Good Shepherd Day Care Center
170 Old Point Rd
Milford CT 06460
Contact Information
Address 170 Old Point Rd
Milford, CT 06460-
Telephone (203) 874-8232 x
Fax 203-874-4924
E-mail goodshepherdchilddevlopment@aol.com
Mission
The Mission of Good Shepherd Child Development Center is to nurture and strengthen families one child at a time by providing high quality early care and education.
 
Our programs adhere to best practices in education and childcare and are accredited by the National Association for the Education of Young Children. (NAEYC). The Accreditation Standards that we are required to maintain are:  Relationships, Curriculum, Teaching, Assessment of Child's Progress, Health, Teachers, Families, Community Relationships, Physical Environment, and Leadership and Management.  There are very specific criteria within each of the Standards. Good Shepherd was started by a Milford church in 1969 to help economically disadvantaged families with their childcare needs.  They soon discovered that families could not afford the high cost of the childcare services - a fact that is still true today for a majority of the families enrolled at Good Shepherd. 
 
At present, we are licensed to serve 92 children. Over half of our students are on a sliding fee scale determined by Connecticut's Office of Early Childhood, which means that their families earn less than 75% of the State Median Income. The sliding fee scale is possible because we receive partial funding from the state, who developed the scale.  Good Shepherd is only early childhood program in Milford that is contracted by the state of Connecticut to provide early care and education to low income families using that scale. Parents applying for a reduced fee are required to be employed and must submit proof of income so that they can be placed at the appropriate place on the income scale.  We have a limited number of sliding-scale fee slots and have waiting lists for those, especially for infants and toddlers who often wait for almost a year. Our center strives to offer high quality early leaning experiences for children so that they can reach their full potential, be prepared for school and have a productive life. 
At A Glance
Year of Incorporation 1974
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 Mr Bill C Okwuosa
Board Chair Ms. Kyle G. Eberts Chair
Board Chair Company Affiliation Milford Connecticut School System
Financial Summary
Revenue vs Expenses Bar Graph - All Years
Statements
Mission
The Mission of Good Shepherd Child Development Center is to nurture and strengthen families one child at a time by providing high quality early care and education.
 
Our programs adhere to best practices in education and childcare and are accredited by the National Association for the Education of Young Children. (NAEYC). The Accreditation Standards that we are required to maintain are:  Relationships, Curriculum, Teaching, Assessment of Child's Progress, Health, Teachers, Families, Community Relationships, Physical Environment, and Leadership and Management.  There are very specific criteria within each of the Standards. Good Shepherd was started by a Milford church in 1969 to help economically disadvantaged families with their childcare needs.  They soon discovered that families could not afford the high cost of the childcare services - a fact that is still true today for a majority of the families enrolled at Good Shepherd. 
 
At present, we are licensed to serve 92 children. Over half of our students are on a sliding fee scale determined by Connecticut's Office of Early Childhood, which means that their families earn less than 75% of the State Median Income. The sliding fee scale is possible because we receive partial funding from the state, who developed the scale.  Good Shepherd is only early childhood program in Milford that is contracted by the state of Connecticut to provide early care and education to low income families using that scale. Parents applying for a reduced fee are required to be employed and must submit proof of income so that they can be placed at the appropriate place on the income scale.  We have a limited number of sliding-scale fee slots and have waiting lists for those, especially for infants and toddlers who often wait for almost a year. Our center strives to offer high quality early leaning experiences for children so that they can reach their full potential, be prepared for school and have a productive life. 
Background
Good Shepherd Day Care Center was founded by the Wildermere Beach Congregation Church in l968. Its mission was to help economically disadvantaged families living in the church's neighborhood. Within a short time, they found that families could not afford the real cost of childcare. The church sought help from the State of Connecticut, and in l969 received funding through TEAM, Inc., a non profit social service agency. 
 
