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Nurtury Inc. (formerly Associated Early Care and Education Inc.)

 2201 Washington Street
 Roxbury, MA 02119
[P] (617) 695-0700
[F] (617) 695-9590
www.nurturyboston.org
[email protected]
Betsy Rempel
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INCORPORATED: 1878
 Printable Profile (Summary / Full)
EIN 04-2105893

LAST UPDATED: 12/05/2017
Organization DBA --
Former Names Associated Early Care and Education Inc (2014)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Nurtury gives Greater Boston's youngest children in need, birth to age five, the opportunity to reach their full potential by investing in school readiness, promoting healthy development, and strengthening families.
 

Mission Statement

Nurtury gives Greater Boston's youngest children in need, birth to age five, the opportunity to reach their full potential by investing in school readiness, promoting healthy development, and strengthening families.
 

FinancialsMORE »

Fiscal Year Sept 01, 2017 to Aug 31, 2018
Projected Income $17,451,000.00
Projected Expense $17,346,000.00

ProgramsMORE »

  • Early Education: Child-Family-Community

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Nurtury gives Greater Boston's youngest children in need, birth to age five, the opportunity to reach their full potential by investing in school readiness, promoting healthy development, and strengthening families.
 

Background Statement

For 139 years, Nurtury has pursued the goal of breaking down the achievement gap between children from low-income families and their middle-class peers, and ensuring that every child in its care will enter school ready to succeed. Nurtury’s services include a robust early education program that develops children’s social/emotional, physical, cognitive, and language skills, and addresses the critical issues of poverty and instability that surround our young students and make it so challenging for them to focus on learning. Parent, family, and community engagement is a vital component of our early education program. Children are much more likely to thrive when their families are healthy and stable, and when they are surrounded by a community that cares about and nurtures their well-being.

When Nurtury’s first program opened in 1878, we became New England’s first early education and care agency. Since then, Nurtury has transformed childcare to include high-quality early educational programming, and now serves 1,200 children and their families at five early education learning centers and 120 family child care sites.

Three of Nurtury’s centers are located in or next to public housing developments, including our newest center, the Learning Lab. The facilities at this center are exceptional for any neighborhood, but extraordinary in a public housing complex. In addition to providing high-quality early education and parent support, we use the Learning Lab as a site for developing and refining new programming, which we can expand to our other centers.


Impact Statement

In the last year, Nurtury impacted the children, families, and the field of early education as we:

1. Brought a sixth early education center into the agency in November 2017. Franklin Square House Children's Center has served children and families in the Mission Hill neighborhood community for more than 30 years. Making this center a part of Nurtury is important to maintain the supply of early education for low-income families in the Boston area. It also means that children, parents, and staff at Franklin Square House will benefit from Nurtury’s comprehensive administrative service capabilities, which will increase their ability operate effectively and efficiently. The center is now called Nurtury at Franklin Square House.

2. Centralized our admissions process, creating a new four-person team located at Nurtury's administration office. Previously, the enrollment process was decentralized, with a program assistant at each of Nurtury's centers responsible for enrolling children, managing details of each child's state subsidy, and finding new children to fill vacancies. With the admissions staff managing data in one centralized department, we are better able to manage and effectively use enrollment, attendance, and subsidy data, and to fill open slots quickly in our classrooms.

3. Created a team of family partners, which is a new role at Nurtury. The eleven partners are significantly increasing our capacity to provide all of Nurtury's families with thorough, ongoing coaching and support at our six centers and 118 family child care sites. Partners will assist parents to assess their family's strengths and needs, direct them to resources to help stabilize the areas of their lives that prevent upward mobility and impede school readiness, assist our educators and other staff who work with families, and serve as their liaison/champion. The Partners will also be the primary point of contact between Nurtury and priority-population social workers.


Needs Statement

The persistent problems experienced by many low-income families such as: inadequate healthcare, financial instability, and unsafe neighborhoods, impact the children and families that Nurtury serves. These and other factors impede a child's healthy development, which is the foundation of education and future success. Children from low-income communities, particularly from public housing, lag behind other children in school achievement. Nurtury collaborates with parents to meet the following needs of the children in our care:

- Early education and care settings characterized by: strong leadership; high-quality language-rich curriculum aligned with assessment; talented teachers whose professional development is supported; and positive collaboration between staff and parents.

