Leila Day Nurseries
100 Cold Spring St
New Haven CT 06511
Contact Information
Address 100 Cold Spring St
New Haven, CT 06511-
Telephone (203) 624-1374 x
Fax 203-624-9489
E-mail office@leiladay.org
Web and Social Media
Mission
Leila Day Nurseries, Inc. is an accredited private nonprofit child care center serving children of working families from diverse economic and cultural backgrounds.  Our guiding principle is to foster the children's social, emotional, cognitive and physical development within a warm and nurturing environment that is based on sound principles of child development and early childhood education.
 
Core Values:
 
We believe in a culture of play
A culture of play, problem solving, and discovery - indoors and in nature -  is essential to a child's social, intellectual, physical and emotional  education.
 
We believe that teachers are the heart of Leila Day
 Healthy development occurs within the context of a supportive and knowledgeable community of adults.  Our teachers listen, ask questions, engage, invest in, and know each child as an individual; this informs how curriculum is shaped.  We are a child-centered program where the classrooms resonate with children's voices.  
 
We believe in creating a safe environment
We provide a warm, nurturing, thoughtfully designed environment from which teachers and children explore the world, take risks, and challenge themselves to grow socially, emotionally,  intellectually and physically.
 
We commit to ethnic and socio-economic diversity
Children have the right to a high quality education.  A diverse classroom is rich and creative, teaching children to adapt and appreciate the diverse face of our world.
At A Glance
Year of Incorporation 1943
Former Names
Mother's Aid Society
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Ashley Stockton
Board Chair Domingo Medina
Board Chair Company Affiliation Peels & Wheels
Financial Summary
 
Projected Revenue $1,245,195.00
Projected Expenses $1,245,195.00
Statements
Mission Leila Day Nurseries, Inc. is an accredited private nonprofit child care center serving children of working families from diverse economic and cultural backgrounds.  Our guiding principle is to foster the children's social, emotional, cognitive and physical development within a warm and nurturing environment that is based on sound principles of child development and early childhood education.
 
Core Values:
 
We believe in a culture of play
A culture of play, problem solving, and discovery - indoors and in nature -  is essential to a child's social, intellectual, physical and emotional  education.
 
We believe that teachers are the heart of Leila Day
 Healthy development occurs within the context of a supportive and knowledgeable community of adults.  Our teachers listen, ask questions, engage, invest in, and know each child as an individual; this informs how curriculum is shaped.  We are a child-centered program where the classrooms resonate with children's voices.  
 
We believe in creating a safe environment
We provide a warm, nurturing, thoughtfully designed environment from which teachers and children explore the world, take risks, and challenge themselves to grow socially, emotionally,  intellectually and physically.
 
We commit to ethnic and socio-economic diversity
Children have the right to a high quality education.  A diverse classroom is rich and creative, teaching children to adapt and appreciate the diverse face of our world.
Background
 Leila Day Nurseries, Inc., accredited by the NAEYC, offers full and part day preschool and an afterschool program to a socio-economically diverse group of  children ages three to eight.  Founded in 1878, Leila Day is the nation's second oldest continuously operating child care center.  Care is provided within a warm and nurturing setting where children's social, emotional, cognitive and physical growth are fostered.  Each day includes free play and structured activities, both indoors and outside.
 
Leila Day's staff is comprised of an executive and assistant director, an administrative assistant, a professional cook, and twenty -one faculty, chosen for their expertise with young children.  Leila Day began as a model program in the 1870's and continues that tradition today by accepting local college students as student teachers and interns.
  
History:  
In the 1870's, a group of earnest citizens in New Haven, headed by a Mrs. S. H. Chapman, started a Day Nursery called the Mothers' Aid Society on William Street in the Wooster Square neighborhood in New Haven to care for the children of working mothers -- mostly Italian immigrants working in New Haven's homes, shops and factories. In 1883, it adopted the name Leila Day Nursery in memory of Leila Ingersoll Gauss, niece of one of the managers, and granddaughter of then Governor of Connecticut Ingersoll. That year, they also opened a laundry at the Nursery to provide jobs for unemployed mothers, and soon after established the "Intelligence Office" to find jobs for mothers who became unemployed.  After a number of moves, in 1961 Leila Day arrived at its present location on Cold Spring Street, on property purchased from then New Haven College. 
 
