first would be the Child Observation Record. This is an observational assessment that is normed. Each child is observed throughout the year and these observations input into a computer program that allows us to track growth in several developmental areas including motor skills, language & literacy, math concepts, science understanding, social relations, and creativity.
  • Second, we do a pre and post-literacy assessment on our pre-k students to track their improvement in literacy skills like alphabet recognition, rhyming, recognizing beginning sounds, associating letters with sounds, story comprehension and parts of a book.
  • We track parent participation through sign-in sheets at all of our parent events.
  • Finally we look at our school readiness scores given by the state. They use the Florida Kindergarten Readiness Screening, an assessment given to every child at the beginning of the kindergarten year. These scores are available on the State Dept. of Education website.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

From a current parent with 2 children:  "I just wanted to acknowledge the hard work and effort you guys put forth to make things great for our children as well as the parents. As a single father I’m often cast aside or treated initially as a secondary parent when beginning a new relationship with my children’s doctors, teachers etc. I’ve already experienced the difference now that my daughter has started her new kindergarten. I truly miss the quaintness and family atmosphere you have created there at WPDN. Everyone knew our names, was always friendly and ready to be helpful. I can’t thank you guys enough for the way myself and children were treated as well as how you were able to prepare us for the next stages in their schooling. It’s great to see there’s still people out there that recognize the value of the “little” things. Keep up the great work!” - 2015

Description

 

Winter Park Day Nursery has an inclusive family services program led by our Family Services Coordinator who has a bachelor’s degree in Social work as well as Child Development Certifications and experience teaching children from birth through 5 years old. With these skills and experience our Family Services program offers screenings and early intervention support for all students showing a need for such support. The Family Services Coordinator also offers outside resources (that can be brought to WPDN as often as possible) to assure that our students have the best possible chance of success.

WPDN regularly offers parent education classes. Parenting classes teach parents about many different areas of interest including, best financial practices, community resources and positive discipline among others. These classes not only teach parents how to help their child be successful, but how to help themselves be more successful, productive citizens as an example to their children.


Population Served Families
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
Families are equipped to support their children and his/her learning while at our school by being better aware and educated about how to best support/encourage/interact with his/her children so that they may be successful in school.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.
By supporting/educating the whole family and the whole child, we are helping families learn how to be successful citizens who are ultimately able to contribute back to the community.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Parents complete the Ages and Stages Questionnaire (ASQ) during birth month and six months later and the Ages and Stages Questionnaire- Social/Emotional (ASQ-SE) screen in September of each year. Teachers observations are recorded in the High/Scope’s computerized Child Observation Record continuously with scores printed out twice per year for evaluations. Those who score below a nationally normed cut off receive an individual development plan (IDP) or referral to a therapist as needed.  Pre and Post assessments are conducted at each parent training to assure information is gained from each experience.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Families who are able to work together effectively and be successful citizens.  By focusing on the whole child as well as his or her family we are making a difference not only in that child's life but in the community as a whole:  

“It’s great to be connected to a place that not only cares about my son but, our family and community as a whole. I’m so happy I found you all!” – Current Parent, 2015

