ec3-early lcc board meeting minutesec3kids.org/files/file/boardminutes/07-2018_boardminutes.pdf ·...

EC3-Early LCC Board Meeting Minutes

July 24, 2018; 6:00 p.m.; EC3 Gym

Board Members Present: Chris Jackson, Andrea Kirk, Steve Purchase, Matt Randall, Michelle Richard, Carrie Rosingana, Todd Walsh, Brad Barron

Board Members Absent: Lauren Gewirtz, Brad Wurfel Rachel Mangiavellano, Brandy Johnson

Staff Members Present: Betsy Clinton, Beverly Miller, Lis Weston

Call to Order: 6:10 p.m. Chris Jackson officiated the meeting.

Public Comments No members of the public were present.

Old Business Approval of the June 2018 Board Minutes was moved and supported via e-mail on 6/28/18

(Kirk/Mangiavellano); voting completed on 7/19/18. The minutes passed as presented by unanimous vote.

The Executive Committee held its meeting on 7/23/18. The committee report is attached to these minutes.

The latest draft of the EC3/ELCC three-year Strategic Plan is attached to these minutes. All board members are asked to review and provide feedback to the Task Force Chair (Michelle Richard) via email by Friday 7/27/18. Lis has requested the transition plan be finalized by late August so she can provide an update to the Foundation by the end of September.

Lis presented a top-line summary of the proposed budget for ELCC, presenting a PowerPoint presentation attached to these minutes. She focused on the foundation of high-quality child care and her process for preparing the budget, starting with assumptions and the process for constructing the budget, expenses, and revenue. Salary/wage expenses were a focused topic and the board requested a more detailed breakdown of how and why the expenses of the classrooms are being proposed as they are (e.g., the rationale of putting all GSRP children in one classroom, and the difference in number of teachers in each preschool room). This may be a discussion point at the Town Hall meetings.

Lis is preparing the EC3 budget and will send it out for review via email in the next week

The ELCC Town Hall is scheduled for August 22nd at 5 PM and the EC3 Town Hall is scheduled for August 21st at 5 PM.

EC3 Early LCC Board of Directors Meeting Minutes: July 2018 ()

Board Member responsibilities were discussed and further collaboration and feedback is being sought as part of the Transition Plan development.

Directors Report Attached to these minutes

Executive Committee Report Attached to these minutes

Development & Marketing Committee Report N/A (no meeting held in July)

Program Committee Report Attached to these minutes

Finance & Facilities Committee Report Financial statements attached to these minutes

New Business EC3 Town Hall Meeting scheduled: Tuesday, August 21, 2018, EC3 Gym, 5:00 p.m. (in place

of Board meeting)

Early LCC Town Hall Meeting scheduled: Wednesday, August 22, 2018, Early LCC Gym, 5:00 p.m.

Advisory Council discussion – Tabled until next meeting

Closed Session None

Adjourn 7:50 p.m.


Early Learning Lansing Three-year Transition Plan: 2018–2021

09.2018


1

Contents Letter from the Board Chair and Executive Director ......................................................................... 2

Introduction ..................................................................................................................................... 3

Mission and Vision ........................................................................................................................... 5

Values .............................................................................................................................................. 6

Organization .................................................................................................................................... 7

Priorities for Early Learning Lansing ................................................................................................ 8

Provide high quality early learning and care................................................................................. 8

Vision ....................................................................................................................................... 8

Needs and Opportunities ........................................................................................................ 8

Short‐term Strategies ............................................................................................................. 8

Long‐term Strategies............................................................................................................... 8

Ensure sustainability.................................................................................................................... 8

Vision ....................................................................................................................................... 8




Extend Our Reach ........................................................................................................................ 9

Vision ....................................................................................................................................... 9




Action Steps to build New infrastructure ........................................................................................ 10

Governance ................................................................................................................................ 10

Operations and Policy ................................................................................................................ 10

Marketing, Branding, and Communications ................................................................................ 10

Talent ......................................................................................................................................... 11

Sustainability ............................................................................................................................. 11

Administrative Capacity ............................................................................................................. 11

Acknowledgements ........................................................................................................................ 12

Board of Directors ...................................................................................................................... 12

Staff ........................................................................................................................................... 12


2

Letter from the Board Chair and Executive Director

Dear families, community members, and partners:

In the summer of 2017, we expanded the reach of high-quality early learning and care programming in the

greater Lansing region when the Early Learning Children’s Community (Early LCC) and the Educational

Child Care Center (EC3) entered into a joint operating agreement. Over the past year, we have learned

much about how to effectively serve over 150 families, 200 children, and 85 staff members within two unique centers.

We knew when we began this partnership that there are numerous ways to achieve high-quality, and our

experience over the past year has confirmed that. Early LCC and EC3 each have a long history of providing developmentally appropriate, child-centered care to families throughout the greater Lansing area. While

each center offers distinct programming, they both adhere to the highest standards of quality.

We also knew that through this partnership there would be opportunities to make both programs stronger

and more sustainable. On the program quality side, we have begun to leverage classroom aides at both centers, and to explore cross-center professional development. On the administrative capacity side, we

have streamlined processes regarding human resources and accounting, among other things.

With these successes have come bumps in the road, and we have continued to ask ourselves, “How can we build on what each center does well and be stronger together? How can we extend our

collective reach to serve even more children in our community?”

Seeking to answer these questions has helped us embark on an exciting and ambitious vision for a new

organizational structure with an even deeper commitment to quality, sustainability, and reach--so that more children, families, educators, and employers in our community will understand and experience the

return on investment of high-quality early learning. This document provides a high-level plan for ELCC

and EC3 to move forward together, effectively serving children and families in this region for many years to come.

