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Pathways for Children, Inc.

 29 Emerson Avenue
 Gloucester, MA 01930
[P] (978) 5155393
[F] (978) 281-7053
www.pw4c.org
[email protected]
Kerry Fitzgerald
Facebook
INCORPORATED: 1979
 Printable Profile (Summary / Full)
EIN 04-2694002

LAST UPDATED: 09/07/2018
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 for Children (Pathways) is dedicated to meeting the educational, social, and emotional needs of children and their families on the North Shore of Eastern Massachusetts. Pathways’ mission is to serve the best interests of infant through adolescent 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 for Children (Pathways) is dedicated to meeting the educational, social, and emotional needs of children and their families on the North Shore of Eastern Massachusetts. Pathways’ mission is to serve the best interests of infant through adolescent 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, 2018 to June 30, 2019
Projected Income $9,487,608.00
Projected Expense $9,484,608.00

ProgramsMORE »

  • Coordinated Family & Community Engagement (CFCE) rogram
  • Early Head Start
  • Family Enrichment Programs
  • Head Start
  • School Age Care

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Overview

Mission Statement

Pathways for Children (Pathways) is dedicated to meeting the educational, social, and emotional needs of children and their families on the North Shore of Eastern Massachusetts. Pathways’ mission is to serve the best interests of infant through adolescent 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

Pathways is a leading provider of educational, enrichment and skill building programs for children and families on Boston’s North Shore. We have been providing programs of excellence to children and families since 1967. For 50 years, Pathways has been dedicated to meeting the educational, social, and emotional needs of children and their families. We serve more than 500 children from birth to age 13 and their families. We have facilities in Gloucester, Beverly and Salem.

Our classrooms offer a safe, nurturing and stimulating environment that encourages positive self-esteem and meets the developmental needs of each child. Our comprehensive educational programming offers healthy meals and nutrition assessments, developmental and health screenings, referrals for special education services and enrichment programs and activities.

Pathways recognizes each child as an individual and part of a unique family. We emphasize that parents are the child’s first and most important teachers, and we actively support parents in this role. We strive to help families achieve self-sufficiency through support and referrals. Our family support services include parenting support and education, family strengthening activities and events, licensed social workers to assist with resources and volunteer opportunities.

History: Pathways' services began with the founding of Head Start in 1967 under Action, Inc., where it was known as the Child Development Programs of Cape Ann. In 1979 the program became an independent 501(c)(3) charitable corporation providing a full range of early education programs. In 2006, the organization adopted the name Pathways for Children, Inc. In 2010, Pathways won the grant for North Shore Head Start and added 179 preschool children from 8 additional communities to its population. In 2010 Pathways acquired the Cape Ann Families (CAF) family-outreach programs from Wellspring House, following that Board’s decision to divest the programs from their central mission. This addition further expanded our wide array of service options to include the Nurturing Program®, Parent Mentor Program, Teen Mentor Program and the Parent Connection. CAF is now called the Family Enrichment Program.

Pathways remains committed to doing whatever it takes to remove barriers that interfere with a family’s ability to achieve and sustain self-sufficiency.


Impact Statement

In the past 2 years Pathways met the challenge of a significant change in senior leadership when 2 long term senior staff members retired, a catalyst for conducting an in-depth organizational assessment and a wide-ranging restructure. This new organizational plan was adopted by the board and has been fully implemented. The restructure resulted in the creation/adjustment of two positions, three new hires at the senior management level, other promotions, changes in titles and reporting structures. The changes included: 1) the retirement of the Chief Financial Officer (CFO) after 32 years, and hiring a new CFO; 2) the retirement of the Chief Operations Officer (COO)/Head Start Director also at Pathways for 32 years required restructuring of the Operations and Head Start Departments; 3) a Director of Head Start was hired; 4) a Vice President/COO was hired; and 5) the Director of Special Projects and Programs position was restructured to Chief Program Officer.

Program staff worked collaboratively unify under the organization's mission while fulfilling its core values. Particular focus was spent on protocols, procedures, and practices across all programs to increase efficiency. For instance, our CFO engaged the Board, program managers, and direct staff in the budget process to create ownership and responsibility. This resulted in a significant increase in efficiency and morale as program managers understood what was expected and were able to approve expenditures, creating more ownership.