Fund raising has always played a significant part in Leila Day's history.  The archives tell of a constant succession of letters of appeal, cake sales, musicals, pageants and co-sponsoring a "Donation Day" with the orphan asylum, collecting donations as small as two cents by house-to-house canvassers.   Continuing into the twentieth century, Leila Day was assisted by the Community Chest (later renamed the United Way) and other organizations  to provide daycare, especially through the war years when "Rosie the Riveter" went to work in local factories.  Over the last fifty years, our families have steadily grown to reflect the wide range of women and families that currently populate the workplace, highlighting the continuing need for quality daycare.  
 
 
 
Impact

We continue to collaborate and strengthen our relationships with the Elizabeth Celotto child care program at Wilbur Cross High School, enrolling children of teen parents with preschool aged children who are working toward attaining their high school diplomas. We have also taken steps to develop a strong relationship with IRIS in order to enroll refugee children in our programs. We are providing care, at no charge to the families, during the 2016-2017 school year for two children from Celotto in our full-day preschool program, and two children from IRIS – one in our morning preschool program and one in our full-day kindergarten.

We have also re-examined and restructured our sliding fee scale in order to increase the parity across the spectrum of the socio-economic scale of the families that enroll their children at Leila Day. Our goal is to continue to make our services more financially available to those on the lower and middle areas of our sliding fee scale for whom managing the cost of tuition can be a real struggle. We will continue to address this year over year.

An integral part of our program is the food that we serve at Leila Day. All of our meals – breakfast, lunch and an afternoon snack – are prepared on-site daily from scratch in our kitchen. We have developed a relationship with New Haven Farms and are working on making our meals even more nutritionally rich, as well as installing our own raised beds and a greenhouse so the children can see – and be part of – how food goes from farm to table.

We have revisited our mission of serving working families, and last year began implementing vacation programs during some of the sessions that we are closed in order to accommodate those working families that do not have the luxury of all the vacation days a school calendar engages. Families were incredibly thankful, and we are continuing to look at our calendar as we move into this coming year in order to provide as much support in this way as we can to families who require the additional child care.


Needs

A continuing economic need we face is that of increasing our teachers’ salaries. With public schools offering substantially higher starting salaries than Leila Day, as well as better retirement and health benefits, the challenges of retaining our extraordinary staff - and the associated quality they bring to the classroom experience - continue to rise. Despite this we continue to retain teachers at a rate of near 90%, but some of our teachers are reaching retirement and we will need to address this as we look to attract high quality teachers over the next few years.

During the strategic planning process we were able to identify several key physical or technological needs of the school:

Upgraded technology equipment, including computers and other hardware, software, etc in order to better focus our staff time on servicing families and the children, and less time managing processes and reporting is still a need.

A multipurpose room large enough for staff/parent meetings and active play for the students in very cold or very rainy weather (we go out most days, but not when there is a weather advisory for cold or wind, or if it’s a downpour or lightning).

A complete outdoor play space renovation is needed in order to help fulfill our mission and better meet the needs of today’s children. Our current play equipment has either been removed or needs to be removed due to age and deterioration. To remain in line with our philosophy and address current trends in childhood health and development, we are implementing nature-based play spaces that will provide regular, self-directed, intimate exposure and interaction with nature. We still need significant funds over the next few years to continue making progress on the renovations outdoors.


CEO Statement

 

Early childhood is an exceptional time in life. Young children are critical thinkers whose motivations and understandings develop through their interactions. It is the work of schools to recognize their talents and to value their intelligence. Leila Day is a very special place that honors young children and thinks deeply about creating the best possible experiences for them. I know this for certain because I have had the good fortune to experience Leila Day as a parent, a Board member, and a member of the community. I believe these multiple perspectives help me understand why Leila Day is such a treasure.

Schooling filled with joyful adventures and meaningful relationships produces young people who are enthusiastic about learning and engaging in the world. Early childhood education should not be preparation for experiences yet to come, but an experience itself, revered for what it offers at each unique and precious stage of development. The work of adults is to respect and celebrate what it is to be a young child. My educational philosophy is rooted in inquiry and I have elsewhere created a model that promotes questioning, experimentation, and creative problem solving. My approach lines up perfectly with the progressive, play-based pedagogy that is the cornerstone of Leila Day’s program.