- Caring adults to ensure the security, stability, and safety essential to build a child’s self-confidence and self‐control – cornerstones for later academic success.

- Strong bodies and minds supported by healthy food, health care, and exercise.

- Ongoing opportunities for language and literacy development.

- Consistent, nurturing relationships with teachers, parents and other caregivers.

- Safe neighborhoods and homes.


CEO Statement

"We know that we need to reach children as early as possible with the highest quality early education; that we need to provide services addressing all aspects of child development, including physical and social-emotional health and that those services need to be integrated for greater accessibility and greater efficacy; that we need to partner with parents, who are their children's first and most important teachers; and that we need to help families access critical resources and develop self-sufficiency and stability in order for their children to thrive."- Wayne Ysaguirre, Nurtury President and CEO

Board Chair Statement

“Nurtury transcends traditional child care by supporting every member of the family because it understands that the parent is the first teacher. The children at Nurtury are primarily classified as “at risk,” whether that is because of poverty, abuse, or challenging family circumstances. We never give up on a child or a family and help to make a tremendous difference in their readiness for success in school.”


Geographic Area Served

GREATER BOSTON REGION, MA

Nurtury serves children from low-income, working families who live in Greater Boston's communities, including: Cambridge, Dorchester, Jamaica Plain, Roslindale, Chelsea, East Boston, Mattapan, Roxbury, Chinatown, Hyde Park, Revere, and the South End.

Organization Categories

  1. Education - Preschools
  2. Human Services - Children's and Youth Services
  3. Human Services - Family Services

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Early Education: Child-Family-Community

Nurtury delivers comprehensive services to 1,200 children at six early learning centers and 120 Family Child Care sites in low-income neighborhoods in greater Boston. Three of our centers are located in or next to public housing developments. The curriculum at all of our sites focuses on developing each child’s cognitive, social-emotional, physical, and literacy skills. Nurtury’s program strategy centers on Child-Family-Community. Children are more likely to thrive when their families are healthy and stable, and when they are surrounded by a community that cares about and nurtures their well-being.

Parents, neighborhood leaders, and community-based organizations are integral to our effort and ability to provide families with a robust set of resources that give them tools that they need to advocate for their families and make positive life changes that nurture and sustain families and their communities.

Budget  --
Category  Education, General/Other Early Childhood Education
Population Served Infants to Preschool (under age 5) Families At-Risk Populations
Program Short-Term Success 

Assessments scores that evaluate children’s abilities and school readiness indicators increase over time.

Teachers develop new skills and increase their ability to develop nurturing classroom environments, to plan lessons that target cognitive and language development, and to address challenging behavior in children who experience ongoing trauma in their homes and communities.

Teachers observe positive behavioral changes in children who struggle to express themselves appropriately because of trauma in their lives.

Parents report to teachers that our parent councils and educational workshops have a positive impact on nurturing and educating their children, and on building relationships with teachers and with other parents at their child’s center.

Parents report to staff that they follow up on referrals to services such as: early intervention, health care, and domestic violence support.

 

Program Long-Term Success 

Nurtury and its community partners are invested in the success of children and their families. We are striving for the ultimate goal of narrowing the significant educational and school-readiness gap between low-income families and their more affluent peers. As we build the strength of our children and their families, we will nurture the health, education, and well-being of a generation of children who are better able to provide for themselves, and their own families in the future. We will also foster the growth of a generation of parents who learn new strategies to support their children’s education, their own self-sufficiency, and their ability to create safe and stable homes for their children. Ultimately, these children and their parents will be able to mentor younger families by creating a collaborative support network in their communities.

Program Success Monitored By 

ASQ – children are assessed at enrollment to identify a baseline in: communication, motor skills, problem solving, and social skills. Results inform service referrals.

Arnett Interaction Scale – measures teacher/child interaction and positive/negative classroom climate. Results inform professional development training needs.