Sincerely,

Christopher Jackson Elisabeth Weston

Board Chair Executive Director


3

INTRODUCTION Educators and brain scientists worldwide know there’s a significant difference between

“daycare” and early childhood education—and so does our team.

For the past year, the Educational Child Care Center (EC3) and the Early Learning Children’s

Community (Early LCC) have been operating as partners that share a commitment to providing

high-quality early learning and care. Families of children enrolled at each center understand the

intrinsic value of this education because each center’s history is based on high-quality

experiences.

When it was founded 33 years ago, EC3 was an experimental partnership with the Lansing

School District and the Michigan Department of Education. Its primary charge was to develop a

high-quality early learning program for children that prepares them for the rigors that await, not

only in school, but also in life. EC3 has grown over the decades to serve about 120 children,

utilizing the talents of 50 employees within the eleven classrooms of its Main Street School

building.

Since its opening in 2010, LCC was likewise charged with providing high-quality early

education to families in the Greater Lansing area, especially those who were pursuing higher

education at Lansing Community College (LCC). With six classrooms and 30 employees

occupying a cozy building on LCC’s campus, Early LCC serves an average of 70 children.

EC3’s original mission had a second provision: design a great system for delivering high-quality

early learning, and then share that model and increase awareness of its benefits to children,

families, and the larger community. EC3 began to fulfill that mission in May 2017, when Early

LCC’s original management company decided that it would not pursue renewal of its contract.

LCC contacted EC3 asking them to respond to a request for proposals to manage Early LCC,

because LCC would only allow a high-quality organization to operate Early LCC. EC3 submitted

a proposal and was ultimately selected by LCC to manage Early LCC, deeming it a “sister site.”

EC3’s interest in pursuing the partnership was grounded in a shared history. EC3 was the first

lab school of LCC’s child development degree program and had a nearly 20-year history of

collaboration with it. The opportunity to once again join forces with LCC, while also maintaining

a viable, high-quality center was a fulfillment of EC3’s mission to support local children and

families through early learning.

From the outset of the partnership, both EC3 and Early LCC planned to continue their own

cultures and styles of delivering early learning and care. There have been opportunities to


4

collaborate in the areas of teacher training and professional development, in addition to many

administrative efficiencies derived over the first year.

By essentially doubling their presence, EC3 and Early LCC embarked on a clear path toward a

long-term vision: to become an advocate for high-quality early learning and a community

resource for families with young children. Not only do the two centers have a larger platform

from which to convey the importance of high-quality early learning; they also have numerous

opportunities to benefit families, educators, and employers across the region--including the

establishment of early learning scholarships for lower income families in the Greater Lansing

area.

To accomplish this vision, something bigger than the two centers is needed. We propose “Early

Learning Lansing,” the working name for a new nonprofit organization that serves as an

umbrella for high-quality early learning centers.

This plan is specifically called a transition plan because it outlines a vision for the future and

identifies specific organizational changes that must be made to prepare us to take on new

priorities and opportunities. It identifies a three-year transition from our two-center structure to a

more comprehensive, cohesive organization.


5

Our Mission Provide and expand access

to high-quality early learning and care

in the greater Lansing region.

MISSION AND VISION Our mission is simple: provide and expand access to high-quality early learning and care in the greater Lansing region. From six weeks to five years, we partner with families to help young children grow.

Children are learning from the day they are born; they do not require any outside motivation. Young

people are curious, developed learners, and it is the job of our centers to create developmentally

appropriate opportunities for them to explore and grow.

Quality. In our classrooms, we support the highest quality care. Families select our centers because they

want the very best learning experience for their children. Our teachers are passionate people who share a

commitment to providing child-centered learning experiences. They create opportunities for children to question, explore, develop, experience, create, express, and grow.

Each of our early learning centers is focused on learning. Our program directors are instructional leaders

who are skilled at partnering with families. Our teachers participate in ongoing professional learning, and

they have the skills, knowledge, and tools necessary to serve children in the best way they know how.

Sustainability. To effectively serve Lansing-area families, our programs also must be financially sound

and responsibly managed. We have learned to strategically capitalize on local, state, federal, and private

resources to allow us to provide affordable, high-quality early learning and care for all families who seek it. This is difficult work, but blending funding sources is critical to our long-term success. We have also

created an organizational structure that engages all of our key constituencies in governance—including

families, staff, and community members.

Reach. We serve young learners across greater Lansing. We are among the largest providers in the region, licensed for nearly 250 children across our two centers—yet this number is but a fraction of all the

young children in this region. We are committed to expanding our reach through shared professional

learning, advocacy, and the exploration of bringing other centers into our portfolio. All children need high-quality early learning and care, and we are committed to supporting providers that offer it.


6

VALUES High-quality early learning and care must be accessible to all. Early Learning Lansing serves all

families, not just those that can afford the cost of quality. We leverage local, state, federal, and private

resources to serve socioeconomically diverse families.

High-quality can be achieved in a variety of ways. Early Learning Lansing sets quality standards

and allows our centers flexibility in how these standards are met.

Consistency can aid in sustainability. We aim to balance our commitment to center flexibility with

the need for centers be sustainable. In some cases, we require our centers to adopt the policies, financial practices, and governance that have been appropriately vetted and practiced. We regularly reevaluate this

balance to ensure centers can be responsive to families without shouldering the administrative burden

that comes with operating a small nonprofit.

