Seymour-Oxford Nursery & Child Care Association
256 Bank Street
Seymour CT 06483-2742
Contact Information
Address 256 Bank Street
Seymour, CT 06483-2742
Telephone (203) 888-1655 x
Fax 203-888-1640
E-mail soncca@yahoo.com
Web and Social Media
Mission
SONCCA is a state-licensed, non-profit organization, dedicated to providing quality, school-based, before-school, after-school and summer programs for the elementary- and middle-school-aged children and youth of working parents in the towns of Seymour and Oxford.
At A Glance
Year of Incorporation 1985
Organization's type of tax exempt status Public Charity Type III Supporting Organization-nonfunctionally integrated
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Arlene Robinson Swatson
Board Chair Robert Greenfield
Board Chair Company Affiliation Staffworks
Financial Summary
 
Projected Revenue $886,147.00
Projected Expenses $886,147.00
Statements
Mission
SONCCA is a state-licensed, non-profit organization, dedicated to providing quality, school-based, before-school, after-school and summer programs for the elementary- and middle-school-aged children and youth of working parents in the towns of Seymour and Oxford.
Background
SONCCA was established in 1985 by a group of parents whose members needed before- and after-school programs.  This group realized no programs existed to meet their need; their answer to the dilemma was to create a program themselves.  They established a corporation, created a non-profit organization operated by a board of directors, applied for 501(c)(3) status, identified space, and pursued state licensing.    The same structure remains today.  Over the ensuing years, the organization gradually expanded until programs existed for the children in all of the elementary and middle schools in the towns of Seymour and Oxford.   As the programs grew in number and enrollment, the organization gradually strengthened both in reputation and in the programs offered.  The organization enjoys an excellent relationship with the Boards of Education in both towns served, Seymour and Oxford. 
Impact
Accomplishments:
1.  During 2012, SONCCA supervised a project which completely gutted and renovated a newly acquired building to meet its administrative and storage needs.   This huge undertaking was achieved with its small administrative staff of one full-time director, one part-time administrative assistant and one part-time bookkeeper.  The project would not have been possible without the full cooperation of the organization's board of directors and program staff.  The project was undertaken in an effort to better support the program staff in their responsibility to provide positive, enriching activities for the children enrolled.
2.  During the summer of 2012, SONCCA closed its SONCCA-LoPresti location and moved to SONCCA-Chatfield/LoPresti, a newly renovated school in Seymour.  The move had to be accomplished in a very short period of time, between the release of the new building by the construction company and the opening of the new school year.    Many steps had to be carefully coordinated, including state and local inspections.    Everyone pulled together and the move was completed in time for the beginning of school.
3.  For three fiscal years after the recession in 2008, 2009-2010, 2010-2011, 2011-2012, SONCCA operated at a loss.  However, with the fiscal year beginning in July, 2012, the organization is in the midst of a financial turnaround.  The 2012-2013 fiscal year is tracking to be a positive one.   SONCCA strives to keep its fees as affordable for families as possible and manages its finances with that goal in mind. 
Goals:
1.  Continue to pursue any and all possible efficiences to maintain the positive financial turnaround.
2.  Continue to establish more efficient office systems to fully utilize the newly-acquired, larger administrative space.
3.  Continue to work toward establishing permanent, dedicated SONCCA space at the SONCCA-Quaker Farms Oxford location by completing the modular building project.
4.  Explore program improvements to continue to offer the best possible environments for the children enrolled.
Needs
Pressing Needs:
1.  The SONCCA-Quaker Farms location suffers from threats to its space.  The Quaker Farms School is highly utilized for multiple town purposes.  This limits SONCCA's use of space.  Multiple programs are vying for use of the same common space -- gymnasium, cafeteria, library.
2.  Continuing education is a constant challenge.  SONCCA must keep abreast of the changes in the field and to constantly provide training for program staff so they are able to meet the daily needs of the children and families served.
3.  Finding and keeping qualified staff is also a challenge.  There is a delicate balance between paying staff a fair wage and, at the same time, being successful in maintaining affordable fees for the families.
4.  A constant challenge is managing the day-to-day operation of the organization with a small administrative staff.
5.  For the past five years and into the foreseeable future, the requirement to operate with super-efficiency is a pressing need.
CEO Statement
   SONCCA provides valuable services to the families of Seymour and Oxford.   The organization focuses on providing before-school, after-school, and summer programs for school-age children.  Our full efforts are concentrated on meeting the needs of the families.  We attempt to be as fair and flexible as possible, understanding that needs vary. 
   SONCCA is unique in that all of its programs are located in the public schools, primarily in the schools the children attend.  This gives parents peace of mind, in that they do not have to worry their child/ren have to be transported home to a babysitter who may or may not have arrived, or to another location.    SONCCA takes safety very seriously and has a thorough attendance procedure, ensuring all of the children enrolled arrive to the program after their school day ends.  
   Much research and many studies have shown over the past decades that quality out-of-school-time programs are an asset to the development of school-age children.  SONCCA prides itself on its quality.  We endeavor to provide a positive workplace for our employees; this encourages a low turnover rate even though all of our positions are part-time ones.  Children are able to build stable relationships with caring adults, a system which supports them every day. 
   The organization is strengthened by a board comprised of individuals with diverse talents.   Some of the members are parents of children currently enrolled in the program.  Other members are parents of children who were enrolled in the past; these individuals joined the board and have remained to continue their relationship with the organization. 
   SONCCA at all times nurtures its relationship with the two Boards of Education and all of their employees -- superintendents, principals, specialists, teachers, paraprofessionals, office support staff, lunch aides, custodians.  The children in our programs are not "yours" or "mine" but "ours."   Very often what happens in a child's life during the school day spills over into the out-of-school-time program and vice versa. 
   Over the 28 years of the organization's existence, the out-of-school-time field has grown and changed.  SONCCA's goal is to anticipate future changes and be prepared for those changes in our constant effort to meet the continuing needs of the families we serve.  
   
