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Pathways for Children, Inc.

 29 Emerson Avenue
 Gloucester, MA 01930
[P] (978) 281-2400
[F] (978) 281-7053
www.pw4c.org
Pathways@pw4c.org
Susan Todd
Facebook
INCORPORATED: 1979
 Printable Profile (Summary / Full)
EIN 04-2694002

LAST UPDATED: 05/04/2017
Organization DBA Pathways
Former Names Child Development Programs (2006)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Pathways’ mission is to serve the best interests of children and their families -- whether disadvantaged by circumstance or in search of opportunity -- by delivering the empowering gift of quality educational, social development and support services that strengthen the family unit and the community.  Pathways' core values are: (1) Inspiring Children; (2) Guiding Adolescents; (3) Supporting Parents; (4) Strengthening Families; and (5) Enriching Communities.

Mission Statement

Pathways’ mission is to serve the best interests of children and their families -- whether disadvantaged by circumstance or in search of opportunity -- by delivering the empowering gift of quality educational, social development and support services that strengthen the family unit and the community.  Pathways' core values are: (1) Inspiring Children; (2) Guiding Adolescents; (3) Supporting Parents; (4) Strengthening Families; and (5) Enriching Communities.


FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $9,555,054.00
Projected Expense $9,555,054.00

ProgramsMORE »

  • Early Head Start
  • Family Child Care
  • Family Enrichment Programs
  • Head Start
  • School Age Care

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

Pathways’ mission is to serve the best interests of children and their families -- whether disadvantaged by circumstance or in search of opportunity -- by delivering the empowering gift of quality educational, social development and support services that strengthen the family unit and the community.  Pathways' core values are: (1) Inspiring Children; (2) Guiding Adolescents; (3) Supporting Parents; (4) Strengthening Families; and (5) Enriching Communities.


Background Statement

Since 1967, Pathways for Children has been dedicated to meeting the child care, educational, social and emotional needs of children and their families in the Cape Ann region. From our humble beginnings with classrooms scattered throughout the community, Pathways has emerged as a leader of comprehensive early education and care programs on the North Shore, serving approximately 550 low-income children and their families through the following core programs: Infant and Toddler, including adolescent parents; Head Start Preschool; Elementary School Age Care; In-home Family Child Care. In addition we offer extensive community outreach programs through Family Engagement Program (FEP) and the Massachusetts Coordinated Family and Community Engagement Services (CFCE). Pathways employs 161 staff, and has earned a reputation as a leader of high quality, affordable and comprehensive programming for children and families designed to help families succeed and overcome barriers wrought by poverty and other challenging circumstances. Pathways is dedicated to recognizing and responding to obstacles that many of our families face. We pride ourselves on our ability to engage parents through our fully integrated strength's-based approach assisting many to attain and retain gainful employment and continuous learning. Their active participation in their child's learning bodes well for his or her future success. In December 2010, Pathways acquired the Cape Ann Families (CAF) community-based, family-outreach programs from Wellspring House.  Last year the name was changed to Family Enrichment Programs to reflect the extensive array of services offered trough the program.  This addition has further expanded our wide array of service options. Since December 2010, the combined programs of CAF have served over 400 children and family members. The addition of FEP community outreach programs has enabled our organization to reach a broader segment of our community thus providing invaluable supports to those who were previously unable to access our services.  


Impact Statement

A primary accomplishments from the past year was the on-going investment of board and senior leadership in comprehensive advancement.  This work resulted in the realignment of members and committees driven by the goals articulated in our 2012 - 2015 strategic plan. Another significant accomplishment was Pathways' acquisition and successful integration of the $2.3M Federally-funded North Shore Head Start grant. Pathways was awarded this grant with only three weeks to assume management of the program that serves 179 preschool children from 8 additional communities. The commitment and professionalism of dedicated staff from each program have helped bridge the merging of cultures while providing the high quality early education experience that our programs are known for.  Another accomplishment is one that was driven by 6 years of significant funding reductions and health & safety concerns related to an off-site location over which we had no authority. As a result, we consolidated 2 off-site Cape Ann programs into our Gloucester site integrating children and staff and reducing overhead costs. 6 strategic goals were identified through our planning process. One, increasing "brand awareness and equity" is even more critical given our new communities and the federal requirement that we obtain donated services to retain our Head Start grant.  As government funding shrinks, raising awareness among those who understand the value of investing in our youngest children's education and care is more critical than ever.  A second goal is to ensure management development.  Pathways strives to develop leadership at all levels of staff both to support each employee's personal and professional growth, and to provide the assurance of long-term organizational stability.   Underpinning all 6 strategic goals, is a plan to assess the current state of our technology, draft a 3-5 year implementation plan, and phase in much needed improvements to support all areas of our organization. 