Board Chair Statement
I have been a board member for 6 years now. I am a former parent and I decided to be involved as a volunteer as a way to give back to an institution that provided a wonderful nurturing environment and a high quality early education experience for my son in its critical period of development. The centered child education approach of Leila Day provided indoor and outdoor learning experiences that attended the differential development needs of each child and respected their individual learning pace, facilitating conditions for them to grow and evolve by fostering their sense of wonder and exploration, inquisitiveness, invention, experimentation, problem solving, play and joy in a secured and caring environment. We were able to have access to this enriching opportunity given the sliding tuition scale policy of the school, its diversity goals and the support of the School readiness program. My involvement also comes from my background in Education and moreover from the realization that for an institution such as Leila Day to be able for nearly 140 years provide such quality education and at the same time provide support for New Haven’s working families, it requires the active involvement of people in the community, generation through generation, that cares, are determine and assumes the responsibility of keeping the mission going for the present and for the future.

 

This is my second year as President of the Leila Day Board of Managers which I shared last year with a co-President. We just finished a two-year transition process after the retirement of our long-term director, Gladys Deutsch. The board hired Mary Ann Bonenberger who served as our Interim Director while we searched for a permanent Executive Director. We hired Ashley Stockton with a Master in Education, a skilled administrator and gifted teacher who has worked for the past eleven years in the New Haven Public School System. She is also a former parent and board member with an intrinsic understanding of Leila Day’s educational philosophy and committed to our mission.
During this transition period, with Mary Ann Bonenberger’s lead, the technical, financial and administrative aspects of the school were strengthen. The administrative staff was reorganized to work more efficiently and we enhanced our communication, data management capabilities and enrollment process and well as our monitoring capacity for managing our buildings and grounds maintenance needs. Moreover, a new generation of well prepared head class teachers has moved up to supplant some of our long standing teachers who have retired, taking the responsibility of keeping up our educational philosophy. Great effort has gone in transforming our play yards into more natural play spaces, responding to trends in urban children development needs by innovating and incorporating specifically into our curriculum nature and place based experiential and play opportunities.
Our efforts continue to be guided by a dynamic strategic plan to assure our mission and legacy. Our major challenges are to improve our sliding tuition scale, provide a competitive teachers’ and staff compensation packages, finance the school resources and our infrastructure depreciation over time, maintain the quality of our food program and keep our program accessible. In this regard, throughout the year, we keep organizing fundraising events, soliciting contributions from parents, alumni, friends and businesses as well as actively applying for grants opportunities at the State and local level.
 

 

Service Categories
Primary Organization Category Education / Preschools
Secondary Organization Category Education / Primary & Elementary Schools
Areas Served
Branford
Cheshire
East Haven
Hamden
Madison
New Haven
North Branford
Orange
Wallingford
Bethany
Branford
Cheshire
East Haven
Guilford
Hamden
Madison
New Haven
North Branford
North Haven
Orange
Seymour
Shoreline
Wallingford
West Haven
Woodbridge
National
International
A distinctive feature of our program is our diversity.  Children from a wide range of economic backgrounds, from just about every neighborhood within New Haven, from surrounding towns, and, from all over the world constitute our school community.  This contributes significantly to the richness of our program.
CEO/Executive Director/Board Comments
First Annual Report 1887:    President's Address  
"The best things of life cannot be measured in figures, and the peace, the courage, the hope which the perfect safety of her darlings during her hours of toil has brought to even one mother's heart is too mighty a work to be expressed on paper.  It is this unwritten quantity which cheers us and bids us welcome our friends with renewed hope for the coming year, and with the courage that for the year to come all means will be provided to carry on this work of heart comfort."  Vintage sounding words... and yet these 124 years later, they still ring true.  Leila Day continues to provide a loving and safe environment for children of working families and our hope still remains that "all means will be provided to carry on this work." 
Programs
Description
 Full and part-day programs for children ages 3-8

We serve approximately 100 children in full and part-day preschool and kindergarten classes, and an Afterschool Program. The groups are small, with 12 to 18 children per class.  

