Winter Park Day Nursery, Inc.
741 S Pennsylvania Ave
Winter Park FL 32789-5049
Contact Information
Address 741 S Pennsylvania Ave
Winter Park, FL 32789 5049
Phone (407) 647-0505
Fax (407) 647-0518
Web and Social Media
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Mission Winter Park Day Nursery provides a secure, nurturing, educational environment that is affordable and supports family diversity. The Winter Park Day Nursery envisions that we will build a stronger community by providing high-quality, affordable early childhood education that will prepare our children to succeed in school and life.
CEO/Executive Director Ms. Alessandra DeMaria
Board Chair Mr. Chris Iselin
Board Chair Company Affiliation Consultant
IRS Ruling Year 1949
Financial Summary
Revenue vs Expense Bar Graph
Projected Revenue $988,900.00
Projected Expenses $988,900.00
Mission Winter Park Day Nursery provides a secure, nurturing, educational environment that is affordable and supports family diversity. The Winter Park Day Nursery envisions that we will build a stronger community by providing high-quality, affordable early childhood education that will prepare our children to succeed in school and life.

Winter Park Day Nursery continues to make a difference in the lives of the children we serve. And we are proud to share some of the wonderful accomplishments from the past several years. 

Some concrete proof of that came when the state of Florida recently released the 2016 – 2017 Voluntary Pre-Kindergarten (VPK) readiness rates for private VPK providers like us. These are used to determine whether or not VPK providers are adequately preparing students for kindergarten. This is the first time since 2013 that these scores have been released. We are so proud that during the 2016 – 2017 school year 82% of our students, who were assessed by their kindergarten teachers, passed the screening! This is a significant increase from the 60% our students who passed in 2013! In addition to the hard work of the teaching staff, this increase can be attributed to, to our implementation of the Nemours BrightStart! Program. This program works with small groups of students identified as at risk of reading failure when they get to elementary school.

Another noteworthy development, one way we are striving to take the day nursery to the next level of educational excellence is by converting one of our classrooms to an infant toddler room in response to community need. We successfully opened this room in August 2018 with the support of our donors and friends, thus enabling us to care for four infants and as many as 10 toddlers. By working with children at younger ages than in the past, the day nursery is better equipped to provide early intervention, when needed -- this will set the young children up for success as they grow. This is just another way we are meeting the expressed needs of our staff and our parents for an affordable, high-quality program to care for their young children and babies. By offering substantial tuition scholarships, so parents can continue to work and/and or attend school secure in the knowledge their children are being well cared for, we are improving the lives of both low-income parents and their children. 

With a burgeoning 'wait list' -- and challenged on how to best grow to meet community needs -- Winter Park Day Nursery's board of directors was able to develop an action plan thanks to the generosity of a grant from the Central Florida Foundation. From this WPDN was able to develop a business plan detailing ‘next steps’ to increase our capacity to serve families. The Foundation funded a professional consultant to lead our team through the planning process in 2017. The business plan results suggested that there are several options for growth that are viable options for the school however, it was suggested that in order for the school to be able to conduct a successful capital campaign for growth, we needed to strengthen our development and fundraising program to increase the base of individual donors to the organization. This concept then became the first goal to be be included in the Nursery’s new Strategic Plan for 2017 – 2020.

The three goals in the strategic plan are: 1. To build a development program to strengthen donor relations and grow individual gifts leading to a future capability of a successful capital campaign. 2. To create a plan to increase salaries of qualified staff and decrease employee turnover. 3. To clarify and implement board of directors duties and responsibilities to improve board qualifications training and involvement.

Finally, an important first-step toward our goals that grew out of our board’s strategic planning efforts was the $54,000 grant we recently received from Dr. P. Phillips Foundation. This support is paving the way for Winter Park Day Nursery to implement a more aggressive, and strategic, fundraising and development effort that will increase our capacity to set the agency up for future success.

Independent Research has been conducted on this organization's theory of change or program effectiveness? Yes

EMERGENCY TUITION ASSISTANCE – Funding is needed occasionally to fully subsidize the tuition fees of our families for a specified period of time when one or both parents lose their jobs or have a crisis such as an accident or major illness. With this assistance, the children in these families, despite trouble at home, continue to benefit from our nurturing learning environment and nutritious meal program. (Goal – $9,360 to fully subsidize 52 weeks, or one full year, of care).

CAPITAL IMPROVEMENTS - We work to maintain a maintenance fund to use in the event an unexpected maintenance or repair arises. (We like to keep approximately $10,000 in this fund). As our building was built in 1959, we are often in need of trusted licensed contractors or financial support to update areas of our building to keep the environment safe for all our students.  