Needs Statement

*Information/technology upgrades including upgrading outdated equipment, integrating network systems across programs to reduce redundancy and increase efficiency and implementing comprehensive staff training is a pressing need with a high Return on Investment (ROI). Project estimate is $400K.   *Leadership training to assure smooth leadership transition at all levels of management and board.  Estimate: dependent on number trained each year.   *Facilities' upgrades including deferred maintenance, replacement of floor tiles, painting, replacement of HVAC units, etc - Estimate:$100K+   *Endowment funding to enable organization to better navigate through shifting government funding priorities and to enable investment in innovative and/or enhanced programming for the at-risk children and families we serve. Estimate TBD.   *Funding for program equipment & supplies and educational field trips for infant, toddler, preschool and school age children.  Philanthropy is Pathways' sole source of funding for this vital experience for our infant, toddler and school-age children.  Estimate $15K annually

CEO Statement

In addition to providing excellence in early education programming to children from birth through adolescence, Pathways has always been committed to serving the entire family whoever that might include.  Our commitment to this holistic approach, incorporating public schools and collateral organizations that may be engaged with the family, sets us apart from most early education and care organizations.  Since we began providing services to the Cape Ann community in 1967, our organization has aspired to providing programs of excellence.  Over the years, Head Start has emerged as the cutting edge program that incorporates all domains that influence a child's positive development.  We remain committed to the validated performance measures and ideals represented by that model, and work tirelessly to replicate the proven model across all Pathways programs.  Pathways' Cape Ann Head Start and Infant/Toddler programs have both attained national accreditation by the National Association for the Education of Young Children.  This status places our program in the top 8% of all early education programs across the nation. Retaining this status has financial implications that lead us to rely heavily on private philanthropy.  The state Department of Early Education and Care has yet to dedicate the resources that research shows are needed to invest in children at the optimum age to influence positive outcomes.  Pathways has the good fortune to employ a stable, experienced professional workforce dedicated to providing the highest level of quality possible with the resources available to us.  Our dedicated, fully-engaged board of directors represents the areas of expertise our strategic goals, service areas, and populations dictate.  Each director and committee member actively supports our efforts to continuously improve our services and identify unmet needs in the communities we serve.  For forty-five years our services and outreach have been focused in Cape Ann where we have earned the support of dedicated donors and our communities. We have expanded our focus to include the eight North Shore towns included in our service area as of July, 2012.  The need for our services in Beverly, Salem, Peabody, Danvers, and beyond is significant.  In order to fully address them, we will need to build the same base of collateral affiliations and  philanthropic support that our Cape Ann base has provided.  The commitment of our board, committees and staff leadership will help assure that success.  

Board Chair Statement

As board chair, I, Kathy Hamilos, take great pride in my long association with Pathways for Children.  Over the past 17 years, I have served the organization in a variety of capacities beginning as a volunteer on the development committee charged with planning one of the organization's first major events.  During the ensuing years, I have worked with a variety of volunteers on the committee level, in classrooms, and on the board of directors.  I have always been inspired by the level of commitment, personal involvement and expertise that each brings to the organization, however, the challenges we face today are more daunting than ever before due to federal sequestration cuts and many years of erosion of state funding support.  Eligibility requirements for those desperate for our services become increasingly restrictive as the state seeks ways to save money. As a consequence,  fewer at-risk families are able to access the quality early education and care services they need for their children while they are at work.  In 2011, the board and senior leadership acknowledged that we needed to invest time and energy in advancement work in order to be positioned as well as possible to meet the challenges and demands we foresee.  We engaged the services of an advancement consultant and invested  a six month analysis of needs, board and committee structures and staff/board relations resulting in a comprehensive three-year strategic plan and a new board model.  JoAnn Beck was appointed chair of a newly invigorated governance committee  to work with the advancement counsel.  This committee also invested countless hours developing the new model, incorporating three new committees with the three that were already active, and aligning the committee responsibilities and actions with the six strategic issues identified by our three-year plan .  The new model and committee structure provides opportunities for board members whose terms expire to remain involved with the organization.  Pathways is greatly benefiting from expanded expertise and guidance in key areas of need.  There is renewed energy and clearer direction.  The annual board planning meeting where members define and commit to their goals for the year is an anticipated event each September that serves to unite the board and senior leadership.  The 2012 acquisition of the North Shore Head Start program presents additional opportunities to engage members from the eight additional communities that program serves.  We are actively seeking committee and board members with relevant expertise and community connections to represent those areas and reflect the populations served.  Over the years, I have participated in tours of our facilities as part of introducing prospective donors and or volunteers to our vital work and value in the communities we serve.  The most oft cited comment made after seeing our programs in action is: "Wow!  You can FEEL the great things that are happening here".  I couldn't agree more!

 

 

 


Geographic Area Served

NORTHEAST REGION, MA
Pathways serves children and families from the following thirteen Essex County, MA communities: Gloucester, Rockport, Ipswich, Essex, Manchester-by-the-Sea, Beverly, Salem, Peabody, Danvers, Hamilton, Wenham, Middleton, Boxford and Topsfield.  Services are provided from one of two primary facilities. The first is located in Gloucester MA and the second in Beverly, MA. We are also fortunate to have the use of preschool classrooms in the Peabody Welch Elementary School and at the Bates, Carlton and Bentley Schools in Salem. 

Organization Categories

  1. Education - Preschools
  2. Human Services - Child Day Care
  3. Youth Development - Youth Development Programs

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 Head Start

Early Head Start (EHS) is our comprehensive, federally funded program serving students ages 6 weeks to 2.9 years of age, offered in our Gloucester center. This program serves up to sixteen students from five Cape Ann communities. It is a center-based program, which focuses on attaining infant-toddler school readiness goals. Families with childcare vouchers are welcome to apply, but please contact our Admissions Department for enrollment information (our contact information is below).

We believe that children are constantly growing and that continuity of care is critical for this young age group. We strive to create a happy and healthy setting where children are encouraged to explore and interact with their environment, and are able to take an active role in their own social, emotional, cognitive and physical growth. Each classroom is carefully designed to be very open, comfortable and stimulating, so parents, children and staff have the time to relax, observe, explore, interact and learn together. Our center also includes an age-appropriate outdoor playground and indoor play space for our children to run and play.