Comments
CEO Comments Families, schools and communities are partners in the rearing and education of children. The quality of life in Central Florida over the long-term relies on our ability to engage residents to participate in resolving our issues, with one of the most significant being education of our children. The most powerful single intervention we can make on behalf of children is to ensure that they start school ready to learn. I joined the Board of the Winter Park Day Nursery over a decade ago to be engaged in the transformation of early education in our community.  The Winter Park Day Nursery has evolved during my tenure from a child care center to an accredited preschool for low-income, at-risk children. Research has proven that the first years of life are important for a child’s emotional and intellectual development. Investment in our children at an early age, is more effective and efficient than remedial programs later.  The Winter Park Day Nursery provides nurturing care for our children and a strong foundation needed to succeed in school and in life.  Our community’s economic and social well-being requires that all children be prepared for school, prepared for post-secondary education and prepared for the workforce and adult responsibilities.
Board Chair
Board Chair Mr. Chris Iselin
Company Affiliation Consultant
Term Jan 2016 to Dec 2016
Board Co-Chair
Board Co-Chair
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Mike Burch Cooper, Simms, Nelson & Mosley, IncVotingNo
Alessandra DeMaria Winter Park Day NurseryNonVotingNo
Nicole R. Finegan HMS Certified Public Accountants, PAVotingNo
Brian Giessuebel Community Health Centers, Inc.VotingYes
Larry J. Herring Larry J. Herring, CPA, PAVotingNo
Chris Iselin RetiredVotingNo
Charles Kulmann Kulmann Lane & AssociatesVotingNo
Linda Garvin Manzonelli Retired/Orange County Public Schools/Community VolunteerVotingNo
T. Rebecca Marshall Rollins College MBA CandidateVotingYes
Vianka McConville Curly & Pynn Public RelationsVotingNo
Andrea Morgan AttorneyVotingNo
Cecilia Scott Girl Scouts of CitrusVotingNo
Sarah Walker Rollins College MBA CandidateVotingYes
Ed Wentzel Northwest Federal Credit UnionVotingNo
*This individual has been awarded a Certificate in Orientation to Board Service by the Edyth Bush Institute for Philanthropy & Nonprofit Leadership at Rollins College ebi.rollins.edu, the Central Florida Partnership www.centralfloridapartnership.org, and the Central Florida Foundation www.cffound.org.
Board Term Lengths 2
Board Term Limits 0
Board Ethnicity
Asian American/Pacific Islander 0
Caucasian 11
Hispanic/Latino 1
Native American/American Indian 1
Other 0
Other (if specified) 0
Policies
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Standing Committees
Standing Committees
Committee Name
Board Governance
Finance
Additional Board/s Members and Affiliations
Advisory Board
NameCompany Affiliation
Sharon Carnahan Rollins College
David Isaacson Morgan Stanley Wealth Management
Comments
CEO Comments

Over the past two years the day nursery has maintained a waiting list of more than 100 students for our school, which holds only 69 students at any given time. Our Board of Directors and administrative team have begun discussions on how to better meet the growing need for the services provided to families by the Winter Park Day Nursery. With the help of grant funding from the Central Florida Foundation, the Winter Park Day Nursery board and staff will be working with Kate Martin from the Edyth Bush Institute for Philanthropy and Nonprofit Leadership at Rollins College to explore the school’s options for growth and create a Business Plan that will be a component of a new Strategic Plan for 2017 – 2020 and beyond.

CEO/Executive Director
CEO/Executive Director Ms. Alessandra DeMaria
Term Start Dec 2011
Email exec@wpdaynursery.org
Experience
Alessandra (Ali) DeMaria joined the staff of the day nursery in January 2005 and has served in positions of increasing responsibility since then, including teacher, family services coordinator and director of education. She holds a bachelor’s degree in psychology from the University of Colorado. In 2010, she received her master’s degree in Mental Health Counseling from Rollins College, where she also earned a certificate in Marriage & Family Therapy. She earned her Florida Child Development Associate Equivalency from Seminole Community College in 2005 and an Advanced Level Florida Child Care and Education Program Director Credential from the Florida Department of Children and Families in 2011.
CEO Salary Range $50,001 - $75,000
Former CEOs
Former CEOs
NameStartEnd
Lynda Mays Apr 1998Oct 2007
Judith Nelson July 2007Oct 2011
Staff
Number of Full Time Staff 16
Number of Part Time Staff 4
Number of Volunteers 1200
Number of Contract Staff 1
Staff Retention Rate 69%
Senior Staff
Title Director of Education
Experience/Biography Rhiannon completed her AA degree at Valencia College in 2006. She is CPR certified, has completed her DCF 45 hour training and is currently in the process of completing her Bachelor’s degree in Elementary Education. Before entering the education field, Rhiannon worked as an exotic animal caregiver, a veterinary assistant and an administrative assistant.
Title Director of Administration
Experience/Biography  Crystal received her Associate degree in  Computer Animation at Full Sail University in 2001 and is currently working towards her Bachelor’s degree in Education. She was a Camp Director teaching computer animation, computer graphics, web design, and robotics with Cyber Camps. She has 9 years experience in the mortgage business including managing her own branch office.  Crystal is also a proud parent of 2 Winter Park Day Nursery students.
Title Director of Family Services
Experience/Biography

Megan Brown

Director of Family Services

Megan has worked with children for ten years since she was a senior in high school. She earned her Bachelor’s degree in social work and she also has her CDA. When Megan is not at school, she enjoys spending time with her family and her pets, reading, and dancing.

