The Open Door of Maryland Inc C/o Jeanne Murphy

What it reported doing in 2020

Since school age children spend six and a half hours each day in the structure of an academic setting, out of school time should offer the opportunity for socialization, active outdoor play, team building activities, creative expression, fine motor skill development and practice in school work. Choices are the core of open door of Maryland, inc.'s (open door) programming to best meet the developmental needs of the students. Open door provides child care services to 1,048 children in the 2019-20 school year at 13 locations. Nurturing teachers at these locations provide a caring ear and are available for guidance after the rigor of the school day as children select their activity from an enriched environment. Open door is accredited by the Maryland department of education to provide professional development and training to child care providers, and to ensure open door teachers bring high level skills to the programs, training is offered often in two locations, and available to any child care providers in the state, not just open door employees. Nutritious breakfast and an after school snack make transitions from open door to school and from school to open door seamless for children. Educationally, programming is based on weekly themes, with different activities each day related to the themes. Those activities bring learning to life, and include vocabulary building and practice of skills assessed on standardized tests. Students participate in designing theme based projects from inception.open door continues to support children's exposure to technology at every center. Schools issue laptops to students, and to complement that trend, open door provided the use of kindle devices with educational games and age appropriate reading material, for use by children in the child care program. Weaving a thread of continuity throughout each child's day is important to child development, and open door takes that responsibility very seriously. Additional enrichment was offered with weekly yoga and meditation, introduced and led by the holistic life foundation, a non-profit group based in baltimore. Extensive staff training was part of this addition, enabling center staff to carry the weekly practice beyond the presence of the hlf members, to friday practice for children and staff at all centers. Last year, an organization-wide initiative, impacting staff and child awareness and practice, was school safety. A state safety expert, dr. Michael ford, was keynote speaker at the staff annual meeting, with follow up presentations three times over the school year. Safety policies for lockdown and evacuation were practiced at centers with children and staff, and communication with parents was woven into the establishment of these practices for home based support, in the event that children initiate conversations at home. Safety continued to be an emphasis at every center, and the administrative office, and the new initiative for 2018 - 2019 mirrored the approach to discipline adopted by the Maryland state schools, with an emphasis on listening to children, conscious discipline. Staff participated in professional development workshops, and parents received updates and descriptions of the new approach to discipline, continuing open door's efforts to ensure children's various environments give them a sense of continuity.effective march 13, 2020, all schools were closed permanently. Employees were compensated for half their regularly scheduled hours until open door was awarded a payroll protection plan loan, after which all personnel were compensated at their regularly scheduled hours until june 19, when the loan expired.

Financial Efficiency

• Mission deployment rate: 100%; rating input score 100
• Program expense ratio: 91.5%; rating input score 91
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 62nd percentile among comparable filings
• Pay-setting controls: 1 of 6 controls in place; rating input score 17
  • Compensation committee: Missing
  • Independent consultant: Pass
  • Other Form 990s reviewed: Missing
  • Written employment contract: Missing
  • Compensation survey or study: Missing
  • Board or committee approval: Missing
• Foreign activity oversight: Limited
• Grant itemization coverage: 100%; rating input score 100; 80th percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 80%; rating input score 80; 23rd percentile among comparable filings
• Governance controls: 2 of 8 controls in place; rating input score 25
  • Conflict-of-interest policy: Fail
  • Whistleblower policy: Fail
  • Document-retention policy: Fail
  • CEO compensation review process: Fail
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -3,590.7%; rating input score 3; 3rd percentile among comparable filings
• Total-asset coverage ratio: 0; rating input score 2; 2nd percentile among comparable filings
• Liabilities to assets ratio: Limited
• Officer compensation ratio: Limited

Growth

• Program expense growth: 12.1% per year; rating input score 100; 85th percentile among comparable filings
• Revenue growth: -2.5% per year; rating input score 0; 58th percentile among comparable filings
• Asset growth: 6% per year; rating input score 100; 70th percentile among comparable filings