Our Early Head Start program recognizes that each child is an important member of a specific and unique family. Our bilingual and bicultural staff is uniquely trained to support the development of each child’s home language and culture during these critical, early years. We also offer specialized, additional support to expectant families and parenting teens whose children are enrolled. Early Head Start strives to help families achieve self-sufficiency through support and referrals.

Like all of our comprehensive, all-inclusive educational programming, EHS offers meals, nutrition assessment, health and developmental screenings, referrals for special education services, family support, enrichment programs and field trips.

Our Early Head Start program must pass rigorous Federal program reviews every three years, and it is also accredited by the National Association for the Education of Young Children (NAEYC).

Budget  $541,442.00
Category  Education, General/Other Early Childhood Education
Population Served Infants to Preschool (under age 5) Children and Youth (0 - 19 years) Families
Program Short-Term Success 

Enrolled teen parents will graduate from high school. Research demonstrates the critical role early relationships play in fostering young children's social and emotional development and shaping their cognition. School readiness goals impact the future of children who are vulnerable to school failure. These goals  help children develop characteristics that are now proven to be predictors of later success in school, including confidence, curiosity, intentionality, self-control, relatedness, and the capacity to communicate and cooperate.

Children will achieve school readiness goals.

 
Program Long-Term Success 

The Infant Toddler Care Program recognizes that each child is an important member of a specific and unique family. Children begin to construct their individual, cultural and ethnic identities through their daily lives. We believe, therefore, in strongly supporting the child’s family unit during the critical years. The Infant Toddler staff consists of qualified early childhood educators as well as a case manager who are available to assist parents with the challenges of raising a family. The philosophy of the Infant Toddler Care is based on the belief that parents are the most influential factor in the life of a child. We therefore strive to forge a partnership between our childcare program, home and other community based services in an effort to create a network of support that has become increasingly necessary for families and children to reach their fullest potential. Parents are encouraged to participate in their child’s program and to visit the center at any time. At the Infant Toddler Care both children and parents are supported in their development by starting where they are, and using their strengths and interests to encourage growth and support literacy.

 
Program Success Monitored By 

The program is accredited through the National Association for the Education of Young Children placing it among 8% of programs nationally.  Children's progress is tracked quarterly using the Teaching Strategies GOLD online assessment system. We monitor program quality with the Infant and Toddler Environmental rating scale (ITERS), we also participate in the Massachusetts Quality rating Improvement System (QRIS) and self-assessed at a level 3.

Examples of Program Success 

The majority of teen parents graduate from high school and most go on to further professional development activities.

 Lilly’s story, two years old Lilly came to our program through a recommendation from Cape Ann Early intervention (EI) services. Lilly has global developmental delays, when she arrived in our program in August of 2013, she was unable to walk or talk .in the last few months Lilly has taken two to four steps on her own and is now able to use a walker and has a vocabulary of 5 to 6 words. In collaboration with EI services and other community partners, Pathways infant toddler Program was able to join with Lilly’s Mom in understanding and meeting her needs .A relationship was built with Lilly’s mom, the classroom teachers and program manager, creating a healthy foundation for building a hopeful future for Lilly and her mom.


Family Child Care

 

Pathways for Children contracts with twelve Family Child Care (FCC) educators throughout the greater Gloucester community. Our FCC providers are independent contractors and are licensed by the Commonwealth of Massachusetts to provide care for children ranging in age from birth through age 13. Families of all income levels are encouraged to apply for this program. In-home childcare environments offer low staff to child ratios in an intimate setting. Family Child Care Educators offer a rich, individualized curriculum designed to prepare children for success in school. The mixed age group setting provides learning opportunities for the children not available in age-segregated classrooms. Each home is unique and reflects the personality and interests of the provider.

All Family Child Care Educators prepare nutritious and delicious meals, which follow USDA standards. Monthly visits by Pathways’ staff ensure that all children are happy and appropriately placed and we ensure our providers’ environments are healthy and safe. Educators are highly aware of the needs of working parents, and realize that an important part of their job is to make the parent feel comfortable leaving their child when they go off to work.

Family Child Care Educators exceed minimum licensing qualifications and participate in the state’s Quality Rating Improvement System. The majority of our Educators have earned their Child Development Associate credential and some have continued on to earn their Associates degree in Early Childhood Education, Bachelor Degrees, and Masters Degrees.

Budget  $702,039.00
Category  Education, General/Other Early Childhood Education
Population Served Infants to Preschool (under age 5) Children Only (5 - 14 years) Families
Program Short-Term Success 
Ninety percent of enrolled families will maintain employment.  Ninety percent of enrolled children will achieve the school readiness goals established by the program prior to entering kindergarten.
Because parents feel comfortable and secure leaving their children in the care of our Family Child Care program, they can be focused and effective at work. This is especially true for parents of infants, who prefer the home setting and low numbers for their baby 
Program Long-Term Success 

Our FCC program strives to give families a safe, secure and stimulating environment where their children are well cared for and nurtured while they are at work. When parents feel comfortable and secure with their FCC educator, they are freed up to be productive at work.

Program Success Monitored By 
Children in the program are assessed four times per year using the Creative Curriculum online assessment tool called teaching strategies GOLD. Results are analyzed bi-annually, and program improvements are designed based on the results.
Each home is licensed by the Massachusetts Department of Early Education and Care, and each Educator participates in the Massachusetts Quality Rating Improvement system (QRIS).  Monthly visits are conducted by the Program Manager, who also administers the Family Day Care Environmental Rating Scale (FDCERS) in order to support educators to make on-going improvements in their programs.
 
