Mission: New England Kurn Hattin Homes was founded in 1894 by Reverend Charles Albert Dickinson, who believed that young children in need or orphans could be cared for in a nurturing rural setting rather than the urban childcare institution which existed at the time. Today our mission and commitment to provide services to children and families are as strong as they were when the initial seeds were planted. Kurn Hattin is a charitable home and school dedicated to helping children grow up to become happy, productive members of society. Our program is uniquely qualified to address the complex issues of family values and children in need and at risk. Some 105 boys and girls, ages five to fifteen, and staff members form the Kurn Hattin community.
Mission Statement: Kurn Hattin Homes transforms the lives of children and their families forever.

New England Kurn Hattin Homes is a 501(c)(3) organization, with an IRS ruling year of 1926, and donations are tax-deductible.

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Contact Information

  http://www.kurnhattin.org/

 708 Kurn Hattin Road
Westminster VT 05158 

  P.O. Box 127
Westminster VT 05158

  802-722-3336


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Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 91.84, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2020, the latest year published by the IRS.

View this organization’s historical ratings.


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Star Rated Report

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Program Expense

Program Expense Ratio

81.0%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

9.6%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

9.2%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

1.8%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.19


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

6.92 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

1.12%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Stephen Harrison, Executive Director

$141,079 (2.42% of Total Expenses)


Source: IRS Form 990 (page 7), filing year 2020

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

School, college, trade school, etc. (BMF activity code: 030)

Combat juvenile delinquency (BMF activity code: 328)


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them. Charities may submit their own pandemic responses through their nonprofit portal.


New England Kurn Hattin Homes reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue


How COVID-19 impacted the organization's operations financially:

Kurn Hattin Homes annually visits a significant number of our donors and prominent supporters, but due to the pandemic we were unable to make these personal contacts - we were unable to travel locally and nationally. Unfortunately, many of these supporters are older and do not regularly use digital media, so while we tried to contact our broader community via social media and digital messaging, virtually half of our population did not receive these messages due to not being active on social and digital media. We still sent out snail mailings, but the impact was not the same. Our general operations funding was down by 19% and special purpose funding was down by 57% this year. We applied for and received PPP funding which allowed us to maintain full employment for our staff.


How COVID-19 impacted the organization's delivery of programs:

In March 2020 all children went home. We maintained digital, telephone, and mail contact throughout the spring. Our Summer Program was truncated to 5 weeks and we had a limited number of children for the second half. There were no visits home nor parent visits, nor off-campus excursions. In the fall, for in-person learning and social distancing, the census was reduced to 60 children (from a possible 105). Limited visitation policies impacted our children and families. Each time the children returned, we conducted COVID tests. From Thanksgiving until the first part of January we were in distance learning mode. This put a considerable strain on staff and families alike. In mid-January we resumed on campus learning. Revamping ventilation systems , social distancing, and wearing masks allowed for safe operations. We ate breakfast and most dinners in the cottages and lunches in the classrooms, which put additional strains and expenses on our food services.


How this organization adapted to changing conditions caused by COVID-19:

In addition to the program information previously given, virtually all of our administrative staff worked from home for the entire time, increasing the complexity of our communications and service delivery. Volunteers to the Homes were no longer allowed on campus to assist with classroom activities, and no outside programs were allowed on campus. All of our music and athletic trips off campus were shut down for the year. In the main academic building, we defined paths for walking in the hallways, closed off some common restroom spaces (to allow for adequate sanitizing of heavily used restrooms), designated up and down sections of stairwells, put up plexiglass partitions where needed, removed fabric furniture from classrooms, installed hand-sanitizer units in the hall ways, closed communal water fountains, and spread out desks in classrooms for social distancing.


Innovations the organization intends to continue permanently after the pandemic:

The primary aspect that may remain after the pandemic is the lowering of our census numbers. The lower census allows for better supervision of the children and more personalized attention in the cottages.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
8/3/20212020 91.84
6/1/20202019 91.70
7/1/20192018 91.51
7/1/20182017 89.27
8/1/20172016 92.84
7/1/20162015 91.35
6/1/20162015 90.06

This organization received multiple star ratings within this fiscal year, due to an update to it's Accountability and Transparency data and/or the receipt of an amended Form 990.

Rating Version: 2.0
9/1/20152014 91.32
5/1/20142013 86.07
6/1/20132012 89.87
7/1/20122011 87.75
9/20/20112010 81.71
Rating Version: 1.0
7/1/20112010 75.58
7/1/20102009 81.10
7/1/20092008 83.58
4/1/20082007 83.60
2/1/20072006 77.27
5/1/20062005 80.34
1/1/20062004 88.11

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

New England Kurn Hattin Homes cannot currently be evaluated by our Encompass Rating Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.

Learn more about Impact & Results.

Do you work at New England Kurn Hattin Homes? Join the waitlist for an updated Impact & Results score.