DIRECT PERSONAL ASSISTANCE TO FAMILIES – WPDN strives to encompass and support the whole family so they can overcome whatever personal, financial or health hurdles they may have that also affect their children.  There is always need for funds we can utilize to provide for direct personal assistance for our families, including emergency rent, utilities, transportation assistance and other basic needs. (Goal - $7,500)

CAPACITY BUILDING – Funding to continue to enhance, develop and grow WPDN’s core preschool educational program. These include leadership and staff training, education and increased pay for teachers and support staff, technology upgrades, educational and curriculum tools, and a more comprehensive parenting education program to help our parents build stronger and more stable families. ($5,000 to $50,000)

FUND-RAISING UNDERWRITING - To secure as much underwriting as possible for the agency’s signature fund-raising event, the Orange Blossom Jubilee (OBJ), is held every spring. The proceeds from this event help underwrite tuition costs for our lower-income families.  Underwriting is needed to cover facility rental, entertainment, food, linen rental, invitations, mailings; our fund-raising goal for the OBJ is $50,000.

SCHOLARSHIP ASSISTANCE – Funding to bridge the gap between what families can afford to pay and what it costs to care for and educate their children. At least 70% of our families receive some sort of scholarship assistance with 60% of families falling below 130% of the Federal Poverty Line. These families receive between 50 and 60% of their child(ren)’s tuition in scholarships. ($10,000/month)


From its beginning in 1939, Winter Park Day Nursery's mission has been to fill a serious need for high-quality, affordable childcare for low-income working parents in the Orlando/Winter Park Area. The center was founded when a local elementary school principal, Nelson Glass, noticed that when the Gentille Packing Plant went into production, student absenteeism soared. He realized that the mothers were working in the plant, leaving their preschool children at home under the care of their only slightly older siblings. Out of the need for a childcare center for children of these working mothers, the Winter Park Day Nursery was born. Today, Winter Park Day Nursery (WPDN) is an independent, not-for-profit childcare center dedicated to serving as a sanctuary for young, at-risk preschool children of working families from the Orlando/Winter Park area. WPDN provides an ethnically and racially diverse mix of children, aged two to five years, with the high-quality preschool education they need to enter kindergarten at the same level as children from more affluent families. To assure affordability, WPDN structures its significant scholarships on a sliding scale based on parents' verified income and household size.

CEO Statement

As an Executive Director who has served in many program positions during my time with WPDN, I have been able to see, on a daily basis, the impact that quality early childhood education and care makes on children, especially children from a low economic environment (poverty level). Winter Park Day Nursery is sometimes the only stability in their volatile young lives. There is compelling evidence that at-risk children who attend high-quality preschools dramatically increase their chances for school readiness and future success. Unfortunately, low- and even moderate-income families face difficulties finding high-quality, affordable preschool education unless the fees are subsidized. At Winter Park Day Nursery, significant scholarships ranging from 20 – 60% of the full tuition cost are offered on a sliding scale based on the family's placement on the federal poverty level chart. When parents receive assistance with child care costs, they are 40% more likely to keep their jobs for two years or more. Because we provide a significant amount of scholarships on a sliding scale based on household income, WPDN parents therefore are more likely to have stable employment and a positive impact to the community as are their children.

Board Chair Statement

In 2019 we will celebrate our 80th year for the Winter Park Day Nursery. This in itself is a success to be proud of. The success of the Winter Park Day Nursery is driven by the investment of our donors and the hard work, knowledge and compassion of the teachers, staff members and the Board. Every Board member has a personal reason for becoming involved with the Nursery and my story is no different. I was originally introduced to the needs of the Nursery back in 2001 when my wife was hired as a teacher at the Winter Park Day Nursery. I heard countless stories of children and families who have thrived due to the education and support they received at WPDN. As I saw changes and growth, I knew I had ideas, experiences and skills that could contribute to making a good school into a great school and a much needed resource for families. I joined the board in 2011 and was voted in as president in 2013, shortly after my wife retired from her teaching position. As board chair I am one of the Day Nursery’s biggest advocates as I share the tremendous work of the school with everyone I meet. One of my favorite parts of each year is to attend the annual Voluntary Pre-Kindergarten (VPK) graduation ceremony where we can actually see the children’s faces light up as they receive their awards and diplomas. These children know that they have completed something important, and they have done well! What an amazing experience to witness.