Families and staff are partners in this work. Early Learning Lansing believes families and staff

must be partners in the work. We engage families and staff in all facets of children’s education and

governance of this organization.


7

ORGANIZATION Insert Narrative


8

PRIORITIES FOR EARLY LEARNING LANSING Over the long term, Early Learning Lansing is driven by three central priorities:

1. Provide high-quality early learning and care

a. Support our children

b. Support our families

c. Support our staff

2. Ensure sustainability.

2. Extend our reach.

PROVIDE HIGH QUALITY EARLY LEARNING AND CARE

Vision

Children

Families

Staff

Needs and Opportunities

Children

Families

Staff

Short-term Strategies

Strategy Timeline XXXX XXXX

Long-term Strategies


ENSURE SUSTAINABILITY

Vision

xxx


9


xxx





EXTEND OUR REACH

Vision

xxx


xxx






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ACTION STEPS TO BUILD NEW INFRASTRUCTURE Having a thriving organization is an essential part of being able to support the quality care and education

that our centers provide to children in our community. To that end, Early Learning Lansing will spend the

first 12-18 months of this transition plan focusing on the development of key assets that will constitute the foundation of our organization.

GOVERNANCE Create a new Board of Directors to provide oversight of the umbrella organization and the existing

centers. Recruit new members and include representation from EC3, Early LCC, community leaders, and early childhood experts with diverse and appropriate skills to properly govern the organization. Elect

officers. Set meeting calendar.

Determine a Board Committee structure, slightly modified from our existing structure. Standing

committees will be organized around Early Learning Lansing’s core priorities.

● Quality (Program Delivery, Teaching Talent, and Curriculum) – Ensure organization and centers

are delivering a strong and effective curriculum, maintain NAECY accreditation and other proxies for quality, ensure teaching staff receive regular and effective professional development, etc.

● Sustainability (Finance, Facilities, and Administration) - Ensure organization remains financially

viable; focus on ensuring administrative capacity

● Reach (Communication, Development, and Marketing) - Explore opportunities for growth; fund

development; communication, marketing, and branding

Create center-specific program councils inclusive of administrators, teachers, parents, and board members to advise the full Board and each committee on needs and opportunities.

Amend bylaws to reflect these changes.

OPERATIONS AND POLICY

Review current handbooks of each center.

Identify key policy decisions that should be made at the Board of Directors level and

standardized across center and key policy decisions that are center‐specific decisions.

Amend and/or combine handbooks to reflect these changes.

MARKETING, BRANDING, AND COMMUNICATIONS

Create “Early Learning Lansing” brand/logo and explore modifying current center‐specific

brands/logos to create cohesion.

Create new web presence for Early Learning Lansing, with center‐specific pages within site.


11

Establish or strengthen genuine partnerships with organizations that can help Early Learning

Lansing fulfill its mission.

TALENT Explore and implement new strategies for attracting and retaining highly-qualified and effective teachers.

Identify opportunities for high-quality professional development of staff, and ensure staff participate in

appropriate continuing education.

Encourage current staff to continue or complete credentials or certifications in early childhood

development.

Evaluate salaries, benefits, and vacation time provided to teaching staff to ensure competitiveness with

the early childhood labor market

SUSTAINABILITY Diversify funding streams

Combine the budgets of both centers, when practical, to capitalize on efficiencies.

Set tuition rates to reflect needs of the Centers

Identify new resources to support tuition assistance for low-income families

Apply for grants to support facilities upgrades and equipment/supplies purchases

ADMINISTRATIVE CAPACITY Hire, on-board, and train additional administrative employees, ensuring each center is fully staffed with a program director, program liaison, and office manager.


12

ACKNOWLEDGEMENTS This strategic plan would not have been possible without support, leadership, and guidance from the

Board of Directors and staff. We are grateful for the financial support from the Capital Region Community

Foundation.

BOARD OF DIRECTORS [List]

STAFF Elisabeth Weston,

Executive Director


Directors Report: July 2018

Finance & Facilities Update The conjoined organization continues to operate on a tenuous financial basis. Details will be

covered in the budget review.

Playgrounds at both centers need mulch and sand. Lis has been in contact with our regular vendor, but the response has been slow.

EC3’s tile floors haven’t been stripped and cleaned in several years, due to financial constraints. Lis negotiated a good deal with a new vendor and the floors are scheduled to be done in a few weeks.

Neither the gym floor nor the parking lot at EC3 will have any work done this year, to keep expenses down. Both areas are in good-enough working order.

Development & Marketing Update All the classrooms at Early LCC are combining their monthly family events in July (7/26) by

having a center-wide celebration of accomplishments over the past year: Joining with a new management organization without any break in operations. Accreditation, licensing, and Great Start renewals. New names for the classrooms.

“Director’s Coffee Talk” will take some time to develop into something people notice or take advantage of. We may want to make some small signs to prop near the refreshments encouraging conversation.

Program Update

Regulatory Matters In June, at the behest of parents in the GSRP program, the Office of Great Start opened an

investigation about Early LCC’s tuition billing for GSRP families. They reviewed attendance and accounting records and interviewed Lis and Bev about our practices, trying to ascertain if we billed parents who were not using the “wrap-around” care. A record-by-record review session between Lis and the GSRP director produced no evidence of wrongdoing, aside from a lack of specific language in the parent contracts about what may and may not be billed. The Ingham County GSRP office has not issued a report of findings yet.

