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The Home For Little Wanderers

 10 Guest Street, Suite 3
 Boston, MA 02135
[P] (617) 267-3700
[F] (617) 267-8142
Jeanne Armocida
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 Printable Profile (Summary / Full)
EIN 04-2104764

LAST UPDATED: 05/01/2019
Organization DBA The Home
Former Names Parents' and Children's Services (2003)
New England Home for Little Wanderers (1999)
Boston Children's Services (1999)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

The Home's mission is to ensure the healthy behavioral, emotional, social and educational development and physical well-being of children and families living in at-risk circumstances.  Our mission is achieved by providing an integrated community-based system of direct care services, special education and prevention. In addition, The Home seeks to expand its sphere of influence through advocacy, being a strong voice for all children and families, not just the ones we serve directly.

Mission Statement

The Home's mission is to ensure the healthy behavioral, emotional, social and educational development and physical well-being of children and families living in at-risk circumstances.  Our mission is achieved by providing an integrated community-based system of direct care services, special education and prevention. In addition, The Home seeks to expand its sphere of influence through advocacy, being a strong voice for all children and families, not just the ones we serve directly.

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2018
Projected Income $50,689,000.00
Projected Expense $52,675,000.00

ProgramsMORE »

  • Case Management Services
  • Community-based Programs
  • Group Homes
  • Residential & Special Education
  • Transitional Programs

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

The Home's mission is to ensure the healthy behavioral, emotional, social and educational development and physical well-being of children and families living in at-risk circumstances.  Our mission is achieved by providing an integrated community-based system of direct care services, special education and prevention. In addition, The Home seeks to expand its sphere of influence through advocacy, being a strong voice for all children and families, not just the ones we serve directly.

Background Statement

With roots dating back to 1799 and the founding of the Boston Female Asylum, The Home for Little Wanderers is the nation's oldest and one of New England's largest child and family service agencies. The goal of our work is always the same: to help children and families thrive and succeed.
  • We counsel families in crisis, helping them stay together and take care of their children.
  • We provide special education and a place to heal for kids with challenges - and celebrate with them when they go home again. 
  • We work in schools, emergency rooms and clinics to assess the right level of care for children.
  • We provide safe havens for children in foster care and create "forever families" through adoption.
  • We offer a place to turn to for teens with no family support and set them on a path to college and work.
The Home's "open door" structure allows children, families and young adults to access programs at any point in the continuum of care based on their needs. Specific service areas include individual, group and family therapy; psychological and neuro-psychological testing; medication management; child and family skills development; therapeutic mentoring; birth parent counseling; life skills training; community connection and integration; behavioral stabilization; educational preparation; and social, vocational and daily living supports.
The Home has been a leader in developing innovative programs for under served populations.  For example, at the time of its formation, our Waltham House program was only the third group home in the country for gay, lesbian, bisexual, transgender and questioning youth; and the Somerville Village and Roxbury Village are two unique programs designed specifically to address the pressing needs of youth aging out of foster care and other state systems without the necessary adult support network to help them transition to the next stage of their lives.

Impact Statement

Top Accomplishments FY18

The Home has made identifying permanent and healthy relationships a priority as soon as children enter our care. In FY18, we fully implemented the Permanency Initiative. All staff in our placement and aging out programs have been trained in principals and practice elements of permanency in FY18. Staff at all levels in our group homes, residential facilities and aging out programs work with youth and their identified permanency resources to ensure that each young person leaves our care with at least one permanent caring adult in their life. 79% of clients maintained or made progress towards permanency at reassessment. 

 The Home opened its doors to its newest program, Somerville Village, in FY18. Somerville Village provides housing and support services to young women who are homeless or at-risk of being homeless and pursuing higher education. Already since its opening, four women have transitioned into apartments of their own and one young women was accepted to a four year college where she now lives.

In FY18, The Home hosted its first Women of Color Conference. This event was held in partnership with Wellesley College. It brought together women who work with girls and young women of color to share best practices and research on how to best work with young women of color. The conference had workshops on self-care, body image, mental health, education equality, and role modeling.


Goals for FY19

· Deliver five expert testimonies at State or Federal level

· 100% of students receiving services through the reading specialist program will meet or exceed their ELA IEP goal(s)

· 65% of school-age children and youth demonstrate improvement in their mental health functioning (by exit) as measured by the Child and Adolescent Functional Assessment Scale - CAFAS

· 100% of youth in placement will make progress on their permanency plans while in care.