We also adopted a new database, ChildPlus, which has proven to be an integral part of the daily operations of the organization. ChildPlus is used by the entire agency to track family progress, in-kind donations and volunteer records, create transportation bus routes, and monitor facility needs. This has resulted in a reduction in redundancy and a lower probability for error. These efforts have created a unified organization that operates efficiently and strives to best meet the needs of the families we serve.

Finally, Pathways has attained and sustained accreditation from the National Association for the Education of Young Children (NAEYC). This accreditation ranks our programs in the top 6% of early education programs in the country. Pathways is also among a much smaller percentage of programs in Massachusetts eligible for a Level IV Quality Rating Improvement established by the Department of Early Education and Care (EEC).


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

For more than 50 years, 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' Head Start and Early Head Start 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.


Board Chair Statement

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Geographic Area Served

NORTHEAST REGION, MA
Pathways serves more than 500 children and families from the following fourteen Essex County, MA communities: Gloucester, Rockport, Ipswich, Essex, Manchester-by-the-Sea, Beverly, Salem, Peabody, Danvers, Hamilton, Wenham, Middleton, Boxford and Topsfield. Our three main centers are located in Gloucester, Salem and Beverly.

Organization Categories

  1. Education - Preschools
  2. Youth Development - Youth Development Programs
  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

Coordinated Family & Community Engagement (CFCE) rogram

Pathways is host agency for Coordinated Family & Community Engagement (CFCE) Program. CFCE is funded the MA Department of Early Education and Care. It provides family-focused activities to support parents as their child’s first teacher. CFCE provides literacy enrichment activities, parenting and child development knowledge, community resources, and engagement opportunities. CFCE helps parents enable the educational, emotional, and social success of their child. Cape Ann families with children aged birth-12 years may participate in free activities including: Happiest Baby on the Block™ trainings; “Positive Solutions for Families” behavior management workshops; Learn & Play playgroups; Brain Building events; STEM (science, technology, engineering & math) family learning events; Financial literacy tool kits and trainings; Ages & Stages Parent Questionnaires® to chart a child’s growth and development; Information and referrals to resources, community events, and programs.
Budget  $87,866.00
Category  Youth Development, General/Other
Population Served Families At-Risk Populations
Program Short-Term Success  The goal is to attract as many families as possible and engage all of the children and family focused organizations, schools and state organizations in the Cape Ann Community.    
Program Long-Term Success  The program is designed to help students become kindergarten ready.
Program Success Monitored By  The number of people who participate as well as community feedback.
Examples of Program Success  This year we had a Community Kindergarten Readiness event at the YMCA.  More than 300 people attended.

Early Head Start

Early Head Start (EHS) is our comprehensive, federally-funded program serving students ages 6 weeks to 2.9 years of age. It is a center-based program which focuses on attaining infant-toddler school readiness goals and connects directly with our families to provide support and training. Early Head Start is conducted in our Gloucester site. We provide an age-appropriate outdoor playground and indoor play space for children to run and play. EHS creates a happy, healthy setting where children are encouraged to take an active role in their own social, emotional, cognitive and physical growth. EHS recognizes each child is an important member of a unique family. Our bilingual/bicultural staff is trained to support each child’s home language and culture during the critical early years. We also offer support to our EHS expectant families and parenting teens. EHS is accredited by the NAEYC which places our program in the top 6% of all early education programs in the country.
Budget  $634,237.00
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  To provide quality programs serve infants and toddlers under the age of 3, and pregnant women.
Program Long-Term Success 

The Early Head Start 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 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.