EC3 is awaiting the NAEYC accreditation renewal visit. The lengthy “delay” turns out to have been a specific renewal application form that should have been filed by Lis in January, but was overlooked in the complications surrounding changes in office staff. The form has been filed, along with a small late fee, and the site visit should occur in August or September.

The CACFP monitoring process has continued according to our corrective action plan. Administrative staff at both centers have participated in two monitoring sessions and have revised several routine practices in our record-keeping as a result.

Both centers have been the focus of licensing investigations, stemming from complaints or incidents. Early LCC was investigated in June after a parent complained about a child’s injury; the

investigation report stated that no licensing violation had occurred.


EC3 was investigated in June after a May incident involving a preschool child inadvertently left alone in a classroom for a few minutes while the teachers and other students went outside. (The child had grown weary of waiting in line to go outside and had retreated to the child’s cot without the teachers’ knowledge. The teachers failed to do a count on their way out of the building but recognized the child was missing very quickly; they began a search and quickly found the child asleep in the classroom.) EC3 was rightfully found in violation of supervision regulations and was required to write a corrective action plan. NOTE: The licensing bureau also recommended that EC3’s license be “down-graded” to a Provisional level for six months, which carries several negative consequences for EC3’s quality initiatives. Lis has submitted a formal appeal contesting the change, and now we await the scheduling of an administrative hearing to determine the final outcome.

Early LCC was investigated earlier this month after a passerby filed a complaint about an interaction between a teacher and a child on the playground. This passerby also posted a lengthy negative review on Early LCC’s Facebook page. The investigation report has not yet been issued.

Staffing Matters Both centers are in need of several additional support staff members, but the lack of qualified

candidates, along with the current financial strain have suppressed our efforts to recruit.

Early LCC needs to make a final determination about the configuration and staffing plan for all three preschool classrooms before it can recruit in earnest for re-opening the Superior (P-3) room. This will be covered in greater detail during the budget review.

Both centers are having professional development days in August: Early LCC: 8/15, 8/16, and 8/17 EC3: 8/31

Staff members at Early LCC have decided on which days to be closed for professional development in the 2018-19 school year, opting for clustered sessions: The Thursday and Friday of LCC’s spring break (March 14-15, 2019) The Wednesday-Thursday-Friday prior to the start of the school year (August 14-15-16,

2019)

Two candidates have emerged for the Program Liaison position(s), but the current financial strain makes it difficult to formalize the process. The admin teams at both centers are stretched very thin.

One of the toddler teachers at Early LCC has been diagnosed with Stage 3 multiple myeloma in her blood and bones. As a result of her treatment plan, she has asked us to separate her employment; this will also make it easier to qualify for significant government support services and resources. Teachers at Early LCC are organizing fundraising drives and meal provision, and parents have been very responsive.


EC3 Enrollment

EC3’s enrollment averages nearly 87% for FY-2018. Current enrollment: 144

Early LCC Enrollment

Class Name Cap. Sep.

'17 Oct. '17

Nov. '17

Dec. '17

Jan. '18

Feb. '18

Mar. '18

Apr. '18

May '18

Jun. '18

Jul. '18

Mackinac Is.(Inf.)

8 6 7 7 7 5 5 6 6 5 7 8

Michigan (P-1) 18 14 14 16 16 15 14 15 16 15 7 18 Ontario (P-2) 18 14 14 14 16 16 16 15 14 15 12 15 Superior (P-3) 18 15 15 15 15 12 13 13 13 15 10 0 Erie (T-1) 12 12 11 10 10 11 11 12 12 11 9 12 Huron (T-2) 12 12 12 12 11 11 12 12 11 11 12 11 Scamp 15

9 10

TOTAL 73 73 74 75 70 71 73 72 72 66 74

Capacity by Month 86 86 86 86 86 86 86 86 86 101 101

Enrollment % 85% 85% 86% 87% 81% 83% 85% 84% 84% 65% 73%

Early LCC’s enrollment averages 81% for FY-2018. Current enrollment: 74

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep.

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18


1715 West Malcolm X StreetLansing, MI 48915-1010phone: 517-485-6825fax: 517-485-6848ec3kids.org Executive Committee Meeting Report

July 17, 2018 Present: Chris Jackson, Brandy Johnson, Andrea Kirk, Lis Weston (staff) Absent (Excused): Stephen Purchase

1. Transition Plan

a. During next board meeting, we intend on conducting walkthrough of current draft of Transition Plan. Short-term issues to discuss as part of this review are governance, staffing, and priorities for restructuring. ExComm members discussed the need to draft goals of various aspects of the Transition plan.

b. As part of this, Brandy reviewed the 2015 EC3 transition plan, with a focus on the Program Committee related aspect. Brandy felt after reviewing these that the goals and strategies within this were very similar to what we seek to implement for the Program Committee. Brandy had concerns that these past goals were not met or even followed in many ways. ExComm discussed that if we were to implement these goals and insure they were met, we would be able to make substantial progress. It was recommended that we use grids, similar to those found in the 2015 strategical plan, as a model to build the agendas for our Board Meetings and committee meetings.

2. Advisory Councils

a. Program Committee will have two Advisory Councils, one for each center. As such, we need to draft language about structure and goals for the Councils. As part of the transition plan we need to create basic parameters for both centers, but then allow for the Councils onto center specific ideas.

3. Budget

a. Multiple draft budgets will be presented to the Board as part of the July Board Meeting. These budget drafts will seek to address concerns of families and staff while continuing to support the financial needs of the centers. After discussion within the Board, Town Hall meetings will be hosted at each center to allow for feedback from and discussion with families. Transparency in the budgeting process is vital as it allows families to better understand where their tuition dollars to going and how they are supporting the centers.