 
Good Shepherd moved to St. Peter's Episcopal Church in l984.  The Milford Consortium for Child Care Initiatives, an outgrowth of the Milford Chamber of Commerce, approached all the preschool programs in Milford in l990 to see if they would be interested in developing an infant and toddler program.  Good Shepherd was the only organization that responded affirmatively. With the Consortium's seed money, we approached the New Haven Foundation (now the Community Foundation of Greater New Haven) for assistance setting up the program. With their support, a renovation grant from DSS, fundraising, and other grants we opened our infant and toddler program in August of l994.
 
In 2002, DSS informed all of the child care centers that it supports that they would have to become accredited by the National Association for the Education of Young Children (NAEYC). Both of our centers became accredited and then re-accredited.
 
St. Peter's Church asked Good Shepherd to relocate in June 2003. Board members and the Executive Director began looking for suitable, licenseable space.  After an exhaustive search, it became apparent that we would have to build.  With a $3 million loan from the Connecticut Health and Educational Authority, Bond and CDBG funds we moved into the new center in September 2008.
Impact
1. Appointment of new Executive Director
2. Center was re-accredited in August of 2015.
3. Held a successful gala November 3rd 2016.
4. Added two board members
 
Our goals for the current year:
  1. Increase revenue
  2. Hold another successful fundraiser
  3. Continue to improve staff salaries.
  4. In order to build Good Shepherd's new center, our largest funding source was a $3 million loan from the Connecticut Health and Educational Facilities Authority.  Accessing those funds required us to sign a huge loan agreement which involved maintaining a 90% enrollment of private-pay infants and toddlers.  Our weekly fee for those children is $270.00 which is a reasonable rate for children in that age range. However, for many families that amount is a difficult.  CHEFA demographics show that there are enough families in our area that can afford that amount. We have found some of those families.
 
Needs
Our Five Most Pressing Needs are:
  1. Increase in state-funding, including Office of Early Childhood (OEC) contract and Care 4 Kids payments
  2. Increasing the number of members on our board of directors
  3. Finding, paying and retaining properly credentialed staff.
  4. Raising staff salaries

Good Shepherd is among 110 centers that serve 4,300 children through the state's Office of Early Childhood. Additional funding is received through the Care 4 Kids program, which are federal funds administered by Ct.  They have changed some of their eligibility requirements, which means that fewer parents are receiving assistance resulting in both families and the centers losing income.  The Care 4 Kids payment rates have not been raised since 2002.  In 2013 Good Shepherd saw a reduction of $50,000 from Care 4 Kids, and in 2014 we experienced a loss of $80,000.

 As of 7/1/14 we received a slight increase in our reimbursement rate from the Office of Early Childhood.  However, we had not had an increase in several years so the increase did not come close to covering  our continuing rising costs.
CEO Statement
The church members that started Good Shepherd were responding to a need. Families were struggling as was the fledgling center.  They were using old Sunday school tables covered in contact paper, wooden room dividers, and any materials that were at their disposal. Members of that church remained on our Board for over 20 years.  It has been a pleasure to work with staff and Board members over the last 39 years, being able to take advantage of various private, state, and federal programs that have helped the center buy equipment and supplies, develop and grow the enrollment and serve more children and families.
 
There are always children and families that need help.  We have developed community relationships that enable us to help families with various needs, including food, heating assistance, psychological and medical services, etc.  Our centers have staff that really care about children and they show it.  In some cases, the center is the most stable part of a child's life. Young children face many stresses, spending most of their day away from their family, being part of a group, and adjusting to the children and adults at the centers. They may not live with both parents, could be living with grandparents or other family members.  Parents too are under great stress, financial, housing, relationships, and problems connected with their job. Some of these stresses spill over onto their children. Our staff has to help the children first, and the families if they are seeking or willing to accept help.  In this complicated world, we try to be an oasis.
 
