Our Little Haven
Caring for Children & Families. Mind. Body. Soul.
Programs and results
What we aim to solve
Our Little Haven is addressing early childhood abuse, neglect, behavioral and mental health concerns by offering services through a suite of programs designed to make an impact on the child, the family, and the community.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Foster Care Case Management at the Taylor Family Care Center
Providing case management while investing in the strength and stability of family through compassionate, comprehensive foster care and adoptive services. Taylor Family Care Center's professional staff offers to help children and families attain safety and permanency. Services include psychological and development assessment; counseling; day treatment; in-home services; and mental health services just to name a few. All care is provided in collaboration with sister agencies in the St. Louis Partners coalition (Catholic Charities, Lutheran Families and Children 's Services, Bringing Families Together.)
Our Little Academy Therapeutic Preschool
Early intervention diagnosis and full day therapeutic treatment is provided in an engaging preschool educational setting by educational therapists (one therapist for each 3 children). Psychologist and licensed clinical social worker provide individual and family treatment with consultation care provided by a pediatric psychiatrist. Mental health care stabilizes children ages 3-5 so that emerging mental health problems don't become full-blown disorders, difficult to treat.
Keystone Mental Health Services
Keystone Outpatient Mental Health Services is a mental health practice that provides professional services: mental health assessments/evaluations, treatment, and community consultation.
Medical Case Management
Foster children often have serious chronic health care needs. Each foster child at OLH receives a medical health needs assessment as they come into care in our case management program. Our nurse gathers and reviews medical records, collect smedical history and develops an individualized primary care plan for each child to help promote healthy futures.
Where we work
Awards
What’s Right In The Region Award 2009
FOCUS St. Louis
Smurfit-Stone Entrepreneurial Alumni Award 2009
St. Louis University
Princeton Award 2007
Princeton University
Local Hero Award 2006
Bank of America
Advocacy Award 2004
St. Louis Children’s Hospital Trustees
Lifetime Achievement Award 2013
St. Louis University Women's Commission
Entrepreneurial Alumni Award 2014
St. Louis University
Entrepreneurial Alumni Award 2014
St. Louis University
Affiliations & memberships
Council of Accreditation of Child and Family Services, Inc. 2023
National Health Services Corps 2022
Missouri Coalition for Childred 2023
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsPercentage of Keystone Clients with Symptom Reduction
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, At-risk youth, People with psychosocial disabilities, Children and youth
Related Program
Keystone Mental Health Services
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This is a measure reflecting the reduction of mental and behavioral health symptoms as measured by mental health professionals using diagnostic tools. The goal is 72% of the clients are successful.
Percentage of Keystone Clients with Increase in Functioning
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, At-risk youth, People with psychosocial disabilities, Children and youth
Related Program
Keystone Mental Health Services
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This is a measure reflecting the success of routine functions/activities as measured by mental health professionals using diagnostic tools. The goal is 80% of the clients are successful.
Percentage of Our Little Academy Clients with Symptom Reduction
This metric is no longer tracked.Totals By Year
Population(s) Served
Infants and toddlers, Families, People with psychosocial disabilities
Related Program
Our Little Academy Therapeutic Preschool
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This is a measure reflecting the reduction of mental and behavioral health symptoms as measured by mental health professionals using diagnostic tools. The goal is 72% of the clients are successful.
Percentage of Our Little Academy Clients with Increase in Functioning
This metric is no longer tracked.Totals By Year
Population(s) Served
Infants and toddlers, Families, People with psychosocial disabilities
Related Program
Our Little Academy Therapeutic Preschool
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This is a measure reflecting the success of routine functions/activities as measured by mental health professionals using diagnostic tools. The goal is 80% of the clients are successful.
Number of Clients in Medical Case Management Program
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Caregivers, Families, Foster and adoptive children
Related Program
Medical Case Management
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This is a measure reflecting the number of children case managed by licensed, credentialed, registered nurse as part of a holistic approach to healing.
Permanency Rate at Taylor Family Care Center
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Families, Caregivers, Foster and adoptive children
Related Program
Foster Care Case Management at the Taylor Family Care Center
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
"Permanency Rate" - percentage of children who have been placed in permanent homes (extended family, adoptive family) or reunited with birth family; and, have not returned to state custody. Goal = 15%
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
The Goals of Our Little Haven beginning in July 2021 through July 2025 are to:
1. Effectively serve at-risk children per year through an early intervention process measured by assessment tools.
2. Produce a 95% "Permanency Rate" through the Taylor Family Care Center Foster measured by assessment tools, & outcome results.
3. Produce a "Zero Re-Admission" through the Taylor Family Care Center Foster measured by assessment tools, & outcome results.
4. Produce an 85% "Reduction of Symptoms" of clients through the Keystone Program measured by assessment tools, & third-party audits.
5. Produce 95% "Client Satisfaction" through the Keystone Program measured by client survey, parent observation and outcome results.
6. Produce 90% "Success After Academy" through Our Little Academy measured by a long-term study of educational placements, and parent interaction.
