Cedarcrest 2025 Annual Report

PRESIDENT’S REMARKS, CONT.
Finally, we know that excellent care must be matched by powerful advocacy. We were
honored to welcome Senator Maggie Hassan to Cedarcrest, giving her a firsthand look
at the intersection of medical complexity and human potential. We are also preparing
for upcoming visits from Congresswoman Maggie Goodlander and Governor Kelly Ayotte,
ensuring that as leadership changes in Concord and Washington, the families of
Cedarcrest remain visible and valued.
None of this progress would be possible without the dedication of our Board of Trustees,
Advisory Council, staff, residents, students, families, volunteers, donors, and community
partners. Your guidance, generosity, and belief in our mission strengthen Cedarcrest at
every level. To each of you I extend my deepest gratitude.
As we look to the future, we are clear-eyed about the landscape before us. We recognize
the uncertainty in the federal political climate and the potential funding hurdles
facing public services. While our current foundation is solid, we are not complacent.
We anticipate a demanding road ahead, but because of the strategic groundwork we
have laid—in financial stewardship, staff stability, and high-level advocacy—Cedarcrest
is well-positioned to navigate these headwinds.
Thank you for your belief in our mission, and for standing with us as we build a resilient
future for every child we serve.
With gratitude,
Jay Hayston President & CEO
Strategic Planning Goals
2024-2026
The
Acuity of Care
Profile
July 2025
In the fiscal year
2025, Cedarcrest
supported 52
children/families
through long or
short-term care
and day education
Cedarcrest
supported more
than 50 short-term
stay visits for
15 children
92% of the
children in
Cedarcrest’s
long-term care
require G/J tubes
for all nutrition
or supplemental
nutrition as well
as for dosing
medications
Map of the home communities
of the children and youth
we have served for longand
short-term stays
Map of the home communities
of the children and youth we have
served and for long- day and education
short-term
stays and day education during
fiscal year 2024.
during our fiscal year
2025.
1. Exceptional Services
We will provide exceptional services to children,
young adults, and their families by strengthening
existing offerings and expanding where
there is a need in Cedarcrest’s community.
2. Transformative Employee Experience
We will prioritize the employee experience
by championing pay, benefits, growth, and
development for staff, and rigorously improve
processes and best practices throughout
the organization.
3. Sustainable Business
We will prepare for what comes next in health
and human services for Cedarcrest through
needs assessment, brand updates, consideration
of service expansion, and proactive
investment in operations and infrastructure.
More than half
of the children
have tracheostomies
40% of
long-term care
residents use
ventilators all or
part of the time
In the last
12 months,
two children
have transitioned
home to live
with their families.
CEDARCREST ANNUAL REPORT 2025 3
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