4. Responsibilities of Board Members

a. Discussion was had on the responsibilities and expectations for Board Members to better define their roles. This conversation is on going, but there is hope that we can use Board Members to function as liaisons to other families, serve on the Advisory Councils, and in other capacities.

Next ExComm meeting: August 7, 2018 unless earlier called.


EC3/ELCC Program Committee

July 10, 2018

Meeting Notes

1. Brandy provided committee update on transition planning process – now being led by new

executive committee with facilitation support from Michelle Richard.

2. Committee discussed the historical role of the program committee – and largely agreed that

these should continue to be the roles of the committee moving forward, but with a stronger

commitment to implementation:

a. Strategic tasks – Support EC3/ELCC achieve these goals:

i. Provide high‐quality curriculum‐based educational and social development

programming for enrolled children of every age to meet national and state high‐

quality standards

ii. Attract and retain well‐qualified and effective teachers and staff

b. Operational tasks –

i. Prepare and conduct parent survey – and review data

ii. Prepare and conduct staff survey – and review data

iii. Prepare for and conduct kindergarten readiness meeting

iv. Review licensing performance and accreditation performance

v. Prepare for and conduct curriculum night

3. The Committee discussed establishing site‐specific subcommittees focused on improving each

center

a. Name – EC3 Advisory Council and ELCC Advisory Council

b. Brandy will start a GoogleDoc to draft language around the goals, tasks, roles, and

responsibilities of each Advisory Council but they should be consistent across the two

c. Membership of each Advisory Council will include Program Director, Teaching Staff,

Parents, and Board Members. Brandy will recruit members for ELCC and Carrie will

recruit members for EC3. At ELCC, we will strive to include all lead teachers plus

approximately five additional parents.

d. The Advisory Council will meet monthly.

e. We should create a mechanism for communication to the Program Committee and the

Full Board.

f. We will want to generate some quick wins from the Advisory Council. At first meeting,

we should establish some norms/set the tone to be solutions‐oriented and not a forum

for complaining.


Jun 18 Jun 17 $ Change % Change

Ordinary Income/ExpenseIncome

Donations 391.20 805.08 -413.88 -51.4%

Interest 0.61 1.00 -0.39 -39.0%Other Income

CACFP Reimbursement 5,594.57 1,622.21 3,972.36 244.9%NSF Check Fee 0.00 50.00 -50.00 -100.0%Other Income - Other 35.00 0.00 35.00 100.0%

Total Other Income 5,629.57 1,672.21 3,957.36 236.7%

Tuition and FeesApplication Fees 415.00 720.00 -305.00 -42.4%Employee Tuition Discount -3,494.00 -4,960.60 1,466.60 29.6%In-Kind Credit -266.34 -221.20 -45.14 -20.4%Infant Tuition 29,760.00 15,679.20 14,080.80 89.8%Late Pickup 25.00 60.00 -35.00 -58.3%Miscellaneous Debit 0.00 106.00 -106.00 -100.0%Preschool Tuition 71,908.00 46,105.80 25,802.20 56.0%Sibling Discount -5,550.20 -2,311.70 -3,238.50 -140.1%Summer Camp Tuition 13,362.00 15,840.00 -2,478.00 -15.6%Toddler Tuition 73,719.00 50,489.10 23,229.90 46.0%

Total Tuition and Fees 179,878.46 121,506.60 58,371.86 48.0%

Total Income 185,899.84 123,984.89 61,914.95 49.9%

Gross Profit 185,899.84 123,984.89 61,914.95 49.9%

ExpenseBanking

Finance Charges 374.62 302.92 71.70 23.7%Banking - Other 2,629.48 2,044.65 584.83 28.6%

Total Banking 3,004.10 2,347.57 656.53 28.0%

Cleaning 1,835.25 1,349.36 485.89 36.0%Depreciation Expense 2,690.08 2,083.33 606.75 29.1%Employee Benefit Ins. Premiums 9,262.07 6,132.16 3,129.91 51.0%Fundraising Expense 388.88 60.00 328.88 548.1%Information Technology

Connectivity 454.07 508.90 -54.83 -10.8%Hardware 174.98 0.00 174.98 100.0%Software 0.00 20.00 -20.00 -100.0%Information Technology - Other 516.74 249.00 267.74 107.5%

Total Information Technology 1,145.79 777.90 367.89 47.3%

Insurance 1,470.76 1,520.90 -50.14 -3.3%Marketing and Advertising

Customer Gifts and Incentives 484.20 20.76 463.44 2,232.4%HR Recruitment 0.00 25.09 -25.09 -100.0%Marketing and Advertising - Other 587.75 1,756.74 -1,168.99 -66.5%

Total Marketing and Advertising 1,071.95 1,802.59 -730.64 -40.5%

OccupancyMortgage Interest 850.07 880.70 -30.63 -3.5%

Total Occupancy 850.07 880.70 -30.63 -3.5%

Office SuppliesPostage 100.99 15.99 85.00 531.6%Office Supplies - Other 282.62 389.12 -106.50 -27.4%

Total Office Supplies 383.61 405.11 -21.50 -5.3%

Payroll Expenses 1,088.35 786.15 302.20 38.4%Payroll Taxes 11,959.45 9,980.87 1,978.58 19.8%Professional Fees 45.00 1,261.25 -1,216.25 -96.4%

9:07 PM Educational Child Care Center07/19/18 Profit & Loss Prev Year ComparisonAccrual Basis June 2018