Needs Statement


General Operating funds to support our programs serving over 12,000 children and families living in at-risk circumstances

Financial support for our new Permanency Initiative which focuses on the early creation and continued implementation of permanency placement plans for every child in our care.

Support for our education vision: to ensure that all youth we serve will be able to perform academically at grade-level and above while prepared with the vocational and interpersonal skills need for the workforce.

Expansion of the direct care services and training programs our Center for Early Childhood provides to caregivers and educators regarding Social Emotional Learning.

Continue to strengthen our advocacy work to help shape public policy and funding at the State level that affects youth and at-risk families.

Continue to grow our community-based and residential services for young adults who are ‘aging out’ of state systems of care.

CEO Statement


Board Chair Statement


Geographic Area Served

Greater Boston Region-All Neighborhoods
Southeast Massachusetts Region


We have program sites in the following cities and towns and serve their surrounding communities:
  • Boston
  • Bridgewater
  • Cambridge
  • Plymouth
  • Walpole
  • Waltham

Organization Categories

  1. Human Services - Children's and Youth Services
  2. Mental Health & Crisis Intervention - Counseling
  3. Youth Development - Youth Development Programs

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



Case Management Services

The Home serves in a coordination capacity for two family-focused programs in Boston.  Providing a single point of entry for all services, the programs employ the wraparound approach which places the family at the enter of planning process and builds a team around the family's vision for their child's future.
  • The Hyde Park and Park Street Community Service Agencies serve youth with serious emotional disturbance (SED) who are enrolled in MassHealth Standard or CommonHealth. This program is part of the Massachusetts Children's Behavioral Health Initiative (CBHI).
  • Family Networks (Park Street Area Lead) partners with Park Street Department of Children and Families (DCF). The program works only with clients referred from DCF, acting as a single point of entry for all contracted services identified in the DCF service plan.
Budget  $4,361,000.00
Category  Human Services, General/Other Family-Based Services
Population Served Children and Youth (0 - 19 years) Families
Program Short-Term Success 
  • Children and youth are maintained in their family kin or community setting at discharge
  • Children and youth successfully meet service goals
Program Long-Term Success 
Youth able to live successfully within the community.
Program Success Monitored By 
  • Service plan updates
  • Electronic medical record
  • Post-discharge follow-up interview
Examples of Program Success 
  • 85% of children and youth were maintained with their family, kin or in a community setting

Community-based Programs

The Home provides an array of clinical and support services throughout Eastern Massachusetts. Children and families receive services in the locations that are most appropriate for their needs: a child's own home, school, or clinic.
Community-based programs include:
  • Adoption and Comprehensive Foster Care
  • Boston-Suffolk County Family Resource Center
  • Child and Family Counseling
  • Children's Community Support Collaborative
  • Out and About
  • Preschool Outreach Program
  • Safe at Home
  • Therapeutic After School Program
  • The Early Childhood Training Institute
  • The Rice Center
Budget  22723000
Category  Human Services, General/Other Family-Based Services
Population Served At-Risk Populations Children and Youth (0 - 19 years) Families
Program Short-Term Success 
  • Children and youth are maintained in their family, kin or community setting at discharge
  • Children and youth successfully meet service goals
  • Children and youth demonstrate improved mental health functioning by discharge
Program Long-Term Success 
  • Children are maintained safely in their homes and communities.
Program Success Monitored By 
  • Service Plan update
  • Electronic medical record
  • Child and Adolescent Functional Assessment Scale
Examples of Program Success 
  • 95% of children and youth were maintained in their family, kin or community setting at discharge

Group Homes

Children and adolescents transitioning back to their families, progressing to less restrictive environments or preparing to live independently, frequently need support to make a successful move.  The Home operates three group homes providing individualized treatment and services to the youth and their families. 
  • Harrington House, Mission Hill - co-ed ages 6 to 12
  • Roxbury House, Roxbury - males ages 14 to 18
  • Waltham House, Waltham - co-ed ages 14 to 18 (GLBTQ population)
Budget  $4,200,000.00
Category  Human Services, General/Other Children & Youth Services
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success 
  • Improvement in mental health functioning
  • Consistent school attendance
  • Participation in community activities
Program Long-Term Success 
  • Youth able to live successfully within the community
  • Attend school 
  • Pursue a vocation of their choice
Program Success Monitored By 
  • Child and Adolescent Functional Assessment Scale
  • Child and Adolescent Needs and Strengths
  • Youth, parent and caseworker feedback survey
Examples of Program Success 
  • 95% of parents surveyed rated The Home's quality of service as Very Good/Good