Examples of Program Success 
Parent testimony:
"My daughter has been at Pathways since she was one.  I've never known such wonderful people who give of themselves year after year.  Here I am 12 years later.  My daughter is 13 years old and beautiful and strong because of Pathways." -Kandy 
 Premature identical twins came to our FCC program at the age of 5 months with delays in several areas. With the FCC educator and the EI specialists working together, the boys have made incredible strides in their development in several areas: social-emotional, gross motor and language.

Family Enrichment Programs

Our Family Enrichment Program, formerly known as Cape Ann Families, provides free community outreach and comprehensive wrap-around services to families in the North Shore community, offering high quality, evidence-based programs designed to help support and strengthen the family unit. Family Enrichment Programs help children and families succeed in overcoming barriers wrought by challenging circumstances. Over 200 participants from almost every North Shore community access our free programming every year. Family Enrichment Programs include:

The Nurturing Program®, which has been operating through the Family Enrichment Program since 1995. This nationally registered, evidence-based, and validated 15-week family education curriculum is offered to families with children ages birth to age 12. Along with their peers, parents learn approaches to discipline, stress management, communication and other life skills. The Nurturing Program® meets and exceeds the six protective factors identified by the government, which include:

  1. Nurturing and Attachment
  2. Knowledge of Parenting and Child and Youth Development
  3. Parental Resilience
  4. Social Connections
  5. Concrete Support Services for Parents
  6. Social and Emotional Competence of Children

The Parent Mentor Program recruits adults to mentor other parents. Upon completing the 5-week training, the volunteer mentors participate in ongoing supervision to assure the families and the mentors are receiving the greatest amount of support possible to help families obtain their identified goals. Mentors model healthy relationships, interact with Mentees in a non-judgmental, supportive manner, and assist them in accomplishing goals identified by the Mentee. The Mentor relationship can help to reduce isolation, enhance parenting skills, improve communication, and increase access community resources. Mentors visit with and/or communicate with their Mentee once a week for one year.

The Teen Mentor Program recruits local high school students to mentor children in their communities to increase teenagers’ awareness on diversity and explore future career paths. Following a comprehensive training and screening process, volunteers in grades 10-12 serve as Mentors to children ages 5-12 years who have been identified as benefiting from a positive role model, to help strengthen self-esteem, improve academic performance and reduce isolation.

Parent Connection is a weekly, professionally-facilitated, drop-in support group that provides parents with a forum for support and discussion. Parents discuss new information, share ideas, and navigate the challenges of raising children together. Topics include effective communication, positive discipline techniques, child growth and development and fostering a positive self-image. Childcare and transportation are provided to eliminate any obstacles parents may face in accessing support.

Budget  $187,837.00
Category  Human Services, General/Other Family Preservation
Population Served Families At-Risk Populations Children and Youth (0 - 19 years)
Program Short-Term Success       
Program Long-Term Success        
Program Success Monitored By       
Examples of Program Success 
“Simply put, my family and I would not be where we are today if not for the Cape Ann Families Parent Aide Program.”  (PF)

Head Start

Head Start is our comprehensive, federally funded education program serving children 2.9 to 5 years of age. It is offered in our Gloucester and Beverly sites, as well as our satellite classrooms in Peabody and Salem. Although income is the primary basis for admission, homeless families and foster children are categorically eligible, and at least 10% of slots are reserved for children with disabilities.

Head Start recognizes the whole child in the context of the family. With a focus on attaining formal school readiness goals, Head Start also strives to help families achieve self-sufficiency through support and referrals.

Head Start emphasizes that parents are the child’s first and most important teachers, and we actively support parents in this role. When a family enrolls in Head Start, we ensure frequent parent/staff communication through home visits, phone calls and parent/teacher conferences. Parents are encouraged to participate in the program in a variety of ways, from volunteering in the classroom or on field trips to serving on committees or attending workshops that are offered.

For families and children whose primary language is not English, we have bicultural and bilingual teachers and interpreters available to help you access all components of the program. If your goal is to learn English, we can assist you in finding resources.

We provide routine screenings to assess each child’s development, including health and nutrition status, and we meet with parents to identify and obtain any support or resources needed for their child and family. Our center also includes an age-appropriate outdoor playground and indoor play space for our children to run and play.

Like all of our comprehensive, all-inclusive educational programming, Head Start offers meals, nutrition assessment, health and developmental screenings, referrals for special education services, family support, enrichment programs and field trips.

Our Head Start programs must pass rigorous Federal program reviews every three years, and are also accredited by the National Association for the Education of Young Children (NAEYC).

Budget  $6,610,281.00
Category  Education, General/Other Early Childhood Education
Population Served Infants to Preschool (under age 5) Families Homeless
Program Short-Term Success  For children completing 2 years in Head Start,  90% will achieve school readiness goals established by the program. 
Program Long-Term Success  For children completing 2 years in Head Start, 95 % will complete high school and enter post secondary training of their choice.  Ninety percent of children's caregivers will achieve the goals they established upon entering the program.  
Program Success Monitored By 

 Pathways' Head Start uses the following tools to monitor its success:      National Association for the Education of Young Children (NAEYC) Accreditation, participation in the Massachusetts' Quality Rating Improvement System (QRIS- Self-assessed at Level 4), Teaching Strategies Gold Online Assessment Reports, the Classroom Assessment Scoring System (CLASS),   Early Childhood Environment Rating Scale (ECERS),   Parent  and Staff Surveys. We monitor program quality with QRIS, CLASS, ECERS, and Parent and Staff Surveys. We monitor individual, classroom, and program success by accessing and analyzing data from aggregated reports through Teaching Strategies Gold assessment system. The program also meets and/or exceeds NAEYC Accreditation criteria. Monitoring of each child’s development is ongoing and documented through observations and individualization. Assessment is monitored by using Teaching Strategies Gold, which is a normed, standardized, nationally recognized tool.