Full-Day Programs 7:30 a.m. – 5:30 p.m.
These  classes have 12-18 students with three full-time and one part-time teacher for each group. Full-Day tuition is set on a sliding scale determined by family income.
South Group – Young 3’s (12 children) Our youngest 3 year olds start in this class.  After a year, they move to the East room. 
East Group – 4’s (16 children) Children moving from the South Group are joined by incoming 4-year olds.
North Group – 3’s and 4’s (16 children) Generally, older 3 year olds are placed in this group and stay for two years. 4 year olds can also attend for one year.
Kindergarten – 5’s and 6’s (18 children) A full-day, child-centered, developmental kindergarten.  

 

Population Served Infants to Preschool (under age 5) / Children Only (5 - 14 years) /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

In recognition of the positive impact of family/school collaboration on a child's school success, Leila Day will achieve open communication between families and staff that results in the family’s increased knowledge of how to support their child’s ongoing development and learning.  Likewise, as a result of this open communication, staff will learn how best to support the child through information provided by the child's family.

 In the classroom setting, children will learn to cooperate with their peers and develop constructive strategies to deal with conflict.

 Children will learn to successfully separate from their families while developing their comfort level in the school community.

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.
The need for  high quality early care and education is compelling.  The gap between test results for Connecticut students from low-income and more affluent communities is bigger than anywhere else in the nation.    According to the New Haven Early Childhood Plan (NHECP), the timing and quality of children's earliest experiences creates the foundation for all future learning,  We envision that children's participation at Leila Day will help to narrow the achievement gap,  as well as to achieve the following long term goals described in the (NHECP) :"at-risk children who benefit from quality early education...enter school ready to learn.... graduate on time and get jobs, while avoiding the pitfalls of juvenile crime and violence that would make them a drain on the government and society."
 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Children’s progress is assessed and evaluated in  a variety of ways --     through observation, maintenance of anecdotal records, checklists,  journals and portfolios of children’s work.  They complete the CT Preschool Assessment Framework (PAF)  in the fall and spring which tracks the children’s  social, emotional, cognitive, language, physical and creative development.   

We submit an annual report to the National Association for the Education of Young Children (NAEYC), in order to maintain accreditation.  This report includes results of the NAEYC Parent Survey (which we supplement with open ended questions from generated by Leila Day) which  measures parent 
 satisfaction with the care their children are receiving as well as with the support they receive with regard to their parenting and understanding of their children's development.  In addition, staff annually submit the NAEYC Staff survey that looks at job satisfaction and working conditions.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. This year, one of our kindergarten children has experienced a dramatic change – and so has his mother. He began the year as a very anxious, unhappy child. He came without many positive social skills, and his relationship with his peers had suffered, as did his status as a member of his previous class. His mother was very concerned. As a team, and consulting with the school administrators, the experienced teachers strategized and implemented several targeted interventions. These effective strategies changed his school day experience – his relationships with his classmates, his comfort level within the group and his success throughout the daily activities. Regular communication with his mother has given her peace of mind on her way to work, secure in the knowledge that he is accepted by his peers as a full member of the group. He has changed, and the other children’s perception of him has changed accordingly. He is now a comfortable, happy little boy while here. His experienced teachers model acceptance, and truly care about his daily experiences at school. The administration supports them as they determine which tactics work and which don’t in creating a positive environment for him. Helping him learn how to make these same decisions for himself so as to increase his success and independence while further developing friendships is an on-going process.
Description
 This mixed age group of 3 and 4 year old children meets in our cottage.  There are 16 children and 3 teachers.
Population Served Infants to Preschool (under age 5) / /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. Leila Day has high expectations about the impact participation in our program will have on our children.  We anticipate that at least 90% of our children will enter kindergarten having achieved developmental milestones as proscribed in the State Department of Education's Preschool Assessment Framework.  We project that 100% of children who are not at that level will be identified and receiving support services to facilitate progress.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.
The need for  high quality early care and education is compelling.  The gap between test results for Connecticut students from low-income and more affluent communities is bigger than anywhere else in the nation.    According to the New Haven Early Childhood Plan (NHECP), the timing and quality of children's earliest experiences creates the foundation for all future learning,  We envision that children's participation at Leila Day will help to narrow the achievement gap,  as well as to achieve the following long term goals described in the (NHECP) :"at-risk children who benefit from quality early education...enter school ready to learn.... graduate on time and get jobs, while avoiding the pitfalls of juvenile crime and violence that would make them a drain on the government and society."
 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Children’s progress is assessed and evaluated in  a variety of ways. Teachers monitor their progress through observation, maintenance of anecdotal records, checklists,  journals and portfolios of children’s work.  They complete the CT Preschool Assessment Framework (PAF)  in the fall and spring which tracks the children’s  social, emotional, cognitive, language, physical and creative development.   