As our waitlist increases exponentially, we are at a crossroads to find a balance that will allow us to maintain our excellence and increase our capacity to better meet the growing need in our community for affordable, high-quality, early childhood care and education for all families. As a Board we see the economic challenges of trying to raise enough awareness and money from donations to finance the annual budget. Operating costs are not going down, they are continually increasing. As standards for quality care increase, so does the cost to provide such care. It costs more to maintain the highly educated, quality staff that have proven to make the difference in the lives of the families we serve. Even as our costs increase, we find we cannot transfer that cost back onto our families who struggle to pay even reduced, subsidized costs of care; therefore we must search elsewhere to assure we have the ability to maintain our identity as a high-quality program for all.

We/The Board and staff run a very financially prudent and sound operation and the children and their families depend on us!


CEO/Executive Director/Board Comments

In today’s environment there are many challenges that the Nursery faces. There are so many families who are working hard to get back on their feet or to get ahead so that they might give their children more than they were given. As a Board we see the economic challenges trying to raise enough awareness and money from donations to finance the annual budget. Operating costs are increasing, our largest cost being the personnel who work hard each day to care for and educate our students and help to run a great school. In order to maintain our high-quality we are also striving to increase the level of education and in turn, increase the pay of our teaching staff and all employees to assure an environment where the children know the adults around them are there because they care, and can focus on the needs of the children. We/The Board want to be sure we are working to solve the poverty challenge, not add to it. Our staff, the children and their families depend on us to ensure the sustainability and quality of this school that is in many ways for many people, so much more than a school.

NTEE Information
Primary Organization Type Education
Primary Organization SubType Educational Services
Secondary Organization Type Human Services
Secondary Organiztion SubType Child Day Care
Tertiary Organization Type Human Services
Tertiary Organization SubType Children's and Youth Services
Areas Served
Geographic Areas Served
FL - Orange
FL - Seminole
FL - Osceola

Winter Park Day Nursery serves children who live in Orange, Seminole and Osceola counties, most of whose parents work in Winter Park. We are located in Winter Park, a predominantly affluent area, but we also serve children who live in low income areas of Winter Park and throughout the tri-county Orlando area.

HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.

Winter Park Day Nursery believes every child deserves equal access and opportunity for educational readiness so they do not fall behind before starting elementary school. Income disparities often prevent low income working parents’ access to affordable, quality education-based preschool. There is compelling evidence that the lives of children ages 2-5 are positively impacted when immersed in a quality early learning environment influencing both their future educational and life success.

The Winter Park Day Nursery is dedicated to providing a loving and nurturing early learning environment that is affordable to low income working families who are equally committed to improving their child’s future life through educational readiness. WPDN’s expected impact is that children who graduate from the school will be better prepared for success in elementary school and beyond. These children will be able to better understand and manage their own emotions, problem solve on their own and with their peers, be aware of their own actions and the effect of these on others, not to mention having a working knowledge of academic principles necessary for success in kindergarten and beyond.

As parents today face increasing difficulties finding affordable childcare, schools such as WPDN’s that provide sizable tuition scholarship assistance for high-quality care are experiencing large waiting lists. This is a challenging time for the day nursery as the leadership determines how the organizations can best grow to meet the needs of our community’s and impact the educational success of more children. (Several options for renovation or expansion of facilities and services are being considered as we stretch the limits of an aging building and are in the process of laying the groundwork for expansion through a capital campaign).

HelpWhat are the organization's strategies for its stated long-term goals?

In order to serve more children and take the day nursery to the ‘next level’ of educational excellence, and accomplish long-term goals, Winter Park Day Nursery plans to build organizational capacity in some key areas, including facilities, staffing and board development.

One of the near-term strategies the board and key staff has identified and is putting in place and assigning responsibilities for strengthening donor relations and individual gift giving to pave the way for the launch of a capital campaign. This strategy will require both a staff and board involvement to build a development program. The board development will focus on relationship building, in order to expand fund-raising capacities. Likewise, capacity-building will focus on staff development and expansion -- since staff educational and credential levels are the most common indicator of a quality preschool education. Contributing factors to workforce development include preparation programs, mentoring, teacher compensation and providing vital staff support services. Strategies in this focus area include addressing staff turnover and salary (increasing staff salary and determining appropriate amount increase (based on credentials) and over what period of time, workforce/workdays scheduling/hours, and benefits package. WPDN is also exploring staff education (what credentials are required for specific positions and required services, recruitment strategies (such as through internships) and staff appreciation and development (incentives, external and internal trainings and team building activities).