 

 

 

Examples of Program Success 
Children's progress: Social-Emotional : In the fall 2012, 45% of 4-5 year olds scored below widely held expectations for social emotional skills; in the spring of 2013, 83% of these same children met or exceeded expectations.  Cognitive: In the fall '12, 34% of 4-5 year olds scored below widely held expectations for cognitive skills; in the spring '13, 91% met or exceeded the widely held expectations.  Mathematics: In the fall '12, 51% of 4-5 year olds scored below widely held expectations; in the spring '13 82% met or exceeded expectations. Results are comparable in all 11 developmental domains. 
 
 "from a deprived, neglectful household, my foster child Cameron began his journey as an angry, aggressive, anti-social, insecure, defiant little man who lied, stole, and rarely smiled.  The transformation in him since he began at Pathways is like nothing I've ever seen.  It is as if he is a completely different child. He exudes confidence, and no longer hoards food or lies and steals." -Amy

School Age Care

Our School Age Care (SAC) program provides Out of School Time education for more than seventy children from kindergarten to age 12 in our Gloucester center. SAC provides education and activities for students during times when their schools are closed. We provide full-day, year-round services with extended hours to give working parents flexibility.

Our School Age Care program offers recreational activities, summer field trips, and homework help with a strong focus on promoting children’s understanding and competence in the areas of Science, Technology, Engineering and Mathematics. Our center includes an age-appropriate outdoor playground and indoor play space for our children to run and play. We also have the support of a Social Worker to assist with weekly Social Skills groups that help increase self-awareness, self-esteem, empathy and improved decision making.

In FY2017 Pathways adopted four (4) comprehensive educational, recreational and social/emotional programs designed to provide SAC students with the skills they need to succeed in life. These Cape Ann focused programs are Community Builders, designed to highlight the wonderful Cape Ann community through art and cultural programs, STEM Works, our Science, Technology, Engineering and Math Program, Pathways Moves, our healthy body and mind initiative, and Milestones, a character and leadership building program for young people.

Like all of our comprehensive, all-inclusive educational programming, our School Age Care program offers meals, referrals for special education services, family support, enrichment programs and field trips.

High quality is a hallmark all our center-based programs: we exceed state licensing requirements and we employ a well-trained, dedicated staff that understands the needs of developing children.

Budget  $676,612.00
Category  Education, General/Other Afterschool Enrichment
Population Served Children Only (5 - 14 years) At-Risk Populations Families
Program Short-Term Success 


Seventy five percent of enrolled families will maintain employment. Eighty percent of enrolled children will maintain their school year academic gains throughout the summer.  Increase the experience for children with new activities that include arts, dance, culture, and life skills. Institute social skills and conflict resolution groups to provide opportunities for children to build leadership skills and strong relationships with their peers, modeling being part of a community. This will enable us to continue to provide an honest, respectful, and emotionally safe environment for the children who help them discover their potential and grow into confident and empowered adults, who contribute to the wellbeing of the community. 

Program Long-Term Success 


Seventy five percent of enrolled families will maintain gainful employment and increase their economic self-sufficiency status. Incidents of disruptive behavior will decrease by 5% annually. Maintain high rankings demonstrated in state monitoring visits.


 

Program Success Monitored By 

Families maintain eligibility for services through documented employment.  Program Quality is measured by annual administration of the School Age Environmental Rating Scale (SACERS), the Assessment of Afterschool Program Practices (APAS) and participation in the Massachusetts Quality Rating Improvement System (QRIS). Results of these assessments are used to develop program improvement strategies.


Examples of Program Success 

"To me, Pathways means hope.  hope for my children's future.  my future. A smiling face on a bad day, a high five or a warm embrace to share in my accomplishment.  Pathways is life changing....comfort....security...the family I never had.  Words cannot describe how thankful I am." -Jamie


CEO/Executive Director/Board Comments

Like many nonprofit organizations whose primary source of funding is government contracts, Pathways has faced the challenge of significant funding cuts. In fact, state spending on early education and care has decreased 25% since 2001 and more than $80M has been cut since FY '09.  In response, our advocacy efforts have markedly increased. We are engaging families who benefit from our services and those who desperately need them in order to enter the workforce or remain employed but find themselves locked out due to increasingly restrictive eligibility requirements and long wait lists for care. We have redoubled our efforts to educate policy makers and legislators on the comprehensive research related to early brain development, particularly acute from birth to through age five.  These efforts have paid off on the federal level with the restoration of the sequestration cuts levied on Head Start programs last year which resulted in our need to reduce the number of children we could enroll last September by 76. Even more importantly, $500M has been appropriated for the expansion of Early Head Start partnered with high quality early education centers such as Pathways. Our Head Start program has achieved the highest quality ranking awarded by the Commonwealth, Level IV on the Quality Rating Improvement Scale, placing us among 1% early education providers.  Of the 49,000 children in state-subsidized care, only 58% are in programs that offer an educational component.  Pathways uses validated curricula for all its infant through preschool classrooms.  Attaining and retaining this level of proficiency and professionalism is an accomplishment that resonates with donors who carefully research the charities they choose to invest in. 