We submit an annual report to the National Association for the Education of Young Children (NAEYC), in order to maintain accreditation.  This report includes results of the NAEYC Parent Survey (which we supplement with open ended questions from generated by Leila Day) which  measures parent 
 satisfaction with the care their children are receiving as well as with the support they receive with regard to their parenting and understanding of their children's development.  In addition, staff annually submit the NAEYC Staff survey that looks at job satisfaction and working conditions.
 
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. In a time when most families must maintain a two-person income, there are some who choose to have one parent remain at home but still want the benefits of sending their child to preschool. Our Morning Program provides that benefit at a cost a single-income household can afford with the further option of sending their child(ren) for 2, 3 or 5 days a week. This group of parents often is the most closely knit in our school, forming their own community within a community, with multi-family outings outside of school hours being a common occurrence. We hear more and more often that parents are finding it difficult to find a quality part-time child care program that offers flexibility that works for them, and they are grateful when they find Leila Day.
Description The after-school program has a capacity for twenty children, Kindergarten through third grade and runs Monday through Friday from 2:30p.m. - 5:30 p.m.  The programs's two teachers meet the children at a nearby public school and walk with them back to Leila Day.  There is a structured schedule with built-in flexibility, where the students make many of their own choices throughout the afternoon.  The classroom is comfortably arranged in activity areas, with opportunities for a range of experiences.  The program includes art activities, blocks, games, dramatic plan, outdoor play, reading, sand and water play, carpentry and much more.  The small number of children that has not been picked up by 5:00 spends the last half hour of the day on homework, reading, or writing in their journals.
Population Served / /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
Achievements:
 Children successfully interact within a culture that encourages kindness and respect.  Older children learn to be kind and welcoming to the younger ones, and serve as role models.  Younger children, in turn, respond similarly when  the new children join the group.
 
Children have many opportunities to play outdoors, supporting their physical development and creative and social growth. We do not have television or video games in our after school program.  Children are actively involved in playing -- thereby developing problem solving skills, creativity, and stay physically in shape.
 
 Children have opportunities to do their homework.  Support is provided by teachers as well as by children.  This contributes to their academic success, and provides families with discretionary time at home. 
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.
We believe that through participation in the supportive environment offered in our  after school program, children will develop in a healthy manner, becoming secure, self confident and successful in their academic and social skills, the effects lasting  throughout their academic years and beyond.
 
Families will be successful in the workplace, secure in the knowledge that their children are safe, well-cared for and stimulated.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Children’s progress is assessed and evaluated in  a variety of ways --     through observation, maintenance of anecdotal records, checklists,  journals and portfolios of children’s work.  They complete the CT Preschool Assessment Framework (PAF)  in the fall and spring which tracks the children’s  social, emotional, cognitive, language, physical and creative development.    

We submit an annual report to the National Association for the Education of Young Children (NAEYC), in order to maintain accreditation.  This report includes results of the NAEYC Parent Survey (which we supplement with open ended questions from generated by Leila Day) which  measures parent 
 satisfaction with the care their children are receiving as well as with the support they receive with regard to their parenting and understanding of their children's development.  In addition, staff annually submit the NAEYC Staff survey that looks at job satisfaction and working conditions.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
The After School Program consists of Kindergarten - Second Graders. Each year the culture of our program is such that older kids welcome and nurture the new, younger ones entering the program. This mixed-age group is reminiscent of an old-fashioned neighborhood, where after school, everyone spilled out of their houses to play together. No electronics. No organized sports. Instead, a culture of safety and inclusion, where everyone plays together, with a large portion of the time on the playground: observing nature, exploring, digging, collecting water, playing make-believe, swinging, climbing…having fun after a long day of academic classwork. After outdoors there is a snack time. The remainder of the afternoon continues its relaxed style, with art activities, board games, building with blocks…the type of experience that children really need but in today’s hectic day-to-day environment rarely get.
Program Comments
CEO Comments