We have the privilege and responsibility of providing quality early child care and education.  We take that responsibility very seriously.  Besides the social service we provide, we are also a small business. Our operating budget for 2016 is $1,295,000.  We employ thirty people who have to meet standards set by the State Dept of Public Health, Office of Early Childhood and by NAEYC.  Our income from the state and parents' fees do not equal the cost of providing the service.  Thus, we must seek additional funds.
 
Board Chair Statement
From Ms. Kyle Eberts, Board Chair:
 
I have been involved with Good Shepherd for almost a decade and have enjoyed my association tremendously, complete with all of the joys and challenges.
It is a place where I can apply my interest in early childhood education and put my business and technical background to good use. The joy of knowing that we successfully have served a wide age-range of infants and children in a financially vulnerable community for many decades adds to the satisfaction.  It is a great place to be a part of and I am honored to be on the board.
Being a non-profit we face many challenges that others deal with.  Funding and staffing are on-going issues.  We continue to fine-tune our fund-raising to try and meet the demands of the center.  Staff education requirements are difficult to meet with our low salaries.  We are very fortunate to have the dedicated staff that we do and work to retain them through job benefits other than pay.
 Our newest challenge is the need to replace our Executive Director who is retiring at the end 2016 after 40 years of completely dedicated service. To address this, we have engaged a consultant. In the process, we are reviewing the goals and plans for the center, its staff and the board.  It is an exciting time.
Good Shepherd has had a long history of excellent childcare and education.  The construction of our new building which opened in 2008 allowed us to expand our reach.  We hope to do nothing but improve children's lives for a long time to come.
 
After retiring from a position of director and teacher of a nursery school I continued to have an interest in early childhood education. When I was asked to serve on the Board of Directors I accepted.  There is a need in the community to provide affordable day care for infants through pre-school children.  In order to provide the care and educational benefits that these children are entitled, it takes adequate finances and adequate leadership.
 
From Board Member Kyle Eberts:
As a former business woman, I see the effective management, strong organization and skillful dedication to purpose.  I realize the difficulty of running a not-for-profit and applaud the choices made over the years to grow this business and move it into a new facility with opportunity for the future. I am happy to lend my financial skills as Treasurer of the Board. Staff, parents, board members and volunteers work together through-out the year to do fund-raising and support the organization. Outside agencies are a vital part of the funding necessary to run this vibrant organization.
 
I believe that this is a very worthy organization to support in any way that I am able.  The proactive educational approach combined with a nurturing staff and well-designed facility make for an exciting opportunity to meet the needs of the youngest members of our community and their families.
Service Categories
Primary Organization Category Education / Preschools
Secondary Organization Category Education / Preschools
Tertiary Organization Category Education / Preschools
Areas Served
Ansonia
Derby
Hamden
Milford
New Haven
West Haven
Other
International
Lower Naugatuck Valley
Though we accept children from anywhere in Connecticut, 65 percent of our students live in Milford.
CEO/Executive Director/Board Comments
 
