Oak Park River Forest Day Nursery

The Day Nursery Difference

aka The Day Nursery   |   Oak Park, IL   |  www.thedaynursery.org

Mission

The Day Nursery's mission is to provide exceptional early childhood education in an environment that welcomes all children, enhances individual strengths, and fosters the academic, social-emotional, and physical development that leads to school readiness.

Ruling year info

1943

Executive Director

Ms. Cari Christoff

Main address

1139 Randolph St.

Oak Park, IL 60302 USA

Show more contact info

EIN

36-2182082

NTEE code info

Child Day Care (P33)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

As the only full-time NAEYC-accredited early childhood education center in the near western suburbs that provides financial assistance to low- and middle-income families, The Day Nursery serves a critical need in the community. Despite Oak Park's affluent reputation, one in five Oak Park children under the age of five reside in homes 200% above the poverty level – or below. Many reside in single-family homes. The Day Nursery also serves the communities of Forest Park, Maywood, and the Austin district of Chicago. Maywood and Austin are both low-income communities; the median household income in Austin is $34,100 for a family of 3.1. A quality early childhood education can reduce, if not eliminate, the achievement gap so often seen in grade school and high school. Each year over 90% of Day Nursery children transition to Kindergarten with the skills – both socio-emotional and cognitive – to succeed in school.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Early Childhood Education

The Day Nursery was founded in 1912 by a group of philanthropic women who were far ahead of their time in Oak Park, Illinois to recognize the need for quality early childhood programming for the community’s working poor. Throughout the years, The Day Nursery has expanded its services and is now a premium provider of Early Childhood Education for children ages 2-6 and is a model for best practices in the field. It remains committed to providing the best in early childhood education to families of all income levels. The Day Nursery is the only full-time early childhood education provider in the community accredited by the National Association for Education of Young Children (NAEYC) that provides financial assistance to low and middle income families. Over 65% of Day Nursery families who participate in full- and part-time programs receive financial assistance.

Population(s) Served
Infants and toddlers
Families

Where we work

Accreditations

National Association for the Education of Young Children (NAEYC) - 5 Year Accreditation 2014

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Percent of children who transitioned ready for Kindergarten

This metric is no longer tracked.
Totals By Year
Population(s) Served

Infants and toddlers

Related Program

Early Childhood Education

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Based on assessments via Teaching Strategies Gold. TDN's goal is to have at least 90% of children transition to Kindergarten with necessary skills for school success.

Number of children who have knowledge of quantitative concepts, spatial relationships, and sequencing. Children show interest and the ability to apply measuring, categorizing, and sequencing in real-life situations.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Infants and toddlers

Related Program

Early Childhood Education

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Based on Teaching Strategies GOLD Growth Report . The Day Nursery's goal is that at least 90% of children meet this metric.

Percentage of children who meet or exceed goals for key social-emotional skills, including communication, confidence and independence

This metric is no longer tracked.
Totals By Year
Population(s) Served

Infants and toddlers

Related Program

Early Childhood Education

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Based on Teaching Strategies Gold Growth Report. The Day Nursery's goal is to have at least 90% of children meeting or exceeding goals.

Percentage of children screened for developmental delays

This metric is no longer tracked.
Totals By Year
Population(s) Served

Infants and toddlers

Related Program

Early Childhood Education

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Based on Preschool for All Eligibility Screening Process + ASQ Online Screenings

Number of children who demonstrate growth in key cognitive skills

This metric is no longer tracked.
Totals By Year
Related Program

Early Childhood Education

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Based on Teaching Strategies GOLD Report for applicable school year. TDN's Goal is to have at least 90% of children demonstrating growth.

Number of children who have emerging literacy skills such as beginning letter recognition and phonological awareness, story comprehension, and use of writing materials.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Infants and toddlers

Related Program

Early Childhood Education

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Based on Teaching Strategies GOLD Growth Report at the end of the school year. The Day Nursery's goal is that at least 90% meet their literacy goals.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The Day Nursery seeks to serve and be recognized as a model of Best Practice in the field of Early Childhood Education by ensuring all children and families have access to high quality early care and education through participation in our world class, exceptional programs.

A strategic plan was developed and passed by the board in the spring of 2016 focusing on five main areas: Facilities, Programs and Services, Human Resources and Organizational Climate, Marketing and Public Relations, and Funding and Financial Management.

Some of the strategies outlined in these areas include exploring additional site locations in the community to fill the need for infant/toddler care, offering parent education to the greater community, adding a behavioral health services component for children attending The Day Nursery, and creating a Parent Resource Center onsite. In order to maintain the highest quality staff, The Day Nursery will reassess current personnel policies, develop an employee recognition program, and increase professional development opportunities. All of these strategies require marketing and fund development and various goals have been established in these areas as well

The Day Nursery has a strong and very engaged Board, volunteers, donors, and staff who all contribute to our progress.

Assessments of children prove that The Day Nursery consistently meets its goal of instilling a joy of learning and preparing children for kindergarten. Parents also express satisfaction, and even gratitude, to The Day Nursery for its analytical and nurturing approach to children. The analytical piece promotes nurturing though assessment that provide insight into a child's development. One example is a child who had been asked by several other centers to leave due to disruptive behavior. Through assessments, The Day Nursery discovered he had difficulties with language and therefore became disruptive due to frustration in not being able to adequately express himself. The child received the interventions he required and went on to kindergarten ready and excited.

The mother said the following about her experience at The Day Nursery, “When I was feeling that the world had turned its back on us and my son was gonna be written off as just another bad kid, you all gave me hope. But more than hope, you gave us a home. Every day, All the teachers smiled and gave him a hug in the morning when we got there and didn't make us feel bad for being there. At night, people asked me how my day was instead of running up to tell me all the things my son had done wrong. Most of the time I heard about the 'good choices' he made or at least tried to make. He mattered. I mattered. Everybody at The Day Nursery was there for us, no matter what. Thanks to you guys, we both got what we needed to be better at being us."

In terms of goals in the strategic plan, several have already been met and others are in progress. Leadership is looking at additional sites, Human Resource policies are being updated, a Planned Giving Program has been developed along with a Case for Support, and funding is being sought to support Behavioral Services.

Financials

Oak Park River Forest Day Nursery
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Oak Park River Forest Day Nursery

Board of directors
as of 2/26/2021
SOURCE: Self-reported by organization
Board chair

Ms. Michelle Arnold

University of Chicago - Chapin Hall

Term: 2018 - 2020

Nancy Guarino

Oak Park School District 97

John Lesch

Binney's Beverage Depot

Heather Zieman

Proficio Consulting Group

Michelle Arnold

University of Chicago

Eric Olson

Upshow

Scott Dolezal

Best, Vanderlaan, & Harrington

Aisha Dalley

Cicero School District 99

Erin Ficker

Self-employed

Karen Newton

Us Cellular

Kevin Smith

Accenture

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 11/23/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 11/23/2020

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.