Currently there are significant educational disparities in our region that result in different outcomes for children, depending on where they live and their family's income and education achievement.  Research has resoundingly indicated that quality early care and education is the most effective means for closing the achievement gap. 

Leila Day has a long history of providing care to the very families who need it most.  Accredited by the National Association for the Education of Young Children, and designated as a Model Child Care Program and Laboratory School by the CT State Department of Education is evidence of the high quality programming we offer. Our program has the ability to have an effective and powerful impact to address the achievement gap.                                      

We are challenged with balancing our sliding fee scale with adequate teacher salaries, building maintenance and a healthy food program. We continue to work to identify and pursue sources of financial support.
 
CEO/Executive Director
Ashley Stockton
Term Start July 2016
Email ashley@leiladay.org
Experience Ashley is a skilled administrator and gifted teacher who has worked for the past eleven years in the New Haven Public School System where, among her many accomplishments, she spearheaded and administered the preschool program at Ross Woodward Magnet School. She holds a master’s degree in education, and more importantly, demonstrates an intrinsic understanding of Leila Day’s educational philosophy and a deep commitment to our mission of providing the highest quality early childhood education to a broad spectrum of working families. Her understanding has been enriched through her many years of teaching and collaborative leadership in the New York City and New Haven public school systems, and through her long-term community involvement in New Haven.
Staff
Number of Full Time Staff 21
Number of Part Time Staff 6
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate 90%
Staff Demographics - Ethnicity
African American/Black 5
Asian American/Pacific Islander 0
Caucasian 19
Hispanic/Latino 3
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 3
Female 24
Unspecified 0
Plans & Policies
Organization has a Fundraising Plan? Under Development
Organization has a Strategic Plan? Yes
Years Strategic Plan Considers 5
Date Strategic Plan Adopted Sept 2011
Management Succession Plan? Under Development
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Former CEOs and Terms
NameTerm
Gladys Deutsch -
Rebecca Jackson -
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non Management Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually
Collaborations

To achieve the goal of enrolling low-income children from New Haven, we participate in the CT School Readiness Program which offers tuition subsidies for eligible New Haven residents.  Through this program, families who might not otherwise be able to afford Leila Day, even with our sliding scale, are able to access our program. 

We partner with:
 
"Student and Parenting Services" at Wilbur Cross High School, enrolling preschool aged children of teen parents, thereby continuing their access to a high quality program, and freeing up spaces at Wilbur Cross for infants/toddlers on their waiting list.  
 
 Annual celebration of the Week of the Young Child at City Hall:  
 
New Haven Kindergarten Transition Committee and New Haven School Readiness Provider Council:  Our staff participates in organizations and activities seeking to improve quality in the early childhood community.  
 
New Haven Association for the Education of Young Children: Director and a teacher are board members.
 
We collaborate with specialists who provide services for children with special needs, including:  
the New Haven Public Schools’ (and other towns') Early Childhood Assessment Team (ECAT)
consultants from ACES who offer consultation about children's development and behavior.
 
  
 

 