Increasing the level of staff credentials to further enhance program quality, and staff coaching and support to improve efficiency, will not only positively impact outcomes but will also result in a smoother transition as Winter Park Day Nursery expands our physical facilities to meet the preschool needs of more of our community’s at-risk children. It is imperative WPDN maintains a strong, skilled and credentialed staff to impact long-term, successful outcomes.

Board development will also be a major area of focus in the near-term, including recruitment (identifying what experience is needed on the board, how to best empower/encourage board members to bring qualified board candidates for consideration, and defining minimum standards and the process for new member selection). WPDN’s approach to board development will also focus on strengthening orientation and board training in such areas as duties and responsibilities, setting individual board member participation/scorecard goals (including in the critical areas of duties and responsibilities, the onboarding process, board organization (committees/structure/processes) and continuing education – especially in fundraising, donor relations.) WPDN plans on revisiting its Board Succession Plan (reviewing by-laws for terms and assigning responsibility for managing and tracking of terms and related matter) to the Governance Committee, with a Nominating Committee assigned to work on a long-term plan for board appointments). Working together, the strategies identified here will provide a blueprint for its continued development and positioning as a community leader in promoting educational excellence.

HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?

The Winter Park Day Nursery has built a high-quality, well-respected preschool education program reputation viewed as a demonstration site for best practices in early learning. This effort includes the addition of a strong structure of services to support preschoolers’ emotional and social/behavioral development, an alumni/extended support services which track our alumni to analyze the factors contributing to their success and has strengthened its curriculum in the areas of early literacy, mathematics and STEM learning. WPDN has worked hard to build its level of parent engagement in the center and over the past several years has seen steady increases in participation. Winter Park Day Nursery’s vision is to use our knowledge in many aspects of operation to raise the level of preschool education for all of our community’s children.

The organization’s core assets include both internal and external resources. There is a board of directors with many dedicated individuals with expertise in a variety of areas, including strategic thinking. The staff is led by an executive director with a master’s degree in mental health counseling along with a certificate in Marriage & Family Therapy. She holds an Advanced Level Florida Childcare and Education Program Director credential. Under her leadership as executive director since 2011, Winter Park Day Nursery has strengthened its enrollment, re-branded and built its profile within the community. The school has also been a steady voice advocating for the importance of early childhood education in the community and has worked to bring about systems-level change and impact the community-wide quality of early childhood education.

Winter Park Day Nursery emphasizes training and supports teachers’ professional development, with 50% of the staff holding an associates or bachelor’s degree and 25% working toward obtaining a degree or a higher degree than has already been obtained.

Since Winter Park Day Nursery values the accountability that accreditation requirements bring to an institution, the center has been accredited since 2000. First by NAEYC (National Association for the Education of Young Children) and for the last 10 years by NAC (the National Accreditation Commission). Less than 25% of child care centers nationwide are accredited. The process of accreditation offers WPDN a comprehensive, on-going quality improvement measurement tool to demonstrate and document quality performance utilizing research-based criteria and evidence-based practices.

Through collaboration, partnership-building and systems-level networking, WPDN brings resources into its program to broaden its community impact. Winter Park Day Nursery’s community collaborations and partnerships are numerous and bring many external resources to the center. As indicated, local area institutions of higher learning such as Seminole State College and Orange Technical College use WPDN as a demonstration site for ‘best practices’ in early childhood learning and a placement site for interns. Additionally, WPDN enjoys a strong working partnership with the Rollins College Child Development Center. As a laboratory for the Rollins Department of Psychology, the center is a leader in identifying and implementing developmentally appropriate practice for all children, scaffolded and individualized learning opportunities and research-based assessment/screening tools.

Winter Park Day Nursery partners with the Orlando Day Nursery and Welbourne Avenue Nursery (located in Winter Park) two other schools providing discounted tuition on a sliding scale, by collaborating on staff training and joint grants. These three schools work with the understanding they are not in competition with each other but are working toward the same purpose and goals – even though the services of each vary in some instances – to fill a community need.

HelpHow will the organization know if it is making progress? What are the key qualitative and quantitative indicators against which the organization assesses its progress toward its intended impact?

Winter Park Day Nursery has created key qualitative and quantitative indicators to measure results focused on impact and objectives set for students and overall organizational performance.

The following performance indicators represent the preschool education program used to monitor progress on an on-going basis, utilizing appropriate assessment tools:

1.) 80% of children will demonstrate Kindergarten readiness on the Florida Voluntary Pre-Kindergarten (VPK) assessment administered three times a year.

2.) 75% of children identified with behavioral challenges will decrease problem behaviors as demonstrated by staff observations and assessments.

