PROVIDENCE HOUSE INC
Every child is your child.
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Providence House Crisis Nursery Program
Our traditional Crisis Nursery offers emergency shelter and crisis care services for up to 20 children at a time.
Providence House Pediatric Crisis Nursery Program
Our Pediatric Crisis Nursery serves up to 10 children at a time who also have medical conditions.
Providence House Family Center Program
Our Family Center hosts our family preservation services and includes areas for private onsite family visitation, parent education, case management, trauma services, and Aftercare support sessions.
Emergency Placement Program
Our Emergency Placement Program, in partnership with the Cuyahoga County Division of Children and Family Services (DCFS), allows children in DCFS custody to benefit from the same shelter and care as children served through our traditional programming until a long-term placement can be identified.
Community Education and Resiliency Program
Our Community Education and Resiliency Program brings our case management, parent education, trauma, and other prevention services to families in the community, giving them the tools to increase stability, build supportive relationships, and increase resiliency and parenting capacity.
Where we work
Awards
Champions in Action Award 2009
Charter One Bank
Respitography Award - Public Policy 2009
ARCH National Respite Network
Best Practice Documentary 2009
ARCH National Respite Network
Respite Design Award 2009
ARCH National Respite Network
Isaiah Award 2009
American Jewish Committee
Agency of the Year 2013
NASW OH- Region 3
ChampYNPN 2014
YNPN Cleveland
Promising Practice Award 2015
Ohio Attorney General
Drucker Prize for Innovation Semi-Finalist 2017
Drucker Institute
NPT's Best Nonprofits to Work For 2019 2019
Nonprofit Times
Innovative and Exemplary Respite Service 2019
ARCH National Respite Network
Children's Bureau Champion for Preventing Child Maltreatment 2019
United States Children's Bureau
#1 Nonprofit in Cleveland 2021
Cleveland Scene Magazine
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Caregivers, Economically disadvantaged people
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Fiscal year is July 1-June 30, clients served includes children who stay at Providence House and families who received Family Center services and basic need items (2019 and onward).
Number of phone calls/inquiries
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Caregivers, Economically disadvantaged people
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Fiscal year is July 1-June 30, shows number of inquiries received for admission to our West Side campus. 2020 and 2021 metrics include impact of COVID-19 pandemic.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
At Providence House our primary goals are to:
1. Protect Children - by providing for their physical, emotional, developmental, and educational needs
2. Support Families - by connecting them to resources, cultivating nurturing practices, and encouraging responsibility
3. Strengthen Communities - by advocating for underserved families and demonstrating the lasting impact or prevention
What are the organization's key strategies for making this happen?
We Protect Children by providing for their physical, emotional, developmental, and educational needs
o Offer free, voluntary (non-custodial) 24/7 emergency shelter to children, aged newborn through twelve years old, who are at risk of abuse and neglect
o Provide each child in our care with evidence-based assessments, therapies, daily activities, and individual nurturing that supports their developmental, social-emotional, medical, and educational enrichment
We Support Families through Crisis by connecting them to resources, cultivating nurturing practices, and encouraging responsibility
o Offer unique, individualized parent education, mentoring, family preservation, and Aftercare services to support long-term family stability
o Link families to community support services, treatments, and therapies focused on developing safe, stable caregivers in the home through intensive case management and counseling services
o Certified Trauma Specialists provide interventions and therapies to address the long-term impacts of trauma on child development and family dynamics
We Strengthen Communities by advocating for underserved families and demonstrating the lasting impact of prevention
o Partner collaboratively with nearly 100 public and private service providers in wrap services to promote family stability
o Conduct over 150 community outreach visits and speaking engagements this year to advocate for our families and the prevention of child maltreatment
What are the organization's capabilities for doing this?
Providence House is one of the nation's oldest operating crisis nurseries among the 70+ in operation in the United States and Canada today. With nearly 40 years of experience, we also support one of the longest lengths of stay among nurseries in the United States and the deepest levels of services beyond children’s emergency shelter, promoting family stability and preservation and preventing foster care placements. Locally, we are the only agency of our type and scope of services in the state of Ohio.
Providence House is licensed by the Ohio Department of Job and Family Services (ODJFS) as a Crisis Care Facility and follows their guidelines to ensure that our facilities, policies, and practices provide each child with the individual adult attention, care, and nurturing that they need. We have been certified through ODJFS since 1990, operating under Ohio Administrative Code Rules: Chapter 5101:2-5 (Rules for Agencies) and Chapter 5101:2-9 (Rules for Residential Facilities). We meet or exceed requirements in all areas of our licensing regulations, policies, and direct care procedures.