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 

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 Enrichment Programs

Family Enrichment Program (FEP) provides free, high quality, evidence based programs designed to help support and strengthen the family unit including: The Nurturing Program®: nationally registered, evidence-based program offered to families with children ages birth to age 12. Parents learn approaches to discipline, stress management, communication and more. The Parent Mentor Program: mentors model healthy relationships, interact with mentees in a supportive manner, and assist them in accomplishing goals. It helps reduce isolation, enhance parenting skills, improve communication, and increase access to community resources. The Teen Mentor Program: high school students mentor young children who benefit from a positive role model. The relationship helps strengthen self-esteem, improve academic performance, reduce isolation, increase the child’s awareness of diversity and explore future career paths. Parent Connection: a weekly, professionally-facilitated, drop-in support group that provides parents with a forum for support and discussion.
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  Each Family Enrichment Program curriculum has its own short and long term goals.  Overall, we would consider the program successful if families attended 80% of the meetings they commit to attending and report that they learned from the curriculum.
Program Long-Term Success   Again, each curricula within the Family Enrichment Program has its own short and long term goals.   
Program Success Monitored By  Each curriculum within the Family Enrichment Program has a monitoring and evaluation plan.
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 (HS) is our comprehensive, federally-funded education program serving children 2.9 to 5 years of age. It is a center-based program focused on attaining formal school readiness goals and helping families achieve self-sufficiency. HS is offered in Gloucester, Salem and Beverly centers. HS recognizes the whole child in the context of a unique family. Although income is the primary basis for admission, homeless families and foster children are given priority for admission and at least 10% of slots are reserved for children with disabilities. HS provides routine screenings to assess each child’s development, including health and nutrition status. We also meet with parents to identify and obtain needed support or resources. We provide age-appropriate outdoor playground and indoor play space for our children to run and play. HS is accredited by the NAEYC which places our program in the top 6% of all early education programs in the country.
Budget  $6,642,399.00
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

Pathways’ School Age Care (SAC) program provides out of school time education for children from kindergarten to age 12 in our Gloucester center.
 
In addition to homework help and recreational activities, SAC offers four (4) locally focused educational, recreational and social/emotional enrichment programs designed to provide our school age students with the skills they need to succeed in school and in life. Those programs are: STEM Works increases students’ knowledge of science, technology, engineering and math concepts. Milestones, a character and leadership building, social emotional learning program for young people, promoting successful academic and behavioral outcomes. Pathways Moves, our healthy body and mind initiative and Community Builders whichexposes students to the arts utilizing our rich Cape Ann resources.
Budget  $776,773.00
Category  Education, General/Other Afterschool Enrichment
Population Served Children Only (5 - 14 years) At-Risk Populations Families
Program Short-Term Success  Children feel safe and comfortable, participate in all of he enrichment opportunities offered to them and enjoy their Pathways experience.
Program Long-Term Success 

The goal of the SAC Program is to provide children with the same quality after school and summer educational and recreational enrichment programs available to their more affluent neighbors and peers. Pathways' knows that children need ongoing opportunities to learn and practice essential skills to succeed. We understand that that although some students have many opportunities to learn after school and during the summer, many others struggle to find opportunities to learn and may not have access to basic needs such as healthy meals and adequate adult supervision. SAC’s objective is to provide structured indoor and outdoor activities that offer continuous enrichment opportunities to the young people who participate in our programs.



 

 

Program Success Monitored By 

Our enrichment programs are monitored in a variety of ways. 1. pre- and post-program surveys completed by students to determine knowledge acquired and concepts learned; 2. teachers maintain daily attendance and participation sheets; 3. each week students spend 15-30 minutes in group discussion with staff to provide feedback; 4. teachers maintain written logs highlighting successes, challenges, concerns and ideas, including student observations and suggestions; 5. each program includes student questionnaires and other tools to measure student learning; and 6. students complete a satisfaction survey to evaluate their overall experience.

We have also received a grant from the State of Massachusetts to adopt and utilize two evaluation tools: The Survey of Afterschool Youth Outcomes (SAYO) which measures changes in intermediary youth outcomes linked with long-term healthy development and educational success, and The Assessing Afterschool Program Practices Tool (APT) which examines important aspects of program quality linked to the SAYO Outcomes. Our Curriculum/Behavioral Support Specialist is currently working with teachers to implement these new tools. Additionally, adopted supplemental curriculum provides additional evaluation tools to measure program and activity effectiveness.

Weekly staff meetings and monthly management meetings are held to review data and evaluate activities and programs. Partners provide feedback to Program Manager after each session. This information is used to ensure continuous quality evaluation and improvement.