Residential & Special Education

Therapeutic residential programs are staff-secure facilities for children and adolescents who have either been removed from their homes due to abuse and neglect, or who have difficulty functioning in the community due to behavioral or mental health concerns. 
The Home operates two private, state-approved, year-round special education schools for academically and emotionally challenged youth.  The schools offer highly structured therapeutic behavior support systems, have small class sizes, a high staff-to-student ratio and support that is tailored to each student's needs and treatment plan.  The two facilities are:
  • Southeast Campus, Plymouth - co-ed ages 10 to 18
  • Clifford School, The Home in Walpole - co-ed ages 12 to 18;  
Budget  $7,681,000.00
Category  Education, General/Other Special Education
Population Served Children and Youth (0 - 19 years) Families
Program Short-Term Success 
  • Improvement in mental health functioning
  • Reduction in trauma symptoms
  • Students improve in English Language Arts and math skills over the course of the academic year 
Program Long-Term Success 
  • Children and youth able to live successfully within the community
  • Educational and vocational preparedness
Program Success Monitored By 
  • Child and Adolescent Functional Assessment Scale
  • Child Post-Traumatic Stress Disorder Symptom Scale
  • Wechsler Individual Achievement Tests
Examples of Program Success 
  • Referring case workers rated the quality of the program Very Highly on feedback survey

Transitional Programs

The Home offers a number of programs for those moving into adulthood who need additional help and resources to further their educational and vocational goals and to prepare them for meaningful lives:
  • Young Adult Resource Network (YARN) assists young adults ages 17-22 who are involved with the Department of Children and Families in obtaining stable housing, employment, physical and psychological wellness, and educational and community involvement, while developing supportive relationships. 
  • Roxbury Village provides safe, affordable housing for youth who are - or are at risk of being homeless, while helping them to develop critical skills, life plans and connections to community resources. 
  • Somerville Village: Support for Higher Education enables young women who are homeless or at-risk for homelessness to pursue post-secondary education by providing housing, therapeutic, emotional, and educational supports.
Budget  $924,000.00
Category  Human Services, General/Other Services for Specific Populations
Population Served College Aged (18-26 years) At-Risk Populations Homeless
Program Short-Term Success 
Youth adults have individual goals in the following five domains:
  • Education
  • Employment
  • Housing
  • Wellness
  • Life skills
Program Long-Term Success 
  • Permanent safe housing
  • Meaningful employment
  • Completion of educational/vocational training
Program Success Monitored By 
  • Goal Attainment Scaling



Examples of Program Success 
  • 18 young adults from The Home's programs were recognized for pursuing higher education at the 2013 Voices & Visions awards ceremony

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Lesli Suggs LISCW
CEO Term Start Jan 2018
CEO Email
CEO Experience

Lesli Suggs, LICSW, is President and CEO of The Home for Little Wanderers. She joined The Home in January 2011 as Senior Director of Community Based and Behavioral Health Programs and then became the Vice President for Program Operations. She assumed her new role as President and CEO in January 2018. Lesli oversees more than 750 employees, who together are responsible for all of The Home’s programs, ensuring that we make a positive impact on the lives of some of Massachusetts’ most vulnerable children and families.

Lesli brings with her a background of extensive experience in child welfare and behavioral health, focusing on: residential & special education; adoption & foster care; community mental health; sexual abuse; and trauma. She received her Bachelor’s in Social Work from Texas Christian University and later graduated from Simmons College with a Master’s in Social Work. Before joining The Home, Lesli served as Vice President of Program for Communities for People in Boston and Assistant Vice President at Health and Education Services on the North Shore.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Joan Wallace-Benjamin Ph.D. Feb 2003 Jan 2018

Senior Staff

Name Title Experience/Biography
Ms. Jeanne Armocida VP of Development --
Mr. Brian Condron VP of External Affairs --
Mr. Thomas Durling Chief Financial Officer --
Ms. Heidi Ferreira J.D. VP for Risk, Compliance, and Data Governance --
Ms. Sue Gunby Vice President of Behavioral Health --
Mr. Matthew McCall Vice President of Child and Family Placement Services --
Dr. Michael Semel Vice President of Clinical Quality and Outcomes --
Mr. Matthew Small Senior Vice President of Programs Operations --