3.) 50% of parents will attend parent engagement activities.

4.) 70% of parents will demonstrate knowledge of age appropriate milestones.

5.) 70% of former students/alumni will perform at or above grade level in reading after they leave WPDN; and

6.) 70% of former students and alumni will perform at or above grade level in math after leaving WPDN.

As a NAC accredited organization, Winter Park Day Nursery’s executive leadership continuously monitors the quality and effectiveness of services. These services are aimed at preventing potential program concerns and act as a measure to ensure quality standards are maintained. Quality process improvement requires assessment both internally and externally on a continuous basis. Areas of improvement, stability and best practice standards are all measured. Improvement efforts drive the agency’s long- and short-terms goals and objectives leveraging input from the community, clients and stakeholders. WPDN has plans to further involve parents in the quality improvement process by structuring a vehicle for receiving regular feedback for how WPDN best meets the needs of their children and parents alike.

In terms of monitoring organizational performance, WPDN’s recent board and staff leadership developed the 2017-2020 strategic plan. This strategic plan includes strategic goals and action items in order to achieve specific objectives to help us ultimately lead to the physical expansion of the facilities. Ongoing monitoring of the 2017-2020 strategic business plan will provide a framework of key indicators and milestones to monitor and measure progress and success.


HelpWhat has and hasn’t been accomplished so far?

Current Accomplishments: With the help of grant funding from the Central Florida Foundation, the WPDN’s board and staff worked with a consultant from the Edyth Bush Institute for Philanthropy & Non-Profit Leadership at Rollins College to explore the school’s options for growth, creating a business plan which will become part of a larger strategic plan outlining the key growth initiatives for 2017-2020. This strategic plan sets forth near-term objectives to propel WPDN toward reaching the ultimate intended goals.

The organization is well underway in building the development program as outlined in the strategic plan 2017 - 2020. Thanks to a generous grant from the Dr. P. Phillips foundation, paving the way for WPDN to implement a more aggressive and strategic fundraising and development effort that will ultimately set our organization up for future success. 

The launching of alumni/extended support services, and tracking of alumni academic progress through grade three, a three-year project (“Successful Transitions” - 2014-2016) was accomplished with funding from the Heart of Florida United Way through its “Investing in Results” initiative. This initiative, by enabling WPDN to track students' success as they transitioned into elementary school provided outcome data that has contributed to the knowledge of what is most effective in fostering early childhood learning on both a short-term and long-term basis.


Winter Park Day Nursery (WPDN) offers a high-quality childcare and preschool program for working families taught by teachers trained in ‘best practices’ for early education and child development so they can help all WPDN children leave us ready to succeed in kindergarten. WPDN focuses its efforts on young children from lower- and middle- income working families.

When parents have access to high-quality, affordable, full-day, reliable child care such as the Winter Park Day Nursery’s, they are more productive in the workplace and devote less time to personal issues, knowing their children are safe. Employers benefit from reduced turnover and absenteeism. This is an indirect, but important, impact of WPDN’s program.

WPDN’s curriculum, which follows the Florida standards for school readiness, is a combination of High/Scope and Creative Curriculum. These curriculums emphasize teaching children how to think, how to problem-solve, and how to work together. The children actively engage in planning, carrying out and reviewing what they are learning. Such high-quality education gives the children the intellectual tools to do better in school; they learn to be critical thinkers. WPDN maintains a reputable accreditation by the National Accreditation Commission (NAC) through the association of Early Learning Leaders to assure we are exceeding guidelines for quality care and early education.

Population Served Infants to Preschool (under age 5)
Poor,Economically Disadvantaged,Indigent
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.

 Internal assessments and screenings are conducted each year include:

1. Teaching Strategies GOLD observational assessment - Each child is observed throughout the year and these observations input into a program website that allows us to track growth in several developmental areas including Social-Emotional, Physical, Language, Cognitive, Literacy, Mathematics, Science and Technology, Social Studies, The Arts and English Language Acquisition (if necessary). This tool is now required by all programs offering Voluntary Pre-Kindergarten (VPK) as well as all students who receive state school readiness funding however, WPDN began utilizing this program a year prior to its being required by the state funded programs.

2.  Pre and post-VPK Assessment – all pre-k students are tracked on their improvement in literacy and Math skills.

3. Screenings - Each student, upon enrollment and every six months is screened on the Ages and Stages Questionnaires (ASQ), the most trusted developmental screening tool used at this time, as well as the DECA (Devereux Early Childhood Assessment) which supports early intervention efforts to reduce emotional and behavior concerns by assessing risks and resiliency in the social development of very young children.