 
Programs
Description
Good Shepherd Child Development Center has a fee-for-service contract with the state of Connecticut.  Our center currently serves 36 preschool children and 48 infants and toddlers.
Our state contract allows us to offer a sliding-fee-scale to 23 infant and toddlers, 29 preschoolers, and 3 kindergarteners.
The center is open 52 weeks each year from 6:45 am to
5:30 pm.  We provide breakfast, lunch, and afternoon snack through the USDA child nutrition program, which is monitored and administered by the State Department of Education (SDE).  The center has been accredited and reaccredited by the National Association for the Education of Young Children (NAEYC). In order to be accredited, a center must have staff that meet NAEYC's education requirements. The center offers a welcoming and caring environment for children and families.
Population Served Infants to Preschool (under age 5) / Infants to Preschool (under age 5) / Families
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.
We see short-term successes every day:  babies learning to turn over, sit up, crawl, and walk.  Toddlers learn to use ride-on toys, and switch from saying words that only they can interpret to saying words, phrases, and full sentences.  In the preschool rooms, we see children develop physically, emotionally, socially, and cognitively.  We make referrals for children who have developmental delays.  Both with joy and sadness, we send about 27 percent of our population off to kindergarten each year.  Because we work closely with children, parents, and school systems, we know that the vast majority of our children who move on to kindergarten will be successful.  Some of these children have been with us for five years. Those years give us a good opportunity to know the child and the family. For children who need a different learning environment, we work with the school system to find the best program for their needs.   
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.
Countless years of study and research show that the first five years of a child's cognitive and emotional development establish the foundation for learning and achievement throughout life. Children who participate is in good child care programs experience dramatic life-changing benefits.  One summary of the research literature found that without a high-quality early childhood intervention, an at-risk child is:  25 percent more likely to drop out of school, 40 percent more likely to become a teen parent, 50 percent more likely to be placed in special education, 60 percent more likely never to attend college, 70 percent more likely to be arrested for a violent crime. All Children should have access to high-quality preschool. Recent National Institutes of Health study in Chicago projected that up to 11 dollars of economic benefit will be generated over a child's lifetime for every dollar spent on a high-quality preschool experience. 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
We are accredited by the National Association for the Education of Young Children NAEYC). They have assessment tools that help us set and measure goals at each stage of a child's development.
We use NAEYC surveys for parents, teaching staff, and management. From these, we identify areas that need improvement, and make an action plan to address them.
We are also monitored by the Child Care Licensing Division of the State of Ct. Office of Early Childhood. An annual financial audit is required, with a copy submitted to the CT Office of Policy and Management, because approximately 50 percent of our operating funds come from the state.
Our teaching staff uses the "Creative Curriculum - Gold". This curriculum stresses observation of children, the setting of individual goals, meeting those goals, and establishing new goals.  An educational consultant oversees this area.
The CT State Department of Education monitors our food program (USDA) and the reimbursement we receive to help pay costs.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

We have a father in our program that had to separate from his wife because of her drug usage. He had an infant son and daughter who was a toddler. Fortunately, two sliding-scale fee slots had just opened. 

Because the center had a low-fee place for these children the Dad has been able to find work - first at a low-paying, part-time job, and then to a good full-time job with benefits.

Another family in our program has triplets.  The parents both work, but without sliding-scale placements, they would not be able to afford full-time childcare.
 
One of the triplets is severely handicapped. She has seizures, cannot sit up or stand, and is blind. The staff has been working with the Birth-to-Three Program and the parents.  The child has a special chair, and a device in which she can stand. She has many seizures each day. Without the low fee and the staff who care for the girls, especially the child with special needs, I am not sure how this family would have managed. 
Program Comments
CEO Comments
Comments from Board Members:
 
"Our Programs are continuously looking for ways to improve. They have been re-accredited twice which is extremely rigorous and speaks to the high quality that currently exists.  Additional funding would allow Good Shepherd to attract and keep staff with proper education and training, which is also critical for high quality child care."
 
"The teachers and assistants are required to pursue continuing education to maintain a high standard of excellence in developmental learning. It is difficult to hire and maintain staff when salaries are low. This is a challenge for Good Shepherd.We are working on fundraising and have held a fundraiser, "Kookin for Kids", for the last three years. It is a food tasting event with volunteer chefs cooking a variety of tasty items.
 
"As a former president of a cooperative preschool, I see how the recognized and accepted educational standards are applied. As accreditation requirements have become much more stringent over the years, the staff has continued to grow and improve.  Whenever the bar is raised, they respond and meet the challenge.  Managing reams of paperwork and documentation for dozens of children various programs every year is well done by this 'well-oiled machine'."
 
"As a single parent, I know how important it is to have the support of a quality early childhood center for the care and education of young children. The impact on a family of a caring, supportive program can be felt for years to come - long after the children have gone off to 'big school'. Indeed the impact of experiences in the early years will stay with a child forever. Maintaining a caring and professional staff is on on-going concern"
 
"As an elementary school library employee and volunteer, I know the importance of a strong educational program during the early years.  Good Shepherd is constantly working to provide age appropriate learning for the children it serves."
 