Page 1


Jun 18 Jun 17 $ Change % Change

Program Equipment and SuppliesField Trips and Activities 1,232.00 1,823.24 -591.24 -32.4%Program Equipment and Supplies - Other 3,688.86 6,448.81 -2,759.95 -42.8%

Total Program Equipment and Supplies 4,920.86 8,272.05 -3,351.19 -40.5%

Program FoodCACFP 8,025.55 3,896.44 4,129.11 106.0%Program Food - Other 103.77 278.56 -174.79 -62.8%

Total Program Food 8,129.32 4,175.00 3,954.32 94.7%

Property Maintenance & RepairLawn Care and Snow Removal 0.00 280.00 -280.00 -100.0%Plumbing 80.00 405.96 -325.96 -80.3%Property Maintenance & Repair - Other 433.96 1,457.01 -1,023.05 -70.2%

Total Property Maintenance & Repair 513.96 2,142.97 -1,629.01 -76.0%

PTO Expense 1,560.18 925.65 634.53 68.6%Reconciliation Discrepancies -2.50 0.45 -2.95 -655.6%Regulatory Fees and Expenses

Accreditation 800.00 0.00 800.00 100.0%Licensing 0.00 730.00 -730.00 -100.0%

Total Regulatory Fees and Expenses 800.00 730.00 70.00 9.6%

Staff Development 144.00 41.76 102.24 244.8%Utilities

Electric 2,478.53 51.92 2,426.61 4,673.8%Fire Service 82.00 80.00 2.00 2.5%Natural Gas 0.00 717.00 -717.00 -100.0%Sewer 279.96 0.00 279.96 100.0%Trash and Recycling 108.19 105.04 3.15 3.0%Water 281.67 0.00 281.67 100.0%Utilities - Other -425.56 0.00 -425.56 -100.0%

Total Utilities 2,804.79 953.96 1,850.83 194.0%

Wages - Directors and Adm/Cust 26,281.24 20,398.95 5,882.29 28.8%Wages - Teachers and Support 115,522.49 101,924.85 13,597.64 13.3%

Total Expense 195,869.70 168,953.53 26,916.17 15.9%

Net Ordinary Income -9,969.86 -44,968.64 34,998.78 77.8%

Net Income -9,969.86 -44,968.64 34,998.78 77.8%

9:07 PM Educational Child Care Center07/19/18 Profit & Loss Prev Year ComparisonAccrual Basis June 2018

Page 2


Jun 18 Budget Oct '17 - Jun 18 YTD Budget Annual Budget

Ordinary Income/ExpenseIncome

Donations 391.20 2,083.34 8,605.01 18,749.98 25,000.00

Fundraising Income 0.00 4,583.34 48,567.22 41,249.98 55,000.00Interest 0.61 0.83 6.09 7.51 10.00Other Income

CACFP Reimbursement 5,594.57 5,583.34 43,872.31 50,249.98 67,000.00Late Payment Fee 0.00 25.00 100.00 225.00 300.00NSF Check Fee 0.00 25.00 50.00 225.00 300.00Other Reimbursements 0.00 0.00 3,176.60 0.00 0.00Other Income - Other 35.00 2,500.00 18,194.81 22,500.00 30,000.00

Total Other Income 5,629.57 8,133.34 65,393.72 73,199.98 97,600.00

Tuition and FeesApplication Fees 415.00 750.00 4,095.00 6,750.00 9,000.00EC3 Family Scholarship 0.00 0.00 0.00 0.00 0.00Employee Tuition Discount -3,494.00 -4,166.67 -36,180.00 -37,499.99 -50,000.00In-Kind Credit -266.34 -416.67 -13,710.08 -3,749.99 -5,000.00Infant Tuition 29,760.00 24,840.41 243,742.20 223,563.77 298,085.00Late Pickup 25.00 41.66 575.00 375.02 500.00Miscellaneous Credit 0.00 0.00 0.00 0.00 0.00Miscellaneous Debit 0.00 0.00 0.00 0.00 0.00Preschool Tuition 71,908.00 93,549.33 820,809.10 841,944.01 1,122,592.00Referral Discount 0.00 -41.66 0.00 -375.02 -500.00Sibling Discount -5,550.20 -2,333.33 -40,885.90 -21,000.01 -28,000.00Summer Camp Tuition 13,362.00 24,847.33 13,602.00 24,847.33 74,542.00Toddler Tuition 73,719.00 82,654.00 733,546.38 743,886.00 991,848.00Trade/service 0.00 0.00 0.00 0.00 0.00Tuition 0.00 0.00 70,723.60 0.00 0.00Uncollectable writeoff 0.00 0.00 0.00 0.00 0.00

Total Tuition and Fees 179,878.46 219,724.40 1,796,317.30 1,778,741.12 2,413,067.00

Total Income 185,899.84 234,525.25 1,918,889.34 1,911,948.57 2,590,677.00

Gross Profit 185,899.84 234,525.25 1,918,889.34 1,911,948.57 2,590,677.00

ExpenseBanking

Finance Charges 374.62 300.00 3,307.73 2,700.00 3,600.00Late Fees 0.00 0.00 99.00 0.00 0.00Banking - Other 2,629.48 3,750.00 24,073.94 33,750.00 45,000.00

Total Banking 3,004.10 4,050.00 27,480.67 36,450.00 48,600.00

Cleaning 1,835.25 666.67 8,348.51 5,999.99 8,000.00Depreciation Expense 2,690.08 2,083.37 24,210.72 18,750.33 25,000.44Employee Benefit Ins. Premiums 9,262.07 10,696.17 94,408.32 96,265.49 128,354.00Fundraising Expense 388.88 750.00 5,675.59 6,750.00 9,000.00Information Technology