Pathways' development team, in partnership with our board, carefully stewards donor and volunteer relationships keeping them apprised of our children's progress and opportunities for involvement. In spite of these successes, Pathways has experienced challenges in attracting and retaining the professional staff needed to maintain our  level of quality since our rates are set by the State and result in low wages for all jobs, but especially those that require degrees, such as the Bachelor's our teachers attain. Pathways strives to offset this reality by focusing on creating the best work environment possible, being a family friendly business and maintaining good benefits. We see the results in our 12% turnover rate in contrast to the industry average of 35%. Our professional staff is our primary asset.

Management


CEO/Executive Director Ms. Susan (Sue) Todd
CEO Term Start Jan 1986
CEO Email stodd@pw4c.org
CEO Experience Sue Todd began her professional career in 1980 as a social worker for Pathways for Children, then called Child Development Programs.  In 1982, she was charged with developing the clinical department for the organization serving as its director, and, in 1986 was selected by a search committee to serve as President & CEO. Sue received a BA from Suffolk University in 1980, Summa cum Laude, a Certificate in Human Services Management from BC School of Social Work in 1990, and earned her MBA in 1997. Sue was the second woman inducted to the Gloucester Rotary Club in 1986, serving as club president in 1992. As incoming president, Sue attended the International Convention in Taipei with 33,000 fellow Rotarians.  Also in '92 Sue and Pathways’ COO Caroline Haines were selected as J & J Fellows to UCLA’s Advanced Management Institute and continue to benefit from that association.  In '94, Sue and Caroline traveled to St. Petersburg, Moscow, and Warsaw as Citizen Ambassadors focused on early education issues. In 2000 Sue was honored to be selected as 1 of 10 national recipients of the “Lewis Hine Award for Service to Children and Youth”.  Sue recently stepped down as chair of the Children’s League of MA, having served on its executive board for over two decades. In 2013 State Senator Bruce Tarr appointed Sue as his representative on the commission charged with recommending implementation of the Children Requiring Assistance Law passed in the prior year. In 1984, Sue was one of the founding members of a coalition comprised of child protection experts, and representatives of the DA’s office and the state’s child welfare agency, dedicated to shining a light on and working toward the prevention of child sexual abuse. That initiative has been resurrected and continues today through the national Enough Abuse Campaign. Sue continues to provide leadership on this important issue. 
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Michael Martin Sept 1979 Dec

Senior Staff

Name Title Experience/Biography
Ms. Beth Graham Chief Development Officer  Beth Graham came to Pathways for Children in January 2011, after serving as the Associate Vice President for Stewardship and Development at the national headquarters for the Unitarian Universalist Church. While in that position (2003 – 2010), she traveled throughout the country and raised over 16 million dollars. An effective fundraiser, experienced supervisor, successful team builder and skilled communicator, Beth is helping to strengthen Pathways for Children’s development work both financially and institutionally. She is helping to build up our internal infrastructure, while also broadening our donor base and increasing our philanthropic revenue.

An ordained Unitarian Universalist minister, Beth earned a Masters of Divinity degree in 1990 from Wesley Theological School and led several churches from 1990 - 2003.  Her undergraduate degree, from Tufts University, was in early childhood education.

Beth is a member of the Association of Fundraising Professionals and on the faculty of a national training seminar for Major Gift Officers. 

Ms. Elizabeth Redmond Chief Financial Officer

Elizabeth’s academic background includes graduating from Wellesley College with a BA in art history (1979) and earning an MA from the Winterthur Program in Early American Culture at the University of Delaware (1983). This led to positions managing collections in art and history museums, notably with the historic properties of Historic New England and The Trustees of Reservations.

Always interested in how organizations function, Elizabeth then obtained an MBA from Simmons College (1990). Subsequently, she was director of the Ipswich Historical Society and general manager of the Rockport Chamber Music Festival. In those roles, Elizabeth found a particular interest in financial matters and returned to Salem State University for a certificate in accounting (2006).

In 2007, she joined the auditing firm of CBIZ Tofias & Mayer Hoffman McCann. She started there as a staff accountant, earned her CPA and over eight years rose to the level of Principal. She worked exclusively with not-for-profit organizations ranging in size from $2M to $150M in revenue, in sectors including human services, education, international development, and cultural organizations. Elizabeth managed financial statement audits, provided analysis and advice to clients, and trained staff locally and in national webinar format.

Elizabeth joined the Pathways team in December 2015. She brings a gift for developing collaborative relationships to further strategic goals and communicating financial information in an accessible way.

Mr. Bernie Romanowski Director of Special Projects and Services

Bernie graduated with a BA in social work from the University of Hartford (1998) and with a MA in Social Work from the University of Connecticut (2005). He is a Licensed Clinical Social Worker (2014) and is currently working toward his LICSW certification. 

Bernie’s career began with the State of Connecticut Department of Families (DCF) in 1999. He gained diverse experiences working with children and families as he moved into supervisory and management roles in the social work field. Bernie spent time working on policy at the State of Connecticut’s DCF Bureau of Prevention, helping to pave the way for their social workers to be outposted in community organizations such as teen centers, Head Start programs, and police departments. Community engagement has been a professional and personal passion for Bernie ever since.