As the Executive Director I have the privilege of observing six-week old infants being carried into the center, watch their stages of development, and then see them walk out the door as they move on to kindergarten. The staff and I delight as they learn to roll-over, crawl, walk, talk, etc.  Their smiles and the cute things they do and say, really put a smile on our faces. We have the opportunity to be a positive influence not only to the children's lives, but that of their families.
CEO/Executive Director
Mr Bill C Okwuosa
Term Start Jan 2017
Email goodshepherdchilddevelopment@aol.com
Experience
Bill Okwuosa has double masters in MBA and organizational leadership. A 20 yr veteran in social services and a licensed therapist. Bill has extensive experience working with children and families in need, served as an Executive Director of a family homeless shelter and owns a non profit organization treating families with co-occurring disorders and financial hardship.
Staff
Number of Full Time Staff 28
Number of Part Time Staff 5
Number of Volunteers 3
Number of Contract Staff 0
Staff Retention Rate 85%
Staff Demographics - Ethnicity
African American/Black 5
Asian American/Pacific Islander 1
Caucasian 24
Hispanic/Latino 1
Native American/American Indian 0
Other 2 0
Staff Demographics - Gender
Male 2
Female 29
Unspecified 2
Former CEOs and Terms
NameTerm
Ms. Gloria Hayes - Jan 2017
Mrs Arleen Jettie Executive DirectorJan 1973 - Aug 1976
Senior Staff
Title Operations Manager
Experience/Biography
Theresa has been with our centers for 25 years.  She has both business and early childhood experience.  She and her husband have owned Subway Franchises for over 20 years. In our centers she has worked with both preschool and infants and toddlers. As Operations Manager, she schedules all staff, enrolls children, orients new staff, oversees payroll preparation and fee collections, assists staff with children who are having difficulties, and assists the Executive Director as needed.
Title Bookkeeper
Experience/Biography
Darina has been the Bookkeeper for the past eleven years.
Her previous employment includes The Community College of Rhode Island, Town of Fairfield Conservation Department, and private businesses.
 
Title Teacher
Title Teacher
Experience/Biography
   Five years as a teacher of preschool and/or infant and toddler teacher.   
Master's degree in Early Childhood Education 
Title Teacher, B.S. Elementary Education
Experience/Biography B.S. Elementary Education
Title Teacher
Experience/Biography    AA Degree in Early Childhood Education
Title Teacher
Experience/Biography
 
AA in Early Childhood Ed.
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
We currently have linkages with Milford United Way, Infoline, Milford Kids Count (The former Executive Director is a Board Member), the Family Resource Center, the Family Home Day Care Network, The Milford Consortium for Child Care Initiatives, the Connecticut. Early Childhood Alliance, Milford Social Service Network, Milford Red Cross, and The Bethel Center (a homeless shelter) - we provide childcare as needed and when space is available. 
 
The Milford Literacy Program provides readers for the children. The Milford Social Service Agency accepts our referrals for families that need their assistance. The City of Milford has included us in the Community Development Block Grants. They have helped us buy expensive kitchen and playground equipment, and also helped us with the pre-development costs and continuing professional services connected to the new center. The Milford Health Dept. provides immunizations for our children and resources and educational materials.
We provide venues for area high school students to fulfill their community service requirements.
 
Students from various colleges in the area do their required observations and/ or student teaching at Good Shepherd. 
Comments
CEO Comments
From a management standpoint, my main concerns are expressed in the Pressing Needs section of the Profile.  Beyond those there is always the uncertainty of funding that is constantly in our minds. Although we have a fee-for-service contract with OEC the contract has the phrase "The Dept. reserves the right to adjust payments based on the availability of funds." The Governor has the right to withhold 5% when he deems it is necessary, and the Office of Policy and Management may also reduce or withhold payments.  We are working on building up a reserve as well as options when there might be a cash flow issue.
 