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.

A 40-year longitudinal study has shown that children who attend a high-quality childcare using the High/Scope curriculum will on average earn more, be more likely to own their home, be less likely to have mental health issues, less likely to have ever been arrested or on welfare and have higher education levels than children from similar socio-economic situations who attended other preschool models or no preschool. This, paired with the Creative Curriculum we are able to incorporate the latest research and best practices while addressing the needs of every type of learner. Therefore, we expect that children who attend WPDN will also do well in their long term future. Tracking for this is difficult however, in addition to using general drop-out rates for the area we are currently tracking a sample group of our past students through the 2nd grade to show the benefits our program has on our students as well as learn how we can improve our program to help our students be successful in school and in life.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
We use several methods/tools to track success:
  • The first would be the Teaching Strategies GOLD Observation Record. This is an observational assessment that is normed. Each child is observed throughout the year and these observations input into a computer program that allows us to track growth in several developmental areas including motor skills, language & literacy, math concepts, science understanding, social relations, and creativity.
  • Second, we do a pre and post-literacy assessment on our pre-k students to track their improvement in literacy skills like alphabet recognition, rhyming, recognizing beginning sounds, associating letters with sounds, story comprehension and parts of a book.
  • We track parent participation through sign-in sheets at all of our parent events.
  • Finally we look at our school readiness scores given by the state. They use the Florida Kindergarten Readiness Screening, an assessment given to every child at the beginning of the kindergarten year. These scores are available on the State Dept. of Education website.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

From a former parent with 2 children:  "I just wanted to acknowledge the hard work and effort you guys put forth to make things great for our children as well as the parents. As a single father I’m often cast aside or treated initially as a secondary parent when beginning a new relationship with my children’s doctors, teachers etc. I’ve already experienced the difference now that my daughter has started her new kindergarten. I truly miss the quaintness and family atmosphere you have created there at WPDN. Everyone knew our names, was always friendly and ready to be helpful. I can’t thank you guys enough for the way myself and children were treated as well as how you were able to prepare us for the next stages in their schooling. It’s great to see there’s still people out there that recognize the value of the “little” things. Keep up the great work!” 


Winter Park Day Nursery has an inclusive family services program led by our Director of Family Services who has a bachelor’s degree in Social Work as well as Child Development Certifications and experience teaching children from birth through five years old. Thanks to these skills and experience our Family Services program offers screenings and early intervention support for all students demonstrating a need for such support. The Director of Family Services also offers outside resources (that can be brought to WPDN as often as possible) to assure that our students have the best possible chance of success.

As part of our Family Services program, WPDN regularly offers parent education classes. Parenting classes teach parents about many different areas of interest, including best financial practices, community resources and positive discipline, among others. These classes not only teach parents how to help their child be successful, but how to help themselves be more successful, productive citizens as an example to their children. In addition to teaching skills or providing information, these classes also offer a support network for parents to share with other parents some of their struggles and triumphs. Providing a sense of community provides otherwise isolated, hard-working parents with a network of support.

Population Served Families
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.
Families are equipped to support their children and his/her learning while at our school by being better aware and educated about how to best support/encourage/interact with his/her children so that they may be successful in school.
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.
By supporting/educating the whole family and the whole child, we are helping families learn how to be successful citizens who are ultimately able to contribute back to the community.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Parents complete the Ages and Stages Questionnaire (ASQ) during birth month and six months later and the Ages and Stages Questionnaire- Social/Emotional (ASQ-SE) screen in September of each year. Teachers observations are recorded in the Teaching Strategies Gold web-based child observation record continuously with scores printed out twice per year for evaluations. Those who score below a nationally normed cut off receive an individual development plan (IDP) or referral to a therapist as needed. 
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. WPDN helps families become better able to work together effectively and be successful citizens.  By focusing on the whole child as well as his or her family we are making a difference not only in that child's life but in the community as a whole:  

“It’s great to be connected to a place that not only cares about my son but, our family and community as a whole. I’m so happy I found you all!” – Former Parent

CEO Comments

Families, schools and communities are partners in the rearing and education of children. The quality of life in Central Florida over the long-term relies on our ability to engage residents to participate in resolving our issues, with one of the most significant being the development and education of our children. The most powerful single intervention we can make on behalf of children is to ensure that they start school ready to learn. The Winter Park Day Nursery has evolved over the past 20 years from a child care center to an accredited preschool and support network for at-risk children of low-income families. Research has proven that the first years of life are important for a child’s emotional and intellectual development. An investment in our children at an early age is more effective and efficient than remedial programs later. The Winter Park Day Nursery provides nurturing care for our children and the strong foundation they need to succeed in school and in life. Our community’s economic and social well-being requires that now, more than ever, all children be prepared for school, prepared for post-secondary education and prepared for the workforce and adult responsibilities. That preparation starts now, while the children are small and eager to learn and grow.