ECERS and ITERS – measure program quality in: Space & Furnishings, Personal Care Routines, Language/Literacy, Program Structure, and Interaction with Parents and Staff.

PALS-PreK and Peabody Picture Vocabulary Test – performed several times a year, these assessments track the progress of children’s fundamental literacy skills and measure receptive vocabulary.

Teaching Strategies Gold – monitors student development and tailors activities to meet individual needs and track the progress of each child.

Family Surveys – evaluate parent satisfaction with Nurtury’s early education and care, parent programs, and success at developing collaborative relationships with parents.

 

Examples of Program Success 

A family with three children at Nurtury was struggling. The father, James, had been diagnosed with cancer and the mother, Selina, was managing all the family’s needs, as well as working part-time for an employer that paid her inconsistently. The family qualified for a child care subsidy, but the Selina was having trouble meeting the parent co-pay after several weeks at Nurtury. Emotionally drained, she talked with one of our staff members about leaving her job, withdrawing all her children from Nurtury, and staying at home with them. With Selina’s permission, our staff member called her employer, advocated on her behalf, and resolved the pay inconsistencies. As a result, Nurtury was able to reduce her parent co-pay, and her children were able to stay at our center in a healthy, nurturing environment – vital stability that helped them to cope with their father’s illness. Selina continued working and knows that she is able to rely on Nurtury’s staff as she perseveres through James’s illness.


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Wayne Ysaguirre
CEO Term Start Mar 2007
CEO Email [email protected]
CEO Experience

Before becoming Nurtury’s President & CEO in 2007, Wayne Ysaguirre had worked at all levels in the agency: beginning as a teacher assistant in 1990, rising to the position of program director in 1998, and then Vice President of Family Child Care Services in 2001. Over the past 20 years, Wayne has shown a deep commitment to Nurtury and its mission, as well as a vision for children larger than what the agency can accomplish alone. For more than a decade, he has worked constantly and with numerous organizations, both government and community, to advocate for and develop policy that supports early care and education at the level of city and state. He served as an advisor to the Governor’s Readiness Project, was a member of the Action Planning Team of Boston’s Birth to Five School Readiness Initiative, and currently is on the Board of the Massachusetts Association for Early Care and Education (MADCA).  He is also a 2015 Barr Foundation Fellow.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Carol Campbell Vice President of Quality Assurance Ms. Campbell has held a variety of positions in her twenty years at Nurtury, including intern, program director, and accreditation specialist. In 1991, under Ms. Campbell’s leadership, Nurtury was one of 35 centers in Massachusetts to achieve NAEYC accreditation. As Nurtury’s Accreditation Specialist, from 1992 to 1998, she built a Department of Quality Assurance. Prior to coming to Nurtury in 1989, Ms. Campbell worked as an education coordinator for Lynn, Massachusetts Headstart. Ms. Campbell is also the Chair of Community Partnership: Children At-Risk Enhancement Services (CPCARES). Ms. Campbell holds an M.S. in Administration in Educational and Human Service Settings from Wheelock College and a B.S. in Early Childhood Education from Salem State College
Chris Cesario Vice President of Human Resources & Operations Mr. Cesario has over 20 years of experience in all facets of human resources including labor relations, policy development and implementation, benefits design, salary administration, performance evaluation, recruitment and retention analysis and strategies, and professional development and training.
Jaye Smith Vice President of Development, Marketing & Public Relations

Ms. Smith’s career in Institutional Advancement began 17 years ago at her alma mater, Simmons College where she championed local and national projects to engage 40,000 alumnae/i. Thereafter, she led Development and Communications efforts in the non-profit arena. Most recently, Ms. Smith managed Advancement efforts at The Advent School, a private urban elementary school whose community reflects the diversity of Boston and offers innovative learning inspired by the Reggio Emilia Approach. She is a proven leader who is committed to education and recognized for her exceptional ability to cultivate relationships and lead comprehensive fundraising initiatives. In addition, Ms. Smith has lectured at Lesley College and is a devoted mentor to young professionals aspiring to gain access to the development field. She is a member of the Association for Fundraising Professionals, CASE, Simmons College Alumnae Association, and Women in Development of Greater Boston.

