Cedarcrest 2025 Annual Report

President’s Remarks
Dear Friends,
This year at Cedarcrest has been defined by a single, driving
question: How do we build a future that is as resilient
as the children, young adults, and families we serve?
Reflecting on the past twelve months, the answer lies in
our commitment to “walking the walk”—making tangible
investments that strengthen our foundation and prioritize
the needs of the children and their families. Guided by
our strategic plan, our focus has been clear: to take
exceptional care of the children, take exceptional care
of the staff, and be exceptional stewards of our nonprofit
business. We are not just maintaining a standard of care;
we are actively elevating it.
Resilience in care means constantly adapting to meet
new challenges. This year, we forged a new, ongoing
agreement with Dartmouth Health Children’s, a partnership
designed to promote best practices, continuity
of care, and advanced training. This collaboration has
already launched ongoing clinical practice skills days,
bringing experts from both teams together to sharpen
our capabilities. We also solidified our internal leadership
to ensure our services remain robust, welcoming accomplished
leaders Buffy Meliment as our Director of Nursing
and Bethaney LaClair as Director of Advancement earlier
this year.
We also celebrate a significant milestone for Kristin
Targett. After more than 15 years of dedicated full-time
service, Kristin is transitioning to a new chapter. While
she will remain with us in a part-time leadership capacity,
she has recently been named Execuitive Director of the
Pediatric Complex Care Association. This important
appointment places a Cedarcrest leader at the helm of
our national trade association, ensuring that our values
and expertise help shape the future of complex care
across the country.
Our Mission
Cedarcrest enriches the lives of children with
complex medical and developmental needs,
supports their families, and collaborates with
other community providers to build
a continuum of care.
Beyond personnel, this year we invested in the tools
of our trade. We deployed organization-owned mobile
devices to better capture and share moments with
families, and implemented new iPads for streamlined
charting. To support the physical comfort and development
of our residents, we acquired new adaptive bikes
as well as specialized positioning equipment and furniture
to support posture and relaxation.
We have long believed that you cannot have a resilient
organization without a resilient workforce. This year,
we continued to invest in our team, demonstrating that
commitment through consistent action. We successfully
restructured nursing shifts to 12-hour schedules to support
better work-life balance and implemented continued
pay and benefit enhancements, including a commitment
to regular cost-of-living adjustments. The results speak
for themselves: decreased staff turnover and lower
vacancy rates. By adding necessary positions across
Nursing, Education, Environmental Services, and Facilities,
we are building a culture where talent is cultivated
and where staff have the resources they need to focus
on what matters most: the children.
To ensure this work endures, we also turned our focus
to the long-term stewardship of our physical resources.
This year, we saw the installation of our new solar array
on land we purchased from the City of Keene. This
project—a dynamic partnership with the City, ReVision
Energy, and private investors—reduces our carbon
footprint and locks in long-term energy savings. Further
securing our future, we finalized the purchase of an
additional 7.5 acres adjacent to our property. While
we have no immediate plans for development, holding
this land ensures we have the space to adapt to future
needs—whether that means additional outdoor spaces
for the children, parking for our growing staff, or new
opportunities to meet community demand.
2
RESILIENCE
Cedarcrest_2025 Annual Report_v3.indd 2
12/19/25 12:39 PM