7. Produce 85% "Reduction of Symptoms" of clients through Our Little Academy measured by assessment tools, and third-party case audits.
What are the organization's key strategies for making this happen?
There are numerous strategies to help the organization "do better." These strategies were a result of a team approach to identifying what needs to be in place to assure success. Each Program submits strategies to Strategic Leadership Team (SLT) for analysis and implementation. SLT suggested 10 strategies that each Program Team uses in their efforts toward being "better" at what we do.
1. Performance Quality Improvement meetings monthly.
2. ARC “Availability, Responsiveness and Continuity" meetings monthly.
3. Initiated a DE&I education/training process for all staff and leadership.
4. Design "Action" to respond to Program Reports.
5. Design a Communication Plan to keep employees updated and informed.
6. Design Consumer Panel to add customer voice to the process.
7. Engage Volunteer Leadership with accountability measures using goals and objectives of programs for better service.
8. Maintain COA accreditation.
9. Design Orientation/Training Committee to resolve ongoing needs.
10. Develop “5 Questions" to be used to define success.
11. Combine the Strategic Plan process with the Performance and Quality Improvement (PQI) process.
What are the organization's capabilities for doing this?
Our Little Haven has an abundance of resources to support the effort toward meeting these goals. After a year of identifying and stating the strategy and goals, many resources have been made available to ensure continuous outcome measurement resulting in:
A budget that includes funds for the DE&I process; Performance and Quality Improvement (PQI) and ARC (Accessibility, Responsiveness, and Continuity) processes (key tools to a strategic approach to successful goal setting and accomplishments); COA accreditation process; Washington University and University of Tennessee Client Satisfaction process; standing PQI Trustee Committee; staff engagement with PQI and ARC meetings; routine/monthly measurement of success; peer-review; and, an Organization Action Team established representing each program. The implementation of the plan is the responsibility of the Strategic Leadership Team and the members of the Team are accountable to each other and the Management Staff.
What have they accomplished so far and what's next?
Through the ARC and PQI Process, Program Teams meet monthly to measure the results of work, discuss and resolve hurdles, agree on tools to use to measure, and agree as to what is being measured and why. Once a month, the Program PQI Teams' Managers meet as an Admin PQI Team to discuss success, hurdles, measurements, and results.
In answering the "5 Questions," the monthly indicators are a clear assessment as to what has been seen as successful (clients being successful) and not (clients not being successful.)
Through this process, the organization has established an Organization Action Team (OAT) which is in place to listen to the direct care workers (through a representative body) as they describe, to the decision-makers, what works, what doesn't work, what organizational hurdles impede the healing process and what suggestions they may have to help them do a better job and reach better performance goals.
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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Who are the people you serve with your mission?
Underserved Children and Families (natural and adoptive/foster)
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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, 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
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What significant change resulted from feedback?
Updating publications; virtual/tele-med process; removal of OLH logos on some of the transportation vans to protect the identity of clients.
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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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
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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- Compare nonprofit financials to similar organizations
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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.
Our Little Haven
Board of directorsas of 04/06/2023
Mr. William Newbold
JP MorganChase
Term: 2018 - 2025
Mrs. Risa Zwerling-Wrighton
Jerry Adams
The Legends
Denise Bahlinger
Community Leader
Peter Barkofske
Graybar
Peter Baxendale
Missouri General
Mike Brennan
Every Child's Hope
Ron Cameron
Community Leader
Daniel Charles
William Blair
Maleen Corrigan
Community Leader
Joe Eppy
BKD
Steven Faust
Icon Mechanical
Ben Geis
Eagle Private Capital
Anne Golterman
Jenkins & Kling
Robert Golterman
Lewis, Rice & Fingersh
Scott Goodman
Enterprise Bank & Trust
Kate Gunn
Community Leader
Rick Heinrichs
Productivity Consultant
Glenn Heitmann
Heitmann & Associates
Maureen Heitmann
Heitmann & Associates
Kathleen Hummel
Our Little Haven
Dixie Hummel
Community Leader
Peter Hummel
Community Leader
John Irace
Packaging Concepts
Anne Kelleher
Immerse
Jim Kelleher
Nerinx Hall High School
Margy Kemp
Oaktree Products
Amanda Klenov
Retired CEO - GFI, Inc
Pat Kloster
Community Leader
Dale Kluba
BP North America
Beth Kluba
The Boeing Company
Paul Klug
Polsinelli
Mark Mager
CFO Emerson
Matthew McGrath
USI
Robert Meyer
Meyer Group
Lori Moser
Emerson
David Nestor
Enterprise Holdings
William Newbold
JP Morgan
Christine Newbold
Noboleis Vineyards
David Nieters
IBM
Carol Schuchard
CEO - Das Bevo
Jim Souers
Marcone
Daniel Tarlas
Asset Management Group
Donald Vietor
The Boeing Company
Risa Zwerling-Wrighton
Washington University
Anthony Bedford
Social Worker
Guy Slay
Community Development
Anthony Bedford
Social Worker
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 03/20/2023GuideStar 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 have community representation at the board level, either on the board itself or through a community advisory board.
- 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.