The Curriculum Coordinator is working with the SAC staff to develop other methods to evaluate activities and programs. Those additions will be added to the above throughout the 2018-2019 school year.

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 [email protected]
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. In 1986, Sue was selected by a search committee to serve as President and 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. The same year, Sue and Pathways’ then-COO Caroline Haines were selected, in a competitive process, as J&J Fellows to UCLA’s Advanced Management Institute. In 1994, 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.” Other awards in her distinguished career include, in 2003 “Outstanding Achievement in Early Care and Education.,” from MADCA (Mass Association of Day Care Agencies; in 2018, the “John McManus Leadership Award.”.

Sue served as chair of the Children’s League of MA and was on its executive board for over two decades. In 2013, MA State Senator Bruce Tarr appointed Sue as his representative on the commission charged with recommending implementation of the Children Requiring Assistance Law, which was 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. In the mid-2000s, that initiative grew into the national Enough Abuse Campaign. It is now known as Pledge to Prevent. Sue continues to provide leadership on the important issue of keeping our children safe from sexual abuse.

Sue is a resident of Beverly, MA.

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. Lisa Correnti Director, Head Start

Lisa landed at Pathways in October 2017. She came to us from Action for Boston Community Development (ABCD) where she had been their education coordinator and coaching supervisor, for 21 Head Start programs throughout the city. Her responsibilities ranged from implementing strategies and tools to achieve school readiness goals, organizing and facilitating training for teachers in best practices and oversight of systems and services associated with mentoring and coaching programs. She has been working in the field of early education for over 30 years, half of those devoted to Head Start and the other half to large nonprofit agencies.

Lisa oversees all of our Head Start and Early Head Start programs, which includes two North Shore centers and one Cape Ann center where 330 children are educated annually. Her main attraction to this work is helping to create systems and environments for children and families to learn, grow, and succeed. She is also an advocate of strengthening ongoing professional development for teachers in the early childhood field.

Lisa graduated from UMass Boston with a bachelor’s degree in humanities and English, received a master’s in early childhood education from Bridgewater State College and has a graduate certificate in human services management from Suffolk University.

She is an Arlington, MA resident.

Rev. 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, raising over 16 million dollars for denominational growth and justice programs and initiatives.

An effective fundraiser, experienced supervisor, successful team builder and skilled communicator, Beth’s focus is on strengthening Pathways for Children’s development work both financially and institutionally. Her focus is on building up our internal infrastructure, while also broadening our donor base and increasing our philanthropic revenue. Beth finds it meaningful to help people put their values into action, through philanthropy. The philanthropic revenue has grown almost 200% since her arrival in 2011. Beth has served on the faculty of a national training seminar for Major Gift Officers.

An ordained Unitarian Universalist minister, Beth earned a Masters of Divinity degree in 1990 from Wesley Theological School and served as Parish Minister of several churches from 1990 - 2003. Her undergraduate degree, from Tufts University, was in early childhood education, summa cum laude. Her work is rooted in the belief that every child deserves to be taken seriously, and to be educated in a safe, supportive and stimulating environment.

Beth is a resident of Gloucester, MA.

Mr. Eric Mitchell Vice President and Chief Operations Officer

Eric joined the Pathways team in December 2017. He came from Action for Boston Community Development (ABCD), where he held many positions the most recent being the deputy director of field operations providing operational leadership for 14 centers throughout the city of Boston. He previously was director of ABCD neighborhood service centers in the South End and Dorchester and was outreach and policy director for Head Start and Children’s Services. Among his board memberships have been United Way of Massachusetts Bay, Dorchester Board of Trade and Roxbury YouthWorks Initiative.

Eric oversees the operations and infrastructure needs for all three Pathways’ sites, drawing children from 14 communities. He directs and manages the organization’s major strategic plans and visions, monitoring and adjusting implementation plans, as needed. Eric serves as the CEO’s right-hand-person in external and internal matters.

Eric holds a bachelor’s degree in political science from Tufts University, master’s degrees in public administration and political science, as well as a graduate certificate in human services management, all from Suffolk University where he frequently teaches as an adjunct professor.