Wayne Ysaguirre President and CEO Before becoming Nurtury’s President & CEO in 2007, Mr. Ysaguirre worked at all levels in the agency. He began as a teacher assistant in 1990, rose to the position of program director in 1998, and then Vice President of Family Child Care Services in 2001. For nearly 20 years he has shown a deep commitment to Nurtury and its mission, and has expressed a vision for children larger than what the agency can accomplish alone. For more than a decade he has worked with both government and community to develop policy that supports early care and education at the city and state level. Mr. Ysaguirre served as an advisor to the Governor’s Readiness Project, was a member of the Action Planning Team of Boston’s Birth to Five School Readiness Initiative, and currently is on the Board of the Massachusetts Association for Early Education and Care.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 147
Number of Part Time Staff 21
Number of Volunteers 133
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 67
Asian American/Pacific Islander: 15
Caucasian: 23
Hispanic/Latino: 55
Native American/American Indian: 0
Other: 0
Other (if specified): 8
Gender Female: 148
Male: 20
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Gayle M. Slattery
Board Chair Company Affiliation The Tron Group
Board Chair Term June 2008 - June 2019
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mariela Paez Boston College Voting
Margot Botsford Supreme Judicial Court Voting
Jeffrey P. Davis Lee Munder Capital Group Voting
David H. Feinberg Feinberg Hanson. LLP Voting
Jeff Freedman Small Army, Founder & CEO Voting
Jerome Goldstein Retired Voting
Michael C. Hill Minot's Light Voting
Lisa Krakoff Social Investor Voting
Mela Lew Massachusetts Board of Bar Examiners Voting
Jonathan Lonske MorganStanley SmithBarney Voting
Peter C. Pedro Jr. Bostonian Group Voting
Gayle M. Slattery The Tron Group Voting
Peg Sprague Consultant Voting
Harriet G. Tolpin Ph.D. Partners HealthCare Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 12
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 4
Board Meeting Attendance % 79%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year Sept 01, 2017 to Aug 31, 2018
Projected Income $17,451,000.00
Projected Expense $17,346,000.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

2008 Form 990

Audit Documents

2016 Audit

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

2009 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $20,040,975 $17,712,399 $16,822,424
Total Expenses $18,455,438 $18,162,868 $17,337,818

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,241,169 $1,589,555 $1,391,303
Indirect Public Support -- -- --
Earned Revenue $18,415,103 $15,720,342 $15,527,862
Investment Income, Net of Losses $125,045 $138,435 $184,087
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $259,658 $264,067 $353,750
Other -- -- $-634,578

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $15,942,401 $15,683,160 $14,919,344
Administration Expense $2,138,134 $2,190,700 $2,040,344
Fundraising Expense $374,903 $289,008 $378,130
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.09 0.98 0.97
Program Expense/Total Expenses 86% 86% 86%
Fundraising Expense/Contributed Revenue 30% 18% 27%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $16,721,120 $14,955,637 $15,278,741
Current Assets $4,770,691 $2,769,684 $3,057,172
Long-Term Liabilities $0 $2,382,383 $2,556,551
Current Liabilities $4,206,081 $1,643,752 $1,342,219
Total Net Assets $12,515,039 $10,929,502 $11,379,971

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $144,436.00
Spending Policy Percentage
Percentage(If selected) 4.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 1.13 1.68 2.28

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 16% 17%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials.  Contributions from foundations and corporations are listed under individuals when the breakout was not available. Capital grants and contributions for fiscal year 2014 are listed under Other revenue.
 
This organization changed its name to Nurtury Inc., which is reflected in the IRS Letter of Determination posted above. 
 
Appearing initially on the fiscal year 2013 audit, the Learning Center at Bromley-Health QALICB, Inc. (LCBH) was formed in January 2012 to develop, operate and lease real estate to Associated Early Care and Education, Inc. Only Associated Early Care and Education data is included in the charts and graphs above.  

 

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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