Board Chair
Board Chair Mr. Chris Iselin
Company Affiliation Consultant
Term Jan 2018 to Dec 2018
Board Co-Chair
Board Co-Chair
Board Members
NameCompany AffiliationsStatusCertificate*
Maggie Bilby David Vaughn InvestmentsVotingNo
Alessandra DeMaria Winter Park Day NurseryNonVotingYes
Nicole R. Finegan HMS Certified Public Accountants, PAVotingNo
Larry J. Herring Larry J. Herring, CPA, PAVotingNo
Chris Iselin RetiredVotingNo
Charles Kulmann Kulmann Lane & AssociatesVotingNo
Emily Lemieux ReMax 200Voting
T. Rebecca Marshall Consultant 4R FoundationVotingYes
Vianka McConville Curly & Pynn Public RelationsVotingNo
Colton Plante Rollins College MBA StudentVotingYes
Cecilia Scott Girl Scouts of CitrusVotingNo
Amelia Storer Rollins College MBA StudentVotingYes
Fred Szydlik RetiredVotingNo
*This individual has been awarded a Certificate in Orientation to Board Service by the Edyth Bush Institute for Philanthropy & Nonprofit Leadership at Rollins College,
Board Term Lengths 2
Board Term Limits 0
Board Ethnicity
Asian American/Pacific Islander 0
Caucasian 8
Hispanic/Latino 1
Native American/American Indian 0
Other 2
Other (if specified) Mixed Race
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Standing Committees
Standing Committees
Committee Name
Board Governance
Additional Board/s Members and Affiliations
Advisory Board
NameCompany Affiliation
Sharon Carnahan Rollins College
David Isaacson Morgan Stanley Wealth Management
Keith Reeves Architects Design Group
CEO Comments
After engaging in the strategic planning process in 2017 the Winter Park Day Nursery board and staff have determined our two main mission related goals include: 1. Expand to increase the number of families serves while maintaining the high-quality education and nurturing environment provided to diverse families from all socioeconomic backgrounds. 2. Determine the future of Winter Park Day Nursery to keep pace with changes to its physical space, education programs, families served, technological advances and the social climate. Over the next three years the Day Nursery plans to work toward building the capacity of our organization to ultimately reach our goals of serving more families in the Central Florida area through innovation and expansion of our high-quality early childhood programs and family services.  
CEO/Executive Director
CEO/Executive Director Ms. Alessandra DeMaria
Term Start Dec 2011
Alessandra (Ali) DeMaria joined the staff of the day nursery in January 2005 and has served in positions of increasing responsibility since then, including teacher, family services coordinator and director of education. She holds a bachelor’s degree in psychology from the University of Colorado. In 2010, she received her master’s degree in Mental Health Counseling from Rollins College, where she also earned a certificate in Marriage & Family Therapy. She earned her Florida Child Development Associate Equivalency from Seminole State College in 2005 and an Advanced Level Florida Child Care and Education Program Director Credential from the Florida Department of Children and Families in 2011. By 2013 Ali completed the Certificate in Nonprofit Management from The Rollins College Philanthropy and Nonprofit Leadership Center (Now the Edyth Bush Institute for Philanthropy and Nonprofit Leadership) and in 2018 received a certificate in Fundraising and Development from the Institute as well. 
CEO Salary Range $50,001 - $75,000
Former CEOs
Former CEOs
Lynda Mays Apr 1998Oct 2007
Judith Nelson July 2007Oct 2011
Number of Full Time Staff 21
Number of Part Time Staff 3
Number of Volunteers 269
Number of Contract Staff 1
Staff Retention Rate 69%
Senior Staff
Title Director of Family Services

Megan has worked with children for ten years since she was a senior in high school. She earned her Bachelor’s degree in social work and she also has her CDA and her Early Childhood Professional Credential and Director's Credential. Megan was employed as a teacher for the 2010 - 2011 school year then returned in 2013 to run our Family Services Program.  