Affiliations
AffiliationYear
Success by Six2009
Connecticut Association of Nonprofits1999
Awards
Award/RecognitionOrganizationYear
AccreditationNational Association for the Education of Young Children2014
Model Early Childhood Program and Laboratory SchoolConnecticut State Department of Education2007
Connecticut Director's Credential in Early Care & EducationConnecticut General Assembly2010
Governor AppointeeCT Child Day Care Council2008
Board Chair
Domingo Medina
Company Affiliation Peels & Wheels
Term July 2015 to June 2017
Board of Directors
NameAffiliation
Annie Adams
Suzie Alderman Brenner, Saltzman & Wallman, LLP
Philip Bronstein Yale University
Jeff Coleman Yale University
Linda Colman Colman Bookkeeping Services
Adele Edgerton Law Offices of Paul E. Farren, Jr. PC
Deadra Hart The Foote School
Kanicka Ingram-Mann Quinnipiac University
William Kaplan Fairfield University
Anthony Law Architect
Mary Lesser Quinnipiac University
Heather Locklear Partner Reinsurance
Ashley Stockton
Che Tiernan BILT, LLC
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 12
Hispanic/Latino 2
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 6
Female 9
Governance
Board Term Lengths 3
Board Term Limits 0
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Board Co-Chair
Annie Adams
Term July 2016 to June 2018
Email annieadams99@gmail.com
Constituent Board Members
NameAffiliationStatus
Suzie Alderman Brenner, Saltzman & Wallmann, LLP
William O'Shea New Haven Academy
Tina Sanfilippo Retired
Standing Committees
Building
Communications / Promotion / Publicity / Public Relations
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Executive
Finance
Personnel
Board Governance
Additional Board/s Members and Affiliations
NameAffiliation
Dennis Hong Altimeter Capital
Susan Lamar HB Communications
 
 
Financials
Fiscal Year Start July 01 2016
Fiscal Year End June 30 2017
Projected Revenue $1,245,195.00
Projected Expenses $1,245,195.00
Spending Policy Income Only
Credit Line No
Reserve Fund Yes
Documents
Audit Documents
Audit2016
Audit2015
Audit2014
Audit2013
Audit (2011 & 2012)2012
Audit2010
Audit2009
Audit2008
IRS Letter of Exemption
501c3.pdf
Detailed Financials
Prior Three Years Revenue Sources ChartHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201620152014
Foundation and
Corporation Contributions
$108,148$191,522$98,074
Government Contributions$111,101$72,959$133,160
Federal------
State------
Local------
Unspecified$111,101$72,959$133,160
Individual Contributions$152$4,854$1,878
------
$981,901$977,623$933,275
Investment Income, Net of Losses$62,456$65,010$82,822
Membership Dues------
Special Events------
Revenue In-Kind------
Other$53,448$39,298$49,083
Prior Three Years Expense Allocations Chart
Fiscal Year201620152014
Program Expense$952,882$963,189$928,112
Administration Expense$216,329$230,244$210,268
Fundraising Expense$37,738$39,781$30,842
Payments to Affiliates------
Total Revenue/Total Expenses1.091.101.11
Program Expense/Total Expenses79%78%79%
Fundraising Expense/Contributed Revenue17%15%13%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201620152014
Total Assets$2,217,068$2,106,097$2,052,266
Current Assets$351,131$234,410$371,832
Long-Term Liabilities$4,844$3,430$2,600
Current Liabilities$215,807$186,869$201,742
Total Net Assets$1,996,417$1,915,798$1,847,924
Prior Three Years Top Three Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountThe Community Foundation for Greater New Haven $51,623The Community Foundation for Greater New Haven $43,254The Community Foundation for Greater New Haven $41,367
Second Highest Funding Source & Dollar AmountMabel Grant Foundation $20,000Mabel Grant Foundation $22,500Mabel Grant Foundation $7,500
Third Highest Funding Source & Dollar AmountAksamit Trust $15,033Aksamit Trust $12,500 --
Solvency
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities1.631.251.84
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets0%0%0%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? No
Comments
CEO Comments Leila Day's ongoing commitment is to enroll children of diverse economic and cultural backgrounds in a quality program.  Because 40% of our families pay the full tuition, the school depends on community donations to make up the budgetary discrepancy.
Foundation Staff Comments

This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Financial information is inputted by Foundation staff directly from the organization’s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit’s board. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.

Address 100 Cold Spring St
New Haven, CT 06511
Primary Phone 203 624-1374
Contact Email office@leiladay.org
CEO/Executive Director Ashley Stockton
Board Chair Domingo Medina
Board Chair Company Affiliation Peels & Wheels

 

Related Information

Provide Quality Education

Educate a child and you change a community. For the child, a good education means better career opportunities and higher lifetime earnings. College graduates enjoy better health and are more inclined to volunteer and vote. For the community, supporting our youths’ educational goals results in a stronger society.