Plans
Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Date Strategic Plan Adopted Feb 2014
Management Succession Plan Yes
Organization Policies And Procedures Yes
Other
Affiliations
AffiliationYear
Chamber of Commerce1998
United Way Member Agency1989
External Assessments and Accreditations
External Assessment or Accreditation Year
National Association of Child Care Resource and Referral Agencies - Child Care Aware Consumer Education Quality Assurance Program - Certification2009
National Association of Child Care Resource and Referral Agencies - Child Care Aware Consumer Education Quality Assurance Program - Certification2012
Awards
AwardAwarding OrganizationYear
Innovations in Early Care and EducationEarly Learning Coalition of Orange County2010
Program-wide Positive Behavior Support Demonstration SiteUniversity of South Florida2012
Risk Management Provisions
Risk Management Provisions
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
CEO Comments

In today’s environment the nursery faces many challenges. There are many families that simply cannot afford to send their children to school as the parents have lost their jobs or had their hours or wages reduced. As a Board we see the economic challenges trying to raise enough awareness and revenue from donations to finance the annual budget. Operating costs, such as electricity, food and insurance, are all increasing. When you combine that with government agencies, endowments, foundations and individuals all cutting back on or eliminating their disbursements this is a very troubling time for us. The fear of what may still be ahead of us economically has made it that much more difficult to increase donations enough to keep pace with costs. We are demonstrating to our current and prospective donors and sponsors that we can be prudent with their funding. We have also re-evaluated our budget to see where we can save. Through our involvement with Rollins College Philanthropy & Nonprofit Leadership Center along with funding from the Winter Park Community Foundation, our board has worked to increase our knowledge and capacity to do the most with what we have and gained the skills to better prepare for the future.

We/The Board run a very financially prudent and sound operation and the children and their families depend on us!

 

State Registration Yes
State Charitable Solicitations Permit Yes
State Charitable Solicitations Permit Expiration Month Oct
State Charitable Solicitations Permit Expiration Year 2017
Fiscal Year
Fiscal Year Start Jan 01, 2017
Fiscal Year End Dec 31, 2017
Documents
Form 990s
YearDocument
2015990
2014990
2014990 Signature Page
20132013 990 signature page
2013990
2012990 signature page
2012990
2011990
2010990
2010signature page
2009990
20082008 990
20072007 990
20062006 990
20052005 990
Audit Documents
YearDocument
20152015 Audit
20142014 Audit
20132013 Audit
20122012 Audit
20112011 Audit
20102010 Audit
20092009 Audit
20082008 Audit
20072007 Audit
20062006 Audit
20052005 Audit
IRS Letter of Determination
IRS Determination Letter
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
$193,754$73,078$12,124
Government Contributions$157,697$154,892$117,546
Federal$0$0$0
State$0$0$0
Local$11,000$0$0
Unspecified$146,697$154,892$117,546
Individual Contributions$26,190$140,486$193,586
$91,879$91,045$78,003
$278,069$239,374$254,848
Investment Income, Net of Losses$712$655$546
Membership Dues$0$0$0
Special Events$24,511$33,219$46,366
Revenue In-Kind$14,771$0$0
Other$0$0$0
Expense Allocations
Fiscal Year201520142013
Program Expense$588,989$559,781$533,955
Administration Expense$119,542$124,807$121,758
Fundraising Expense$31,263$21,956$21,646
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.061.041.04
Program Expense/Total Expenses80%79%79%
Fundraising Expense/Contributed Revenue6%4%5%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$752,618$708,161$680,893
Current Assets$499,512$434,172$396,937
Long-Term Liabilities$0$0$0
Current Liabilities$15,461$18,793$17,730
Total Net Assets$737,157$689,368$663,163
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountEarned Revenue $278,069Earned Revenue $239,374Earned Revenue $254,848
Second Highest Funding Source & Dollar AmountFoundations and Corporations $193,754Government $154,892Individuals $193,586
Third Highest Funding Source & Dollar AmountGovernment $146,697Individuals $140,486Government $117,546
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities32.3123.1022.39
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%0%
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments

Our biggest challenge, like so many other non-profits, is struggling to find financial support in the current economic climate. We are showing our current and prospective donors and sponsors that we can be prudent with the money they give us. We have re-evaluated our Budget to see where we can save.

Foundation Comments
Financial figures taken from 990s.  990 and audits are reconciled.
Budgets can be found in the Other Documents Section. 
Voluntary Organizations Active in Disaster
Notes Programs listed here are those that are only activated during a disaster. Some organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. Organization describes previous experience during the immediate response, recovery or rebuilding phases following a disaster.