Award Awarding Organization Year
-- -- --


Affiliation Year
Massachusetts Association of 766-Approved Private Schools 2017
Massachusetts Council of Human Service Providers 2017
Children’s League of Massachusetts 2012
AFP (Association of Fundraising Professionals) 2011
Child Welfare League - Accredited Member 2011
United Way Member Agency 2011
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
Council on Accreditation (COA) [for Children and Family Services] - Accreditation 2017
-- 2014


  • Co-Chair of the Transitional Age Youth (TAY) Coalition
  • Boston College
  • Boston University
  • Northeastern University

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 473
Number of Part Time Staff 202
Number of Volunteers 711
Number of Contract Staff 0
Staff Retention Rate % 70%

Staff Demographics

Ethnicity African American/Black: 175
Asian American/Pacific Islander: 20
Caucasian: 351
Hispanic/Latino: 96
Native American/American Indian: 5
Other: 6
Other (if specified): 22- two or more races
Gender Female: 499
Male: 176
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

Automobile Insurance
Computer Equipment and Software
Crime Coverage
Directors and Officers Policy
Employment Practices Liability
Business Income
Fine Arts and Collectibles
Foster Home Liability
Inland Marine and Mobile Equipment
General Property Coverage
Improper Sexual Conduct/Sexual Abuse
Renter's Insurance
Special Event Liability
Workers Compensation and Employers' Liability
Workplace Violence

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Semi-Annually
Non Management Formal Evaluation and Frequency Yes Semi-Annually


Board Chair Mr. Christopher Egan
Board Chair Company Affiliation Carruth Capital, LLC
Board Chair Term Jan 2015 - Jan 2021
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term July - June

Board Members

Name Company Affiliations Status
Ms. April Anderson Community Volunteer Voting
Ms. Katie Bouton Koya Leadership Partners Voting
Ms. Shelley P. Duncan Deloitte Voting
Mr. Chris Egan Carruth Capital, LLC Voting
Mr. Scott Fitzgerald State Street Sector Solutions Americas Voting
Mr. Charles Goheen Harvard Pilgrim Health Care Voting
Mr. John Thomas Hailer Chairman Emeritus Natixis Global Asset Management NonVoting
Mr. Rene Jarquin BNY Mellon Wealth Management Voting
Mr. Stephen M. Knightly Frontier Capital Management Voting
Mr. Tim Miner Marmaxx, A Division of TJX Companies, Inc Voting
Mr. Daniel M. Santaniello Natixis Global Asset Management Voting
Mr. Matthew J. Sliwa KSP Financial Consultants Voting
Mr. Bruce Stewart BNY Mellon Investment Management Voting
Mr. Dan Tempesta Nuance Communications Voting
Mr. Joe Zink Atlantic Management Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 14
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 11
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 76%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 95%
Percentage of In-Kind Contributions 25%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Board Governance
  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Investment
  • Nominating
  • Real Estate

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $61,317,639 $45,185,739 $44,816,657
Total Expenses $54,589,364 $50,243,145 $48,015,503

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $7,285,582 $6,262,456 $5,937,230
Indirect Public Support -- -- --
Earned Revenue $42,692,234 $39,244,944 $35,754,838
Investment Income, Net of Losses $11,818,659 $-351,887 $3,538,030
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $91,762 $104,069 $78,846
Other $-570,598 $-73,843 $-492,287

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $45,288,181 $41,066,914 $38,947,073
Administration Expense $7,270,047 $7,108,872 $6,777,284
Fundraising Expense $2,031,136 $2,067,359 $2,291,146
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.12 0.90 0.93
Program Expense/Total Expenses 83% 82% 81%
Fundraising Expense/Contributed Revenue 28% 33% 39%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $133,021,177 $125,112,686 $131,824,669
Current Assets $9,790,995 $10,073,136 $10,611,100
Long-Term Liabilities $11,280,480 $11,729,709 $12,284,420
Current Liabilities $7,435,809 $5,806,364 $6,906,230
Total Net Assets $114,304,888 $107,576,613 $112,634,019

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $51,813,568.00
Spending Policy Percentage
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 1.32 1.73 1.54

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 8% 9% 9%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Please note, the total revenue above for each fiscal year, and items listed, includes non-operating revenues.
*Endowment number listed above is temporarily and permanently restricted.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

The Home is committed to creating access to services to ensure at-risk children and families throughout Massachusetts sustain positive mental and physical health while living safely and stably within their community. The Home aims to prepare youth to have the skills they need to successfully transition to adulthood which includes educational and vocational preparedness. We work to ensure every child has a caring adult present to provide lifelong support.