Bernie relocated to the North Shore in 2010 and became the Director of Family Services for a Head Start program in Boston, MA, serving 600 children. While there, he developed collaborations with The Food Project and Cooking Matters to ensure underserved communities in Boston had increased abilities to lead healthy, safe lives.

Bernie joined the Pathways team in 2013 as the Parent Engagement Manager for our Head Start program. He was soon promoted to Director of Social Services for the greater agency. In the fall of 2015, Bernie’s job grew into being the Director of high level, strategic projects, as Pathways builds an ever stronger organization for the future.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
United Way Member Agency 1996
Massachusetts Council of Human Service Providers 1995
-- --
Chamber of Commerce --
National Association for the Education of Young Children (NAEYC) --
National Head Start Association --
Member of state association of nonprofits? Yes
Name of state association Providers Council

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --
-- --
Massachusetts Department of Early and Secondary Education (Mass DESE) --
National Association for the Education of Young Children (NAEYC) - 5 Year Accreditation --

Collaborations

Pathways is a convener of and active participant with many local partners and collaborators some of whom are: Cape Ann Museum; Maritime Gloucester; Open Door; Rockport Music; Trustees of Reservations; Wostrel Center; Gloucester Stage Company; Healthy Gloucester; Children's Friend and Family Services; South Bay Mental Health Services; Northeast Behavioral Health; Cape Ann Art Haven; Cape Ann Lanes; Gloucester, Manchester Essex, Rockport, Beverly, Salem, Peabody Public Schools; Wellspring; Action, Inc.; North Shore Community Action Programs; Cape Ann Pediatrics; Cape Ann Resource Exchange; Comprehensive Mental Health in Child Care; Enough Abuse; Gloucester Dental Health; Tufts Dental Center; Healing Abuse, Working for Change; local Housing Authorities; North Shore Health Projects; local Boards of Health; the Coalitions for the Prevention of Domestic Abuse; Ascension Memorial Church, Ipswich; St. John's Church Gloucester; and Music Together.  In addition, Pathways manages the Community and Family Engagement Grant funded by the Department of Early Education and Care.  This offers us the unique opportunity to bring all local early education programs and other service providers dealing with children and families together for a variety of professional enrichment experiences.

CEO/Executive Director/Board Comments

Pathways for Children enjoys a reputation as a very well-managed organization maintaining a consistently low overhead rate of 15% of which 2-3% is allocated to fund raising.  The non-profit early education field is grossly underfunded and thus unable to provide the level of compensation to its professional staff that is warranted.  In spite of low-wages, Pathways turnover rate of 12 - 20% is significantly lower than the industry average of 40 - 50%.  Management strives to create an environment that is supportive of the workforce and is most frequently cited for its "family friendly" policies and practices.  In addition, the organization works diligently to preserve and expand upon its competitive benefits, including liberal earned time off . Most recently, senior leadership has engaged in focused meetings relative to organizational culture and ways to assure that communication remains open, transparent, and receptive.  Pathways recent acquisition of the North Shore Head Start programs represents a significant opportunity to expand our services to eight additional communities, but also represents significant challenges relative to merging two cultures.  Identifying the need to devote time and resources to assuring our staff identify as one team dedicated to the same principles and values is a priority and has thus far proven successful. Pathways management staff and board are committed to supporting the professional growth of each staff member and will be devoting much attention to leadership and supervisory training over the coming year.  The development of a vibrant leadership succession plan for board and all levels of management is also a goal set forward in Pathways strategic plan.  Thanks to winning partial funding through  a comprehensive technology upgrade grant, we will also be realizing a significant return on investment as systems' redundancies are eliminated and efficiencies markedly increased. Cost savings will be invested in on-going staff training in order to fully utilize the capacity of the new systems that will be developed.  Exciting new opportunities are ahead with the ever-increasing focus on the high return realized with investments in high quality early education programs such as Pathways for Children.

Foundation Comments

--

Staff Information

Number of Full Time Staff 132
Number of Part Time Staff 17
Number of Volunteers 1,016
Number of Contract Staff 12
Staff Retention Rate % 83%

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 1
Caucasian: 131
Hispanic/Latino: 14
Native American/American Indian: 0
Other: 4
Other (if specified): --
Gender Female: 143
Male: 6
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration No

Risk Management Provisions

Day Care Center/Nursery School

Reporting and Evaluations

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

Governance


Board Chair Mr Tom Zarrella
Board Chair Company Affiliation SustainX
Board Chair Term June 2014 - June 2017
Board Co-Chair Steve Mersky
Board Co-Chair Company Affiliation Information Technology
Board Co-Chair Term June 2014 - June 2017

Board Members

Name Company Affiliations Status
John Byrnes Retired Voting
Ms Lisa Campbell Attorney Voting
Joan Kelly Cutter Educator Voting
Beth Debski Community Volunteer Voting
R. Clarke Fowler Salem State University, Department of Childhood Education and Care Voting
Ms. Dawn Leoni Parent Council Representative Voting
Steve Mersky Hawkins Point Partners Voting
Pat Petrou Finance Voting
Judson Reis Gortons Inc. Voting
Ms. Marlene Seltzer Retired Voting
Ellen Sibley Principal, Beeman Memorial School Gloucester Voting
Mr. Greg Smith Security Innovation Voting
Anne Trupiano Insurance Voting
Mr. Stephen M. Vavak Architect Voting
Richard White Community Volunteer Voting
Tom Zarrella SustainX Voting