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Additional Information

Unscored

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Largest Programs

Largest Programs



New England Kurn Hattin Homes reported its largest program on its FY 2020 Form 990 as:


$4,651,167

Spent in most recent FY

100%

Percent of program expenses


NEW ENGLAND KURN HATTIN HOMES' PURPOSE IS TO PROVIDE HOMES AND EDUCATIONAL FACILITIES FOR CHILDREN FROM FAMILIES AFFECTED BY TRAGEDY AND SOCIAL OR ECONOMIC HARDSHIP.


...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by New England Kurn Hattin Homes is a passing score.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


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Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


New England Kurn Hattin Homes was founded in 1894 by Reverend Charles Albert Dickinson, who believed that young children in need could be better cared for in a nurturing rural setting rather than the urban childcare institutions which existed at the time in the Boston area. Today our mission and commitment to provide services to children and families are as strong as they were when Reverend Dickinson began his efforts. Kurn Hattin Homes offer a safe and caring year-round, charitable home and state-approved school dedicated to helping children grow up to become happy, productive members of society. Our program specifically addresses the complex issues of family challenges and children's well-being. Annually, some 60-65 children, ages five to fifteen, and staff members form the Kurn Hattin Homes community. Our Mission Statement: Kurn Hattin Homes transforms the lives of children and their families forever.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


While family challenges such as poverty and social/emotional stresses will likely never go away, Kurn Hattin Homes provides a path for children to develop more successful patterns of living and productive engagement in life. Our goal is to reach as many children as we can, offering help for families and hope for children for as long as necessary.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: Work with all constituencies, past and present, to resolve concerns and restore institutional focus on our Mission of positively transforming the lives of children and their families forever.

Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.


Goal Two: Grow institutional financial resources significantly as well as the size and diversity of the donor base.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Goal Three: Successfully complete the accreditation process through the New England Association of Schools and Colleges (NEASC).

Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Pre-Covid, we invested in staff development by sending the Dir. of Residential Services to a week-long ISM leadership training. Additionally, our Administrative Team has undergone extensive institutional assessment through the NEASC accreditation review as well as DCF and AOE reviews. We have thoroughly reviewed and revised virtually all operational policies and procedures during these reviews and as the result of writing a 40-page pandemic protocol for our organization. This has been a growth and renewal process for all staff, particularly the leadership team. Additionally, we have instituted training for all staff on Trauma-Informed-Care for children and Crisis Prevention and Intervention (CPI) protocols. Normally, we also hold a professional development Fall Conference which had to be cancelled last fall, but it is scheduled for staff (and other regional professionals) this October featuring Dr. Stephen Pimpare from UNH presenting on leadership roles regarding child poverty.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Raising Awareness

  • Community Building

What are this organization’s external mobilizaton efforts?

Outreach to related organizations includes AFP-NNE for fundraising, VT Independent School Assoc, Coalition for Residential Excellence, Council of Independent Schools, VT Principals' Assoc, High-Five, and more to engage and learn from these groups for institutional advancement and missional fulfillment. Our alignment with these and other groups amplifies our impact in exposure, recruitment, training, best practices, and fundraising. Our Annual Fall Conferences provide this for others in our region as well. We utilize radio (public and commercial), newspapers, and digital (social) media for awareness, exposure, and recruitment. Our admissions staff maintain contacts with numerous sources in schools, churches, social services, conferences, family (alumni) connections, and more to find and attract families/children who need our services.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


When Gov. Scott ordered schools to close in March of 2020, our children went home, and our teachers pivoted to remote learning. Using digital media (Zoom, etc), mailed and hand-delivered paper packets, telephone calls, and even "porch visits," we maintained regular contact with over 90% of our children. Res life staff and counselors also had regular contact with families to keep children on task and families from feeling abandoned. Graduations were conducted at each graduate's home on a "trailer stage" that was driven to each home allowing for individualized ceremonies for each child/family. We used the YMCA Covid manual to develop our own specific protocols for our Summer Program and brought children back to campus for a 5-week socially-isolated "bubble" residential program for any child who wanted it. Over half of our children participated. The children and staff were tested upon arrival and lived and traveled in small groups by cottage, fully masked. We had no Covid cases through the summer. In the fall, we adapted the summer protocols for our fall semester. Children and staff were tested upon return, and all children began with a 2-week cottage-isolation before classes began. Our census numbers were reduced to 60 to allow for classroom social distancing. Meals were delivered to cottages and classrooms, eliminating our common dining hall use. Hallways were physically split in the middle with partitions to maintain one-way movement. Children remained on campus for 8-wk periods with no excursions or visits home. Every 2 wks families could visit for up to 2 hrs in outside locations on Sunday afternoons with everyone in full PPE. A 1-wk break in October allowed children to go home for a visit, and the testing regimen was repeated upon return. We repeated distance learning in December with the children at home. Sem 2 was conducted like the fall. With restrictions being eased by June, we did hold an on-campus, outdoor communal graduation under a tent.

Source: Nonprofit submitted responses

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

Not Currently Scored

New England Kurn Hattin Homes is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback data. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.


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Culture & Community Report

Unscored

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Constituent Feedback

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We award every nonprofit that completes the Candid survey full credit for this Beacon, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. Although the data is not evaluated for quality at this time, future iterations of this Beacon will include third party or other data that will serve to validate the information provided by the nonprofit.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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