HUNDRED NIGHTS INC
Reaching for the Warmth of Home
Programs and results
What we aim to solve
Hundred Nights, Inc. operates to minimize the devastating impact that homelessness creates on the person and the community by providing a continuum of shelter options, housing referrals, health care and educational services. The Mission of Hundred Nights, Inc. is to provide shelter and crisis related services to the displaced or homeless. Our goal is to collaborate with and enable the community to see, hear and support those among us who are equally deserving of dignity but who currently lack the means to live independently. Our Vision is that every individual in the Cheshire County area will have access to appropriate, stable housing so they can live safe, productive and satisfying lives and be respected members of their community.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Open Doors Resource Center
The Open Doors Resource Center (RC) exists to connect people to one another and to the resources available in our community which they may need. It is also a safe and dry place to be between 8:30 am and 4:30 pm during inclement weather for those at risk of or experiencing homelessness. While the RC is open there is access to hot or cold beverages, breakfast food, lunch, dinner time meals on weekends, laundry facilities with advance sign ups, a phone, fax or computer to use, a job board, volunteers to help write resumes, haircuts once a month, a dental health day once a month, a mailing address to pick up mail and use to procure an ID if needed, companionship, newspapers and books. Personal care items such as toothbrushes & paste, shampoo & conditioner, feminine hygiene products, deodorant & soap and clothing such as coats, hats, gloves, shoes, backpacks, pants and shirts are donated and available to guests in need. Referrals are made to other agencies and programs such as The Community Kitchen, Monadnock Family Services, Cheshire and/or Keene Housing, Southwestern Community Services, Veterans Services, federal, city and town welfare officers, the Saturday lunch program and showers at the Salvation Army, etc. Assistance is provided to any RC guest to get and help fill in applications for services such as housing and subsidies, eye exams and glasses through the Lion's Club, Food Stamps, Medicaid, Safe-Link phones and ID's. Often to get an ID, guests will first need assistance getting a birth certificate and/or social security card, which sometimes requires financial help from the Resource Center. There is also a small fund available to help with prescriptions for antibiotics.
The RC offers afternoon programs between June and October. During this time volunteers and guests lead skill building in various subjects. In 2018, there were hiking/trail clean up once a week in order to earn a pair of boots/shoes, cribbage and scrabble “tournaments”, art therapy classes and a free counselor on-site one afternoon a week.
Hundred Nights Emergency Shelter
The Hundred Nights Shelter provides emergency overnight shelter to people experiencing homelessness, now on a year-round basis starting in 2019. In November and April, when we are using only our own facility on Lamson St., there are 26 beds available to those in need of shelter. From January to March each year there are 38 available beds, due to the fact that the United Church of Christ in Keene opens up their dining room with 12 cots. Hundred Nights Shelter is now also open between May and October, currently with 20 beds available, due to a reduced number of staff, as this is our first year of being year-round. We would like to be able to have all of our beds open with full staffing by 2020.
Every night from November to April, there is a Shelter Manager and 2-4 volunteers ready to greet people as they come inside. A one-on-one intake interview is conducted, forms are filled in and copies are made of ID’s, if available. Information is distributed about local services available such as meals and food boxes, laundry, counseling, showers, clothing and other resources. People are asked if they need assistance in applying for or setting up an appointment for Medicaid, Food Stamps, Keene Human Services, SCS Programs like WIC or Fuel Assistance, housing, Safe-Link phones, eye exams and eyeglasses. There are 32 lockers that are assigned to people if they would like to store some of their belongings.
Guests are allowed into the dormitory style shelter with bunks for the night at 6:45 pm and must leave at 7 am, except for the families with children who are able to stay inside during the day. There are staff people who are awake all night at both shelter locations. Between May and October, there are less staff on duty, so the intake process is a little different.
Where we work
External reviews
Photos
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?
Hundred Nights newly completed Strategic/Business Plan contains three organizational goals with related strategies:
Goal 1) Increase the community's understanding of the cause and effects of homelessness and increase support from the community for those who are homeless or at risk of becoming homeless.
Goal 2) Ensure that HN has a sustainable business and financial model that enables us to carry out our mission.
Goal 3) Ensure that the programs offered by HN provide optimum services for those we serve, and that those individuals who are at risk of becoming homeless, or are currently homeless, receive sufficient services from HN to allow them to maximize their potential.
Hundred Nights currently has 4 FT employees, an Executive Director, a Shelter Administrator, a Resource Center Manager and a new Administrative Assistant. There are 6 PT and/or Seasonal employees. There are hundreds of volunteers who do everything from organizing the donations to making meals to shelter intake to providing counseling services. We are governed by a Board of, now 12, and plan to expand to 15 by years end. We also plan to (1) establish 60 volunteer Ambassadors to work within and represent the 23 towns located in Cheshire County and (2) increase the number of jobs and rate of pay of our employees moving all positions to a $15/living wage and for salaried positions and a more competitive rate of pay and benefits. The new staff positions we need to sustain and improve our shelter and services include: a PT Case Manager in 2020.