Eric is a Danvers, MA resident.

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 has a gift for developing collaborative relationships to further strategic goals and communicating financial information in an accessible way.

Elizabeth is a resident of Essex, MA.

Mr. Bernie Romanowski Chief Programs Officer

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 obtained his Licensed Clinical Social Worker certification in 2014.

Bernie’s career began with the State of Connecticut Department of Families (DCF) in 1999. He 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 Massachusetts’ 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, he was appointed the Director of high level, strategic projects. In 2017, Bernie was named Chief Program Officer. In this position, Bernie oversees all of Pathways’ five programs.

Bernie is a resident of Manchester, MA.


Awards

Award Awarding Organization Year
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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 has long enjoyed a reputation for being a convener, committed to our core competencies and engaging others whose competencies enhance our own. One of the most important partnerships we have is with the LEA’s in the districts our students reside. Staff works closely with LEAs to successfully transition students from Head Start to Kindergarten and remain in touch after the school year begins. We partner with Early Intervention on initiatives that focus on helping children and families living with a disability.
 
Every day we work side-by-side with our children, families, staff, volunteers, the schools, local organizations and businesses, elected officials, community members and donors, to meet the critical needs of our children, families and community. We are connected to more than 100 community coalitions and partners throughout the North Shore. Together we share strategies, identify gaps in services, plan for the future and conduct activities to benefit our community. Through partnerships, we provide a wide range of services that help remove barriers that impact a family’s ability to achieve their life goals. By harnessing the strength and interaction of partners we are able to achieve a level of success that would not be possible working in isolation.

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

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Staff Information

Number of Full Time Staff 132
Number of Part Time Staff 22
Number of Volunteers 1,018
Number of Contract Staff 5
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 --

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 2017 - June 2020
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
Ms. JoAnn Beck Marketing Consultant Voting
Mr. John Byrnes Retired Voting
Attorney Jesssica Connors Attorney at Law Voting
Mr. R. Clarke Fowler Salem State University, Department of Childhood Education and Care Voting
Ms. Dawn Leoni Parent Council Representative Voting
Mr. Steve Mersky Hawkins Point Partners Voting
Dr. Jagruti Patel MD Beverly Hospital Voting
Mr. Judson Reis Gortons Inc. Voting
Ms Kathy Schweitzer Community Volunteer Voting
Ms. Marlene Seltzer Retired Voting
Mr. Greg Smith Security Innovation Voting
Ms. Cheryl Walsh Community Volunteer Voting
Mr. Tom Zarrella SustainX 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: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 1 Indian
Gender Female: 7
Male: 5
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
  • Governance and Nominating
  • Program / Program Planning

CEO/Executive Director/Board Comments


Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $8,319,542 $8,184,188 $8,090,206
Total Expenses $8,138,425 $8,577,308 $8,371,938

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $6,984,319 $6,907,289 $6,732,590
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $6,984,319 $6,907,289 $6,732,590
Individual Contributions $844,337 $705,354 $751,106
Indirect Public Support -- $37,500 $37,000
Earned Revenue $233,399 $369,421 $258,450
Investment Income, Net of Losses $4,258 $100 $1,350
Membership Dues -- -- --
Special Events $253,116 $160,924 $240,821
Revenue In-Kind -- -- --
Other $113 $3,600 $68,889

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $6,586,351 $6,894,937 $6,977,321
Administration Expense $1,103,036 $1,180,585 $1,000,870
Fundraising Expense $449,038 $501,786 $393,747
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.02 0.95 0.97
Program Expense/Total Expenses 81% 80% 83%
Fundraising Expense/Contributed Revenue 6% 6% 5%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $6,726,013 $6,552,648 $7,113,845
Current Assets $1,511,160 $1,075,885 $1,515,688
Long-Term Liabilities $1,131,026 $1,190,419 $1,248,681
Current Liabilities $478,876 $446,930 $556,769
Total Net Assets $5,116,111 $4,915,299 $5,308,395

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
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 We're still in the planning stages.
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 3.16 2.41 2.72

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 17% 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?