Connectivity 454.07 558.33 6,034.29 5,025.01 6,700.00Hardware 174.98 41.67 804.97 374.99 500.00Software 0.00 83.34 249.00 749.98 1,000.00Information Technology - Other 516.74 166.67 4,327.72 1,499.99 2,000.00

Total Information Technology 1,145.79 850.01 11,415.98 7,649.97 10,200.00

Insurance 1,470.76 2,916.67 22,651.12 26,249.99 35,000.00Marketing and Advertising

Customer Gifts and Incentives 484.20 125.00 1,444.92 1,125.00 1,500.00HR Recruitment 0.00 208.33 8.00 1,875.01 2,500.00Marketing and Advertising - Other 587.75 625.00 1,991.55 5,625.00 7,500.00

Total Marketing and Advertising 1,071.95 958.33 3,444.47 8,625.01 11,500.00

OccupancyMortgage Interest 850.07 833.33 6,735.29 7,500.01 10,000.00Occupancy - Other 0.00 2,500.00 842.70 22,500.00 30,000.00

Total Occupancy 850.07 3,333.33 7,577.99 30,000.01 40,000.00

Office SuppliesMileage 0.00 0.00 0.00 0.00 0.00Postage 100.99 125.00 800.95 1,125.00 1,500.00Office Supplies - Other 282.62 583.34 4,981.99 5,249.98 7,000.00

Total Office Supplies 383.61 708.34 5,782.94 6,374.98 8,500.00

9:04 PM Educational Child Care Center07/19/18 Profit & Loss Budget PerformanceAccrual Basis June 2018

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Jun 18 Budget Oct '17 - Jun 18 YTD Budget Annual Budget

Payroll Expenses 1,088.35 946.42 9,858.31 8,517.74 11,357.00Payroll Taxes 11,959.45 12,573.25 117,809.10 113,159.25 150,879.00Professional Fees 45.00 1,250.00 12,391.49 11,250.00 15,000.00Program Equipment and Supplies

Field Trips and Activities 1,232.00 2,083.33 9,683.50 18,750.01 25,000.00Program Equipment and Supplies - Other 3,688.86 5,166.67 30,230.80 46,499.99 62,000.00

Total Program Equipment and Supplies 4,920.86 7,250.00 39,914.30 65,250.00 87,000.00

Program FoodCACFP 8,025.55 8,333.33 67,866.66 75,000.01 100,000.00Program Food - Other 103.77 208.33 1,178.32 1,875.01 2,500.00

Total Program Food 8,129.32 8,541.66 69,044.98 76,875.02 102,500.00

Property Maintenance & RepairElectric 0.00 83.33 313.95 750.01 1,000.00HVAC 0.00 500.00 7,205.00 4,500.00 6,000.00Lawn Care and Snow Removal 0.00 250.00 2,540.00 2,250.00 3,000.00Plumbing 80.00 250.00 8,596.35 2,250.00 3,000.00Security 0.00 125.00 619.95 1,125.00 1,500.00Property Maintenance & Repair - Other 433.96 833.33 4,046.31 7,500.01 10,000.00

Total Property Maintenance & Repair 513.96 2,041.66 23,321.56 18,375.02 24,500.00

PTO Expense 1,560.18 1,887.58 14,477.97 16,988.26 22,651.00Reconciliation Discrepancies -2.50 0.00 113.04 0.00 0.00Regulatory Fees and Expenses

Accreditation 800.00 141.66 1,725.00 1,275.02 1,700.00Licensing 0.00 62.50 150.00 562.50 750.00

Total Regulatory Fees and Expenses 800.00 204.16 1,875.00 1,837.52 2,450.00

Staff Development 144.00 1,423.16 9,405.54 12,808.52 17,078.00Uncategorized Expenses 0.00 0.00 0.00 0.00 0.00Utilities

Electric 2,478.53 1,500.00 14,719.70 13,500.00 18,000.00Fire Service 82.00 83.33 719.55 750.01 1,000.00Natural Gas 0.00 833.33 7,424.88 7,500.01 10,000.00Sewer 279.96 166.67 2,433.27 1,499.99 2,000.00Trash and Recycling 108.19 112.50 1,001.71 1,012.50 1,350.00Water 281.67 208.33 2,583.26 1,875.01 2,500.00Utilities - Other -425.56 83.33 2,244.28 750.01 1,000.00

Total Utilities 2,804.79 2,987.49 31,126.65 26,887.53 35,850.00

Wages - Directors and Adm/Cust 26,281.24 26,706.67 240,857.56 240,359.99 320,480.00Wages - Teachers and Support 115,522.49 117,688.91 1,064,462.26 1,059,200.27 1,412,267.00

Total Expense 195,869.70 210,513.85 1,845,654.07 1,894,624.89 2,526,166.44

Net Ordinary Income -9,969.86 24,011.40 73,235.27 17,323.68 64,510.56

Net Income -9,969.86 24,011.40 73,235.27 17,323.68 64,510.56

9:04 PM Educational Child Care Center07/19/18 Profit & Loss Budget PerformanceAccrual Basis June 2018