Constituent Board Members

Name Company Affiliations Status
Tina Antunes -- Voting
Ashley Butler -- Voting
John Churchill -- Voting
Rosa Inoa -- Voting
Meriyem Lokrilri -- Voting
Maryann Lokritis -- Voting
Bridget Mancia -- Voting
Lisa McCarthy -- Voting
Jessica Orlando -- Voting
Heather Pretzer -- Voting
Amanda Silva -- Voting
Nancy Titus -- Voting
Melissa Tobin -- Voting
Roger Watras -- Voting

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: 16
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 8
Male: 8
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 68%
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

  • --
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Facilities
  • Finance
  • Program / Program Planning

CEO/Executive Director/Board Comments

Subsequent to our most recent strategic planning process, Pathways' board and governance committee invested time to review their structure, practices and procedures and compare them to best practice and current realities. The most significant changes that resulted were the formation of three new working subcommittees based on our key strategic directions, and the decision to hold full board meetings every other month rather than monthly.  Committee chairs now submit written summaries of their work thus freeing up more time for substantive discussion of pressing issues/opportunities at board meetings.  The three new committees are especially timely.  Our information/technology committee is providing invaluable guidance and expertise as we move toward the implementation phase of a complete overhaul of our technology infrastructure.  The safety & facilities committee is providing the same as we begin long-deferred maintenance and repair to the Beverly facility we acquired with the North Shore Head Start grant. And the mission alignment committee will be providing guidance as we explore expansion opportunities into those communities that desire a more robust Head Start presence. The caliber of the wide-ranging expertise we benefit from would be way beyond our financial reach, and, even more importantly, the donated professional services help us get closer to attaining our daunting annual federal requirement to raise close to $900,000 through in-kind services in order to retain our Head Start grant.  Our board is working with staff leadership to raise our visibility in the eight new communities now reached by our Head Start services with the goal of attracting community leaders and others interested in our  mission to support our work.  One attribute considered on our board matrix is representation from the communities and ethnicities we serve. Our board recognizes the vital role raising awareness and financial support plays in our long term success.  Our trend lines illustrate the annual losses in governmental funding we experience, and fortunately, the upward trend of private philanthropic support.  While we remain hopeful that funding will eventually follow the rhetoric of the value of investing in early education that we hear from congress and our legislature, we know that our commitment to excellence is best assured by those individuals, businesses and foundations who believe in what we do. 

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $8,184,188 $8,090,206 $7,693,589
Total Expenses $8,577,308 $8,371,938 $7,664,095

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $6,907,289 $6,732,590 $6,677,634
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $6,907,289 $6,732,590 $6,677,634
Individual Contributions $705,354 $751,106 $486,113
Indirect Public Support $37,500 $37,000 $52,655
Earned Revenue $369,421 $258,450 $326,742
Investment Income, Net of Losses $100 $1,350 $1,537
Membership Dues -- -- --
Special Events $160,924 $240,821 $141,038
Revenue In-Kind -- -- --
Other $3,600 $68,889 $7,870

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $6,894,937 $6,977,321 $6,494,395
Administration Expense $1,180,585 $1,000,870 $882,006
Fundraising Expense $501,786 $393,747 $287,694
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.95 0.97 1.00
Program Expense/Total Expenses 80% 83% 85%
Fundraising Expense/Contributed Revenue 6% 5% 4%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $6,552,648 $7,113,845 $7,235,758
Current Assets $1,075,885 $1,515,688 $1,607,305
Long-Term Liabilities $1,190,419 $1,248,681 $1,311,256
Current Liabilities $446,930 $556,769 $527,657
Total Net Assets $4,915,299 $5,308,395 $5,396,845

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 $167,236.00
Spending Policy Income plus capital appreciation
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? Yes

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.41 2.72 3.05

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 18% 18% 18%

CEO/Executive Director/Board Comments

Like the majority of not-for-profit organizations, Pathways has experienced almost seven years of stagnant or reduced funding.  In the early education and care industry, it has been that long since our last small rate increase - unfortunately, the cost of doing business has not responded in kind. In spite of this reality, Pathways has managed to maintain its level of quality care thanks to private donors who believe that  investing in children at the earliest opportunity yields a significant return on that investment as born out by several validated longitudinal studies.  I quote the Boston Globe editorial dated 3/26/13, “Evidence Suggests State Should Invest Earlier in Children”.  The article related to the Massachusetts’ early education and care quality rating system… “Only 58 percent of the 49,000 children in state-funded care are in programs that provide an educational component. Only 1 percent are in programs with a level four highest quality ranking”.   Pathways is one of those programs.  We have always prided ourselves on being able to attract the best and brightest among early education professionals, however, that ability is being compromised due to the lack of adequate investment in our industry. It is increasingly difficult to hire and retain professional staff who have the passion that makes the difference between a mediocre first educational experience and one that provides the foundation for children to enter public school ready and eager to learn.  Our government funding sources require early education teachers to attain Bachelor’s degrees, but does not provide rates that reward that achievement nor support the salaries that enable us to keep these teachers once they attain their degrees.  Sequestration cuts to Head Start will significantly increase the 30,000+ child wait list for subsidized child care – Pathways alone will be serving 76 fewer children this fall as a direct result of those cuts. Meanwhile, access to services such as ours remain closed to the low-income parent who is desperate to work.  Allegedly, this year's state budget has allocated some small adjustments to these realities.  However, the funds have yet to be appropriated and will not come close to shoring up the foundation that has been eroding for years.  Only the private sector can help to assure that quality remains high in services they deem worthy of the investment.

 

 

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


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?

    

2. What are your strategies for making this happen?

      

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

      

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

       

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