1. In-Depth Research and Analysis to Better Understand the Changes Likely to Affect DCH in the Next Three Years
2. Build on Existing Strengths to Become Field Leader and Create Unique Opportunities for the Future
3. Develop/Review/Improve Current Fundraising Strategy and Plan
4. Develop a Comprehensive Marketing and Public Relations Plan
5. Prepare for a Broader Spectrum of Consumer Needs, Behaviors, and Opportunities

1. Administer a comparison of similar providers across the state that have gone out of business to try to determine what went wrong.
2. Continue to pursue opportunities to modify, expand, and/or customize consumer treatment plans based on partnerships with parents and consumers.
3. Invest in Dover Children's Home's current Executive Director.
4. Position Dover Children's Home's highly qualified clinicians to become third party providers.
5. Identify missing services and fill in the gaps.
6. Increase Board participation in fundraising efforts.
7. Hire a part-time Development Director and Community Relations.
8. Carefully review current fundraising events and consider reducing number and enhancing the remaining ones.
9. Build stronger ties to donors to support long-term investment in Dover Children's Home.
10. Continue building a strong and positive media image.
11. Review current marketing materials and evaluate their value.
12. Determine what additional marketing materials are needed.
13. Create public relations plan for the year.
14. Increase staff participation in training and education opportunities, particularly in relation to Dover Children's Home emerging and challenging consumer needs.
15. Hire a Master's level clinician for non-business hours.
16. Increase pay scale as needed to attract more qualified staff.

All of the goals and strategies listed above are well within the capabilities of the Dover Children's Home Board of Director's and administration to achieve.

1. Provide quarterly reviews of Dover Children's Home program services and current trends in relation to other similar agencies as well as Department of Health and Human Services trends and goals.
2. Parent and consumer voice consistently sought-after through various methods and incorporate as appropriate into treatment plans and DCH programs. Aim for increased attendance at monthly family support/activity nights.
3. Utilize the personnel committee to identify and create an appropriately tailored incentive program for the Executive Director and review/revise it on an annual basis during the budget planning process.
4. Divert some of the fundraising logistics to a fundraising assistant or the Development Director..
5. Add LicSW licensure as a preferred qualification to the current hiring criteria for the Program and Clinical Director positions.
6. Executive Director to provide review of NH Residential Program statistics annually after issuance of the State budget with the trends and recommendations for future services that could be provided by Dover Children's Home
7. 100% of the Dover Children's Home Board will participate in fundraising efforts on an annual basis.
8. Reduce the Executive Director's time allocated to fundraising by 20%.
9. Development Director will secure a grant for all or partial funding of the position before FY15.
10. Fundraising committee to identify and document the core annual events for the upcoming FY and provide to the Board prior to the annual budget planning process.
11. Development Director will create a comprehensive development program that will foster a pipeline of major gift and planned giving donors as well as allow the Board to ensure that the appropriate programs are offered and funded in a fiscally responsible manner. Provide to the Board for review and approval by end of FY 14.
12. Dover Children's Home Board will review development program plan on an annual basis and revise based on the results of the review.
13. Continue existing momentum with media image and maintain monthly newspaper, radio, television, and eCommerce exposure.
14. Development Director to assess current marketing materials, evaluate their value, and provide recommended changes to the Executive Director.
15. Creation of a public relations plan for the next fiscal year, incorporating required promotion information and available options for promotion.
16. 100% of required DCH staff achieve at least 40 hours of continuing education annually.
17. Work collaboratively with other area agencies to share in training opportunities and events to control associated training costs.
18. Required employees will have all recommended and mandated training documented on their annual performance evaluation and the 6-month training log.
19. Feasibility assessment conducted for FY 2014 budget and open positions filled with highly qualified candidates within budget constraints.

1. Quarterly reviews have begun occurring of the Dover Children's Home program services and current trends in relation to other similar agencies as well as Department of Health and Human Services trends and goals.
2. Parent and consumer voice has been consistently sought-after through various methods and incorporate as appropriate into treatment plans and Dover Children's Home programs. A past consumer and a past parent of a consumer have been added to the Board of Directors.
3. A Development Director was hired in early November 2013 to divert some of the fundraising logistics away from the Executive Director.
4. LicSW licensure has been added as a preferred qualification to the current hiring criteria for the Program and Clinical Director positions.
5. Dover Children's Home has continued the existing momentum with media image and maintain monthly newspaper, radio, television, and eCommerce exposure.
6. Dover Children's Home has created and maintained collaborative working relationships with other area agencies to share in training opportunities and events to control associated training costs.
7. A feasibility assessment has been conducted for the FY 2014 budget and open positions are being filled with highly qualified candidates within budget constraints.