Board Chair Statement
The SONCCA Board of Directors is currently comprised of a talented group of individuals, all dedicated to supporting the organization in a way that assists its growth and development.   This board has labored through both successes and challenges in recent years. 
    A major success in the past two years was the identification, purchase, and renovation of administrative and storage space for the organization.  The first year of the project was a transitional learning period during which the board explored the pros and cons of ownership of space versus leasing space.  As with any board, our Board struggled with the decision; we were well aware of the huge responsibility of spending a large amount of money.  Some of us felt it would secure the organization's future; others felt a small non-profit organization should not assume such a risk.   The Board spent many hours discussing the decision; gradually the majority moved towards purchase.   One major moving factor was that the price of the identified property continued to be reduced; the purchase price was one-half of the original asking price for the property.
    A major challenge of the past few years was maintaining the organization's fiscal health during a time of reduced enrollment.  We lost many families to layoffs and work time reductions.   The Board and administrative staff partnered in an effort to identify any and all possible financial efficiencies to save money wherever possible.  No savings was too small to pursue.  Projects were conducted to explore changes in insurance coverage, payroll services, oil delivery services, site snack purchases, office supply products, to name just a partial list. 
   Another challenge is to encourage new members to join our Board.   Members work diligently to identify and nurture future Board members.   Current members are partnered with potential members to establish relationships.
   I joined the Board as a parent utilizing the program when my children were in elementary school; they are both now in college.   As a small business owner in Seymour, I saw the service as vital to the community; because of that, I wanted to bring my support to it.   I believe I have improved the Board operations over the ensuing years.  When I joined, it was a working board; it has gradually matured into a supportive board, with the responsibility for major decisions, but not involved in day-to-day details.
    I am very proud of my years of volunteer service on the SONCCA Board of Directors.
Service Categories
Primary Organization Category Education / Student Services
Secondary Organization Category Human Services / Children's and Youth Services
Areas Served
Oxford
Seymour
Programs
Description
SONCCA provides a six-, seven-, or eight-week summer program, depending on the June end date and August beginning date of school.  This is an eleven-hour-a-day program.  Parents may enroll their children for all day or half day.  The half-day program is provided for children attending summer school.  There is also an opportunity to enroll for five or three days a week.  This program is held in Seymour Middle School, which is the newest of all the schools in the two towns, Seymour and Oxford, and is air-conditioned, which is necessary for a comfortable environment for the children.    The past three summers enrollment has been between 140 and 170 children. 
Population Served 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
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.
SONCCA agrees with the recent publication from the Connecticut After School Network, "Supporting Student Success in Connecticut, A Blueprint for Expanded Learning Opportunities," which states in part, "The hours after school and during the summer present a great opportunity to better prepare students academically, socially and civically.  At the same time, expanded learning opportunities are proven to decrease the achievement gap that leaves too many Connecticut Children and youth without the skills they need to be successful in the long run.  Expanded learning opportunities during the after school and summer hours keep young people safe, help working families and help students succeed in school and in life."
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Site staff complete daily activity assessments; parents and children complete annual evaluations.  Our main measure of success is the observance of actively involved children throughout the eleven-hour day each day throughout the summer weeks.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
Summer SONCCA is the only SONCCA program which maintained enrollment numbers throughout the recent recession (approximately 160 children enrolled each summer).  In addition, it is the SONCCA program which receives the most testimonials from parents and, each year,  the greatest number of new enrollees through referrals from parents.    The only way we advertise is with flyers to children enrolled in the two school systems.  Each year we receive calls and requests from families in surrounding towns.
CEO/Executive Director
Arlene Robinson Swatson
Term Start Mar 2005
Email soncca@yahoo.com
Experience
30 years as a program director; fourteen years in Trumbull, Connecticut after-school programs; eight years in Stamford, Connecticut after-school programs; eight years in current position
Staff
Number of Full Time Staff 1
Number of Part Time Staff 34
Number of Volunteers 2
Number of Contract Staff 0
Staff Retention Rate 75%
Staff Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 35
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 3
Female 32
Unspecified 0
Former CEOs and Terms
NameTerm
Kimberly Pietrazio Nov 2000 - Feb 2005
Senior Staff
Title Site Supervisor
Experience/Biography
15 years as a head teacher in field
Title Site Supervisor
Experience/Biography
24 years experience as head teacher in field
Title Site Supervisor
Experience/Biography
Six years experience as a head teacher in the field
Title Site Supervisor
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation No
Senior Management Formal Evaluation Frequency N/A
Non Management Formal Evaluation No
Non Management Formal Evaluation Frequency N/A
Collaborations
SONCCA works in close cooperation and partnership with the two Boards of Education it serves, Oxford and Seymour.  The organization is an agency of the Valley United Way.  It is a member of the National AfterSchool Assocation and its Connecticut affiliate, the Connecticut After School Network.  The Executive Director of SONCCA is a member of the Connecticut After School Network's Board of Directors.  She is also past president, vice president, and treasurer of that board.
Affiliations
AffiliationYear
Valley United Way1989
Board Chair
Robert Greenfield
Company Affiliation Staffworks
Term Nov 2011 to Oct 2014
Board of Directors
NameAffiliation
Nicole Dionis
Susan Horelick Naugatuck Valley Savings and Loan
Matthew O'Brien Naugatuck Valley Savings & Loan
Judith Russo Russo HR Consulting
Peter Wright Lifetouch - National School Studios
Carrie Zlotnikov TD Bank
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 7
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 3
Female 4
Unspecified 0
Board Co-Chair
Judith Russo
Company Affiliation Russo HR Consultants
Term Nov 2011 to Oct 2014
Email Judybr69@hotmail.com
Standing Committees
Personnel
Finance
Marketing
Nominating
Management
Nominating
 