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Date Strategic Plan Adopted Feb 2017
Management Succession Plan Yes
Organization Policies And Procedures Yes
Chamber of Commerce1998
United Way Member Agency1989
External Assessments and Accreditations
External Assessment or Accreditation Year
National Association of Child Care Resource and Referral Agencies - Child Care Aware Consumer Education Quality Assurance Program - Certification2009
National Association of Child Care Resource and Referral Agencies - Child Care Aware Consumer Education Quality Assurance Program - Certification2012
National Association of Child Care Resource and Referral Agencies - Child Care Aware Consumer Education Quality Assurance Program - Certification2015
AwardAwarding OrganizationYear
Innovations in Early Care and EducationEarly Learning Coalition of Orange County2010
Program-wide Positive Behavior Support Demonstration SiteUniversity of South Florida2012
Risk Management Provisions
Risk Management Provisions
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
CEO Comments

In today’s environment the nursery faces many challenges. There are many families that simply cannot afford to send their children to school as the parents have lost their jobs or had their hours or wages reduced. As a Board we see the economic challenges trying to raise enough awareness and revenue from donations to finance the annual budget. Operating costs, such as electricity, food and insurance, are all increasing. When you combine that with government agencies, endowments, foundations and individuals all cutting back on or eliminating their disbursements this was a very troubling time for us. We are demonstrating to our current and prospective donors and sponsors that we can be prudent with their funding. We have also re-evaluated our budget to see where we can save. Through our involvement with The Edyth Bush Institute for Philanthropy & Nonprofit Leadership at Rollins College along with funding from the Winter Park Community Foundation and the Dr. P. Phillips Foundation, our board has worked to increase our knowledge and capacity to do the most with what we have and gained the skills to better prepare for the future.

We/The Board run a very financially prudent and sound operation and the children and their families depend on us!


State Registration Yes
State Charitable Solicitations Permit Yes
State Charitable Solicitations Permit Expiration Month Oct
State Charitable Solicitations Permit Expiration Year 2019
Fiscal Year
Fiscal Year Start Jan 01, 2018
Fiscal Year End Dec 31, 2018
Detailed Financials
Revenue SourcesHelpThe 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 Year201720162015
Foundation and
Corporation Contributions
Government Contributions$184,998$194,274$157,697
Individual Contributions$52,999$86,868$26,190
Investment Income, Net of Losses$892$916$712
Membership Dues$0$32,160$0
Special Events$27,203$0$24,511
Revenue In-Kind$14,190$24,031$14,771
Expense Allocations
Fiscal Year201720162015
Program Expense$653,396$650,136$588,989
Administration Expense$159,318$143,902$119,542
Fundraising Expense$35,603$34,890$31,263
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses0.971.031.06
Program Expense/Total Expenses77%78%80%
Fundraising Expense/Contributed Revenue8%7%6%
Assets and Liabilities
Fiscal Year201720162015
Total Assets$760,591$792,292$752,618
Current Assets$530,900$550,846$499,512
Long-Term Liabilities$0$0$0
Current Liabilities$31,910$34,167$15,461
Total Net Assets$728,681$758,125$737,157
Top Funding Sources
Fiscal Year201720162015
Top Funding Source & Dollar AmountEarned Revenue $333,941Earned Revenue $286,321Earned Revenue $278,069
Second Highest Funding Source & Dollar AmountFoundations and Corporations $200,069Government $173,774Foundations and Corporations $193,754
Third Highest Funding Source & Dollar AmountGovernment $184,998Foundations and Corporations $136,720Government $146,697
Short Term Solvency
Fiscal Year201720162015
Current Ratio: Current Assets/Current Liabilities16.6416.1232.31
Long Term Solvency
Fiscal Year201720162015
Long-Term Liabilities/Total Assets0%0%0%
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
CEO Comments

Like so many other non-profits, WPDN struggles to increase financial support each year in order to sustain the work while allowing for continual increases in quality and service. We demonstrate to our current and prospective donors and sponsors that we can be prudent with the money they give us. We continually re-evaluate our budget to see where we can save without any sacrifice to quality.  

Foundation Comments
Financial figures taken from 990s.  990 and audits are reconciled.
Budgets can be found in the Other Documents Section. 
Voluntary Organizations Active in Disaster
Notes Programs listed here are those that are only activated during a disaster. Some organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. Organization describes previous experience during the immediate response, recovery or rebuilding phases following a disaster.
Nonprofit Winter Park Day Nursery, Inc.
Address 741 S Pennsylvania Ave
Winter Park, FL 327895049
Primary Phone (407) 647-0505
Contact Email
CEO/Executive Director Ms. Alessandra DeMaria
Board Chair Mr. Chris Iselin
Board Chair Company Affiliation Consultant
Year of Incorporation 1949