Hiring infant/toddler staff is challenging. Many potential staff members have experience with preschool children, while few have experience with infants and toddlers in group care.  Caring for these youngest children is very physical. One also needs a great deal of patience.
As far as activities, we strive to have a balanced program where children interact with each other in both teacher directed and child-directed experiences. The daily schedule includes free choice time in the learning centers, group times for creative movement, music, storytelling and dramatization.Parents and other family members come to the center to share their talents or interests. Persons from the community also come to the centers, Fire and Police, Canine Control staff, and representatives from the Literacy Program.
 
Days are planned so that children will be safe, feel secure, receive individual attention and affection, develop satisfying relationships with other children and adults, develop self-image, and learn to respect the personal and property rights of other, and develop intellectual and physical skills.
 
We are committed to working closely with parents toward the welfare of the whole family. Parents are welcome to visit the centers at any time, both prior to enrollment, and thereafter.
 
Regarding assessment of the programs, we use the NAEYC Accreditation Materials. Their "Self-Study" materials allow a program to carefully evaluate all aspects of their operation. Parents, teaching staff, and management staff complete questionnaires. From that information, improvement plans are made. In addition, we use the Outcome Measures of United Way.
Board Chair
Ms. Kyle G. Eberts Chair
Company Affiliation Milford Connecticut School System
Term Jan 2015 to Dec 2018
Board of Directors
NameAffiliation
Mrs. Mary Claire Hanson Lending Officer & Administrator, Healthcare Financial Fed. Credit Union
Mrs. Lynda Mason Milford Bank
Ms. Donna Radecki Home Depot
Mr Robert Rosenberg Problem Solvers insurance
Rev. Dr. John S. Sandel Milford Pastoral Counseling Center
Ms Collen P White CIRMA
Mrs. Sadie Witherspoon City of new haven
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 7
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 2
Female 6
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
Risk Management Provisions
Commercial General Liability
Day Care Center/Nursery School
Directors and Officers Policy
Improper Sexual Conduct/Sexual Abuse
Workers Compensation and Employers' Liability
Disability Insurance
Medical Health Insurance
Life Insurance
Board Co-Chair
Ms. Donna Radecki
Company Affiliation Home Depot
Term Feb 2015 to Dec 2018
Email donrade@optonline.net
Standing Committees
Audit
Finance
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Board Governance
CEO Comments
Our staff provide excellent care and early education for the children in the program.  Because of budget constraints wages are low.  This is a problem in retaining staff and in hiring new staff.  Accreditation criteria of NAEYC and state educational requirement of staff  compounds the problem of finding and keeping a stable staff.  The low reimbursement rates from the State Office of Early Childhood are part of the problem, as is the Care 4 Kids program which offers help to working families whose income is below 50% of the state median income. That program pays the center for a portion of a child's fee. Parents pay the balance. Their rates have not been increased since 2002. The new Executive Director will continue working with early childhood advocates to seek rate increases, and has given testified at Ct. Legislative Committee Hearings as well as submitting written testimony.  We have good relationships with our local legislators.  We are also in contact with our federal senators and congresswoman.
 
We have an active and very dedicated Board of Directors. They are very open with their opinions and ideas, but speak and act respectfully to each other. They recognize the importance of our programs in the lives of children, families and the community.
 
We have added 2 new Board Members and 2 long-time Board Members have moved into the Ex-officio role.  We would like to add 6 more members.  There is work to be done and it would be helpful to be able to divide that work among more people.  We are actively recruiting new members.
 
Additional board members would be helpful as we develop a strategic plan and a fundraising plan.
This board has been very busy and engaged as we spent several years planning for and building a new center.  They faced many challenges and "hung in there" during some very difficult times. They are to be commended for their efforts.
 
There continues to be a great need for infant and toddler care.We receive calls for those services almost daily, some times receiving  multiple calls in one day. We would like to be able to serve more sliding-scale slots for infants and toddlers but funding is not available. From a business stand-point having more I/T sliding scale slots would be detrimental to the survival of our center since the reimbursement rates and the parents fees do not equal the cost of providing the service.
 