Page 2


Jun 30, 18 Jun 30, 17 $ Change % Change

ASSETSCurrent Assets

Checking/SavingsMSUFCU BBC Savings 2,008.77 6,847.56 -4,838.79 -70.7%MSUFCU Chk Deposits-Credits -553.50 0.00 -553.50 -100.0%MSUFCU Chk Withdrawals-Debits -1,117.60 1,392.14 -2,509.74 -180.3%MSUFCU Payroll Liab. Checking 1,361.38 1,250.15 111.23 8.9%MSUFCU Payroll Liab. Savings 5,216.41 6,711.72 -1,495.31 -22.3%Petty Cash 43.72 79.64 -35.92 -45.1%Undeposited Funds -2,621.54 0.00 -2,621.54 -100.0%

Total Checking/Savings 4,337.64 16,281.21 -11,943.57 -73.4%

Accounts ReceivableAccounts Receivable 27,763.37 24,584.49 3,178.88 12.9%

Total Accounts Receivable 27,763.37 24,584.49 3,178.88 12.9%

Other Current Assets*Undeposited Funds 3,080.77 0.00 3,080.77 100.0%Prepaid Expenses 179.15 8,516.15 -8,337.00 -97.9%

Total Other Current Assets 3,259.92 8,516.15 -5,256.23 -61.7%

Total Current Assets 35,360.93 49,381.85 -14,020.92 -28.4%

Fixed AssetsAcc. Dep. - Bldg. Improvements -31,320.44 -19,575.00 -11,745.44 -60.0%Accumulated Depr-Furniture -137,569.03 -124,349.00 -13,220.03 -10.6%Accumulated Depr - Building -121,080.21 -108,303.97 -12,776.24 -11.8%Building and Grounds 386,672.00 386,672.00 0.00 0.0%Building Improvements 109,402.85 108,009.69 1,393.16 1.3%Furniture and Equipment

Lighting Equipment Upgrade 20,000.00 20,000.00 0.00 0.0%Furniture and Equipment - Other 168,672.50 168,681.85 -9.35 0.0%

Total Furniture and Equipment 188,672.50 188,681.85 -9.35 0.0%

Total Fixed Assets 394,777.67 431,135.57 -36,357.90 -8.4%

TOTAL ASSETS 430,138.60 480,517.42 -50,378.82 -10.5%

LIABILITIES & EQUITYLiabilities

Current LiabilitiesAccounts Payable

Accounts Payable 2,200.45 9,520.05 -7,319.60 -76.9%

Total Accounts Payable 2,200.45 9,520.05 -7,319.60 -76.9%

Credit CardsHome Depot 538.87 4.43 534.44 12,064.1%Line of Credit 0.00 -1.23 1.23 100.0%Staples 453.24 214.08 239.16 111.7%

Total Credit Cards 992.11 217.28 774.83 356.6%

8:50 PM Educational Child Care Center07/19/18 Statement of Financial PositionAccrual Basis As of June 30, 2018

Page 1


Jun 30, 18 Jun 30, 17 $ Change % Change

Other Current LiabilitiesAccrued PTO 20,794.35 10,879.35 9,915.00 91.1%Direct Deposit Liabilities 0.00 -521.15 521.15 100.0%EZ-EFT Returned 40.00 750.60 -710.60 -94.7%Insta-Charge Payment 0.00 -987.40 987.40 100.0%MSUFCU Line of Credit 68,462.33 61,223.04 7,239.29 11.8%Payment 0.00 -541.11 541.11 100.0%Payroll Liabilities -5,895.36 -4,956.78 -938.58 -18.9%Tuition Refund 0.00 1,752.82 -1,752.82 -100.0%

Total Other Current Liabilities 83,401.32 67,599.37 15,801.95 23.4%

Total Current Liabilities 86,593.88 77,336.70 9,257.18 12.0%

Long Term LiabilitiesLighting Equipment Lease 0.00 1,699.68 -1,699.68 -100.0%MSUFCU Building Mortgage 221,750.68 229,796.88 -8,046.20 -3.5%

Total Long Term Liabilities 221,750.68 231,496.56 -9,745.88 -4.2%

Total Liabilities 308,344.56 308,833.26 -488.70 -0.2%

EquityOpening Balance Equity 66,567.30 66,567.30 0.00 0.0%Unrestricted Net Assets -18,008.53 20,645.51 -38,654.04 -187.2%Net Income 73,235.27 84,471.35 -11,236.08 -13.3%

Total Equity 121,794.04 171,684.16 -49,890.12 -29.1%

TOTAL LIABILITIES & EQUITY 430,138.60 480,517.42 -50,378.82 -10.5%

8:50 PM Educational Child Care Center07/19/18 Statement of Financial PositionAccrual Basis As of June 30, 2018

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Jun 18

OPERATING ACTIVITIESNet Income -9,969.86Adjustments to reconcile Net Incometo net cash provided by operations:

Payroll Expenses 1,088.35Accounts Receivable 22,739.85Accounts Payable -16,821.71Home Depot 523.90Staples -21.00Payroll Liabilities -2,439.11MSUFCU Line of Credit -926.88

Net cash provided by Operating Activities -5,826.46

INVESTING ACTIVITIESAcc. Dep. - Bldg. Improvements 677.16Accumulated Depr-Furniture 1,036.67Accumulated Depr - Building 976.25

Net cash provided by Investing Activities 2,690.08

FINANCING ACTIVITIESMSUFCU Building Mortgage -668.52

Net cash provided by Financing Activities -668.52

Net cash increase for period -3,804.90

Cash at beginning of period 11,607.31

Cash at end of period 7,802.41

8:46 PM Educational Child Care Center07/19/18 Statement of Cash Flows

June 2018

Page 1


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