 
Financials
Fiscal Year Start July 01 2013
Fiscal Year End June 30 2014
Projected Revenue $886,147.00
Projected Expenses $886,147.00
Credit Line Yes
Reserve Fund Yes
Documents
Audit Documents
Audit2014
Audit2013
Audit2012
Audit2011
Audit2010
IRS Letter of Exemption
Determination Letter
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 Year201420132012
Foundation and
Corporation Contributions
$2,311$9,925$3,993
Government Contributions$0$0$0
Federal------
State------
Local------
Unspecified------
Individual Contributions------
------
$787,191$722,981$702,812
Investment Income, Net of Losses$587$747$4,511
Membership Dues------
Special Events------
Revenue In-Kind------
Other$1,092$1,204$1,061
Prior Three Years Expense Allocations Chart
Fiscal Year201420132012
Program Expense$542,728$517,171$548,999
Administration Expense$196,387$204,113$185,152
Fundraising Expense------
Payments to Affiliates------
Total Revenue/Total Expenses1.071.020.97
Program Expense/Total Expenses73%72%75%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201420132012
Total Assets$901,523$813,199$843,659
Current Assets$414,203$427,217$526,172
Long-Term Liabilities$153,666$159,849$165,801
Current Liabilities$152,661$110,221$148,683
Total Net Assets$595,196$543,129$529,175
Prior Three Years Top Three Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar Amount -- -- --
Second Highest Funding Source & Dollar Amount -- -- --
Third Highest Funding Source & Dollar Amount -- -- --
Solvency
Short Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities2.713.883.54
Long Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets17%20%20%
Capitial Campaign
Currently in a Capital Campaign? No
Comments
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.

 

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