 
Financials
Fiscal Year Start Jan 01 2017
Fiscal Year End Dec 31 2017
Projected Revenue $1,437,500.00
Projected Expenses $1,410,500.00
Spending Policy N/A
Credit Line No
Reserve Fund No
Other Documents
Other Documents 3
NameYear
CT Child Care License2016View
NAEYC Accreditation2015View
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 Year201520142013
Foundation and
Corporation Contributions
$39,818$53,037$44,635
Government Contributions$649,141$812,569$923,706
Federal------
State------
Local------
Unspecified$649,141$812,569$923,706
Individual Contributions$1,903--$2,501
------
$718,933$646,123$713,572
Investment Income, Net of Losses------
Membership Dues------
Special Events------
Revenue In-Kind------
Other----$9,292
Prior Three Years Expense Allocations Chart
Fiscal Year201520142013
Program Expense$942,800$1,169,837$1,489,786
Administration Expense$286,743$398,867$364,969
Fundraising Expense$1,161$2,896$1,536
Payments to Affiliates------
Total Revenue/Total Expenses1.150.960.91
Program Expense/Total Expenses77%74%80%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201520142013
Total Assets$4,463,230$4,385,858$4,517,303
Current Assets$204,092$119,422$185,334
Long-Term Liabilities$2,611,667$2,885,685$2,984,062
Current Liabilities$133,346$103,992$77,189
Total Net Assets$1,718,217$1,396,181$1,456,052
Prior Three Years Top Three Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountUnited Way $40,000United Way of Milford $30,000United Way of Milford $44,291
Second Highest Funding Source & Dollar Amount -- -- --
Third Highest Funding Source & Dollar Amount -- -- --
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities1.531.152.40
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets59%66%66%
Capitial Campaign
Currently in a Capital Campaign? No
Comments
CEO Comments
Some of my comments about financial issues are mentioned in the Governance section of this Profile.  One of the problems we have had for many years is the matter of timely payments.  Payment schedules are part of our contract with the state.  Although payment with DSS were always very late, payments from Office of Early Childhood are more timely.
 
Another funding stream is the Care 4 Kids Program. That is federal money that  comes through Ct. Department of Social Services  It usually is for parents that earn under 50% of the State Median Income, although they sometimes raise the eligibility level to families that earn under 75% of SMI.  To be eligible for the program parents must be working.   In 2013 we received $50,000 less from Care 4 Kids than we received in 2012.  Part of this loss is due to changes in the eligibility requirements .  Previously if parents were approved at 50% of SMI and later earned up to 75%, they remained eligible.  Now once a parent earns above 50% of SMI, they are dropped from Care 4 Kids. Parents and the centers loose the subsidy. This is another example of unpredictable funding.
 
Fundraising will be an on-going need for our programs. We understand how vital it is for Good Shepherd's long term financial stability and are making efforts to pursue new opportunities.
 
In terms of oversight, our bookkeeper prepares a complete financial report for the board every month. Our accountant oversees the work of our bookkeeper and is at the center  twice each quarter and whenever else we need her. The accountant also prepares the reports required by CHEFA working from the information provided to her by the bookkeeper. In all the years the centers have been in business, the auditors have never found any evidence of fraud, or any discrepancies.  The annual audits are available for the Board and are reviewed by the Audit Committee. Copies are sent to the Audit Division of DSS, the City of Milford, and other funders.
 
Regarding a line of credit, we have been approved for two, but because their practice is to encumber the centers, that puts us in violation of the our CHEFA Loan Agreement, and so we cannot use them.
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 170 Old Point Rd
Milford, CT 06460
Primary Phone 203 874-8232
CEO/Executive Director Mr Bill C Okwuosa
Board Chair Ms. Kyle G. Eberts Chair
Board Chair Company Affiliation Milford Connecticut School System

 

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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.