Human Services

DOVER CHILDRENS HOME

It Takes a Community to Raise a Child.

Mission

Dover Children's Home is dedicated to enriching the lives of adolescents and strengthening their family relationships through the highest quality residential treatment services and educational programs. Our commitment to evolving and designing new treatment programs must set the standard for excellence in the field and enable those children facing life's most difficult challenges with the means to grow and live healthy, productive, and independent lives.

Ruling Year

2015

Executive Director

Renee Touhey-Childress

Main Address

207 Locust Street

Dover, NH 03820-4039 USA

Formerly Known As

The Society

Keywords

residential, treatment, facility, group, home, children, youth, group home, teens, adolescents, trauma, abuse, counseling, New Hampshire, neglect, independent living, seacoast, delinquent, Dover

EIN

02-0223323

 Number

2054334396

Cause Area (NTEE Code)

Children's and Youth Services (P30)

Homes for Children & Adolescents (P76)

Group Home (Long Term (P73)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve

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Our programs

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

SOURCE: Self-reported by organization

Dover Children's Home

PILOT House Independent Living Program

Where we work

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

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.

How We Listen

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

Source: Self-reported by organization

the feedback loop
check_box We demonstrated a willingness to learn more by reviewing resources about feedback practice.
check_box We shared information about our current feedback practices.
How is the organization collecting feedback?
We regularly collect feedback through: electronic surveys (by email, tablet, etc.), paper surveys, case management notes.
How is the organization using feedback?
We use feedback to: to identify and remedy poor client service experiences, to identify bright spots and enhance positive service experiences, to make fundamental changes to our programs and/or operations, to inform the development of new programs/projects, to identify where we are less inclusive or equitable across demographic groups, to strengthen relationships with the people we serve.
With whom is the organization sharing feedback?
We share feedback with: the people we serve, our staff, our board, our funders, our community partners.
What challenges does the organization face when collecting feedback?
It is difficult to: it is difficult to get the people we serve to respond to requests for feedback.

External Reviews

Awards

Heart of Dover 2012

Citizens Bank & WMUR-TV

Financials

DOVER CHILDRENS HOME

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Operations

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

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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?

Yes

Organizational Demographics

Who works and leads organizations that serve our diverse communities? This organization has voluntarily shared information to answer this important question and to support sector-wide learning. GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

SOURCE: Self-reported; last updated 04/02/2020

Leadership

The organization's leader identifies as:

Race & Ethnicity
White/Caucasian/European
Gender Identity
Female, Not Transgender (Cisgender)
Sexual Orientation
Decline to state
Disability Status
Person without a disability

Race & Ethnicity

Gender Identity

Sexual Orientation

Disability