In March 2018, we were re-accredited by the Commission on Accreditation of Rehabilitation Facilities (CARF) in Congregate Care, Assessment and Referral: Mental Health, and Case Management/Services Coordination, Mental Health and received two new accreditations in Diversion and Intervention and Respite. In November 2017, we also became a Certified Community Mental Health Provider by the Ohio Department of Mental Health and Addiction Services (OMHAS) in Behavioral Health Counseling and Therapy, Mental Health Assessment, and Community Psychiatric Supportive Treatment. We recently became an Ohio Medicaid Behavioral Health Provider as well.
In 2019, Providence House was recognized as an "innovative and Exemplary Respite Service" by the ARCH National Respite Network, a United States Children's Bureau Champion for Preventing Child Maltreatment, and one of the Nonprofit Times' Top 50 National Nonprofits to Work For.
Additionally, Providence House has secured the highest ratings for nonprofit transparency and fiscal performance from GuideStar and Charity Navigator.
What have they accomplished so far and what's next?
Providence House has been funded primarily through philanthropy for 39 years and we charge no fees for the services we provide. We understand that this places us in a vulnerable position with regards to the ever-changing economy. However, as part of our “Vision 40” Strategic Plan, we have begun to expand, engage, and explore outside streams through which we can secure new additional revenue, such as per diem contracts with County agencies like the Alcohol, Drug Addiction and Mental Health Services (ADAMHS) Board and DCFS, Medicaid reimbursement, earned income through community background check services, and the launch a fee-based digital consulting model to disseminate the Providence House Crisis Nursery program model throughout the United States. Other targeted revenue streams include launching a formal planned giving program, implementing a major donor strategy, new digital e-commerce tools, cause-related marketing with our Corporate Partners, and new state and federal government funding.
In an effort to serve more children and families in crisis in the drastically underserved neighborhoods on Cleveland’s East Side, Providence House has also launched our Giving Hope for the PHuture Campaign. This involves the construction of a 20-bed Crisis Nursery and renovation of the historic Weizer building in the Buckeye/Shaker neighborhood to include a Children’s Education and Activity Center, a Family Resiliency Center, and our Administrative Headquarters. To date, Providence House has raised nearly $5,000,000 toward our $13 million campaign and expects that all areas of our new East Side campus will be open and operational by Spring of 2022.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
How is your organization using feedback from the people you serve?
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, To understand people's needs and how we can help them achieve their goals
-
Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive
-
What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Unlock nonprofit financial insights that will help you make more informed decisions. Try our 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.
Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
SubscribeBuild 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.
Connect with nonprofit leaders
SubscribeBuild 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.
PROVIDENCE HOUSE INC
Board of directorsas of 10/11/2022
Mr. Gregory Rush
Cleveland Browns
Term: 2020 - 2022
Gareth D. Vaughan
The Albert M. Higley Company
Jeffrey A. Robinson
Grant Thornton LLP
Karen R. Dolan
Community Volunteer
Jane M Cronin
The Sherwin-Williams Company
Timothy K. Flanagan
Benesch Friedlander Coplan & Aronoff
Gregory D. Rush
Cleveland Browns
Shelby Ball
KeyBank
Paul T. Kostyack
University Hospitals Health System, Inc.
Ryan P. McKean
Skylight Financial Group
Carol A. Moore
UnitedHealthcare Community Plan
Duane F. Bishop, Jr.
Forest City
Adam R. Jacobs
Oppenheimer & Co., Inc.
Karla R. Wludyga
PRADCO
John (Chaz) Weber
Tucker Ellis LLP
Charlene Coughlin
TWIST Creative
Rob DiGeronimo
Independence Excavating, Inc.
John C. Evans
Jones Day
Joseph P. Lukac
Ernst and Young
Tony Madalone
Fresh Brewed Tees
Tori Nook
Anchor Cleveland
Eileen Schreiber-Radis
Deloitte
Meri Armour
PLe Bonheur Children’s Hospital
Warren Blazy
Jones Lang LaSalle
Chris Conti
Lancor Partners Inc.
Anna Kanaris
Moen
Tom Reddy
MCPc
Cristine Torek
CMT Consulting LTD
Board leadership practices
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? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 10/11/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- 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 analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- 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.