What are the organization's key strategies for making this happen?
Strategies for Goal 1) Create a network of at least 60 ambassadors who have agreed to help advocate for HN by 2022. Within an overall communications plan, create messaging and materials for ambassadors and others to convey so that key messages are conveyed to at least 20 different sectors of the community, building a stronger network of partners for Hundred Nights. Increase media placements and coverage by 50% by 2021 (current # is 35). Implement a system of strategic, personal visits to individual donors that will increase annual donations by at least 100% over FY 2018 totals by December, 2022.
Strategies for Goal 2) Create a financially sustainable business plan that will be implemented over the next three years – through September, 2022. Identify and obtain a safe facility by December, 2020 that meets the organization’s needs, is financially sustainable and affirms the self respect of the community, the staff and those we serve. Create a sustainable staffing plan that will, by December, 2022, ensure that all existing and new programs are fully staffed.
Strategies for Goal 3) By October, 2019, establish a 3 year Vision Plan for programs and services that Hundred Nights will provide. Implement programs as outlined in the 3 year plan. Provide appropriate and sufficient space and staffing to meet the emergency shelter needs of the community by September, 2020. Create a sustainable staffing plan that will, by December, 2022, ensure all existing and new programs are fully staffed.
What are the organization's capabilities for doing this?
HN has been intentional in developing strategic and financial plans and projections. The board has been educated about fundraising and fundraising plans that include personal solicitations, direct mail, special events and grant proposals. HN's plan includes development initiatives and communications. First year (2018) pursuits achieved an additional $72,627 in contribution/grant revenues over the previous year.
HN’s goal in building fundraising revenues has multiple facets. First, bring in additional revenues for client services, especially housing focused case-management. Secondly, strengthen advocacy for those experiencing homelessness. Finally, increase the level of investment from HN donors with the goal of purchasing and sustaining the programs and a facility. HN was gifted investor support to undertake future strategic and business planning processes. The consultant working on fundraising was hired to support HN in this regard. A new three-year strategic plan, a business plan and a set of financial projections running through 2026 has been completed.
As part of the long-range financial planning, HN analyzed its revenue streams and have strengthened partnerships with other organizations to mitigate any possible changes in funding. HN recently negotiated two new contractual income streams: The Doorway Program at Cheshire Medical Center and the HUD State-Grant-In-Aid funding for shelters and case-management. This has helped HN to broaden and diversify its base of funding.
While staff continues to recommend/manage HN, the board is engaged in exploring partnerships with other organizations and funders, providing the perspectives needed from the community’s point of view and advocating for HN amongst decision-makers and stakeholders. The board is also moving toward the role they will ultimately play in determining the effectiveness of HN programs. As a result of these planning processes, the board is better educated and engaged in the financial picture and the various factors that impact success. The board has embraced this and works to create policies and procedures to back up fundraising efforts, and to help build the board with individuals who can help us in this area.
What have they accomplished so far and what's next?
Since we completed our new Strategic and Business Plans in August, 2019 the following has been accomplished:
1. Monthly Meetings of an Advocacy Committee started 08/19. Number of ambassadors formally agreeing to advocate for HN: 20 by 12/20 - there are currently over 20 people who have offered to be ambassadors (10/19)
2. A completed Initial presentation by 12/19 - A sub-group of the Advocacy Committee is approximately 30% done with a powerpoint presentation and related talk (10/19)
3. Cultivation of at least 3 potential members for each category not currently represented by matrix or which the board wishes to enhance
4. Successful recruitment of 5 new members by 12/19; annual recruitment to replace members cycling off to ensure 15 board members.
The Board has increased from 9 active members to 13 currently. The matrix showed a need for board members with experience in Finance., which 2 of the new members have. The other 2 new members have experience in marketing and making presentations, another needed skill.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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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.
HUNDRED NIGHTS INC
Board of directorsas of 11/22/2019
Jan Peterson
Former NH Public Defender
Term: 2019 - 2021
Chuck Mobilia
Retired Keene State College IT Dept
Term: 2019 - 2021
Richard Newton
Retired Government Contractor
Doug Iosue
LSW at Cheshire County DOC
Roberta Heinonen
EMT/Fundraiser
Teresa Starkey
Educator
Jan Manwaring
Retired LSW
Jim Duffy
Case Manager, Cheshire Medical Center
Brian Conefrey
Accountant
Peter Starkey
Executive Director, Monadnock Peer Support
Nancy Newton
Retired RN
Terry Fecto
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
No data
Gender identity
No data
Transgender Identity
No data
Sexual orientation
No data
Disability
No data