Over the next three years, The Home will work towards making these impacts as outlined in our strategic plan, which is built on a foundation of intensive research, data gathering and analysis that informs a holistic and objective perspective of the organization. This data-driven approach and data-based decision making will allow The Home to maximize its impact on the children, families, and communities we serve.

2. What are your strategies for making this happen?

The Home will work toward the impact we want to make in four ways:


  1. We will deliver services which impact more than 14,000 lives each year. The services include: adoption and foster care; care coordination; mental health services; special education; therapeutic residences; and transition to adulthood.
  2. As a way to improve our service delivery, The Home is focused on additional, quality staff training. Our training focuses are cognitive behavioral therapy, high fidelity wraparound, integrative treatment of complex trauma, motivational interviewing, restorative practices, and therapeutic crisis intervention.
  3. We will continue to work as a leader in advocacy, helping shape public policy that affects children and families in the Commonwealth. Our advocacy work is done through coalitions groups, government relations, and education to the public regarding the population we serve.
  4. We are only able to work towards making these impacts if we are operating; which is why sustainability is the fourth prong to our strategy. The Home will work towards its sustainability through enhancing access to data, fiscal planning and management, fund development, program evaluation, retention of diverse staff, risk management, and technology support.


3. What are your organization’s capabilities for doing this?

The Home will be able to make these impacts because of internal and external strengths. Our dedicated Risk Management, Evaluation, & Outcomes (RMEO) department is focused around evaluation and research; organizational performance, risk management, corporate compliance; and health information management. This department analyzes data by program and in aggregate across the agency quarterly. This allows our organization to assess what approaches and services are working and quickly adjust and adapt to new procedures to better serve our clients. RMEO drives agency-wide and program-specific goal setting, the agency’s strategic plan, and logic model. This department is in charge of our agency-wide follow-up initiative which tracks discharged children through phone interviews. Information collected through this initiative is used to help determine whether to continue, enhance, or replace treatment interventions and components in programs. It also helps us find unmet needs that could contribute to the development of new services.

The Home belongs to many coalitions, organizations, and associations such as The Massachusetts Council of Human Service Providers and The Children’s League of Massachusetts. Our partnerships with these groups and others like them allow us to make a greater impact on our target population.

4. How will your organization know if you are making progress?

The Home will know if it is making progress towards our intended impact by using the Providers’ Council of Massachusetts Benchmarking system and by achieving the short-term goals laid out in our agency logic model. The benchmarking program enables The Home to measure its performance by providing our quantitative data into the system. It allows us to make data-drive decisions to improve the agency and the services we deliver. The system also allows us to measure ourselves against similar agencies providing like services.


  1. Our organization will also know it is making progress as we meet our short–term goals which are broken into three categories: Children & Youth; Families; and Staff.
  2. For children & youth, we seek to increase skills for executive functioning and self regulation; increase knowledge of wellness and life skills; increase interpersonal skills; decrease hospitalizations and psychiatric emergencies; decrease disruptive behavior at school and in the community; reduce trauma symptoms; increase time on academic task; increase reading skills of students that are below grade level.
  3. Our short-term goals for families are to increase engagement in their child’s treatment and education; enhance use of social networks and supports; decrease drop-out and early termination from services.
  4. For our staff, we will increase knowledge and skills of evidence-based practices; increase data-based decision making; enhance capacity to meet the needs of diverse client populations.


5. What have and haven’t you accomplished so far?

The Home has made strides towards our long term goals. In Fiscal Year 2015, The Home was in its implementation phase of the grant it received as part of the Success for Transition Age Youth (STAY) Program. During this phase The Home introduced a new position, Peer Mentors, to work with young adults and teach them how to advocate and help themselves. The organization created the Youth Advisory Group which is made up of young adults who want to make an impact in their communities and educate others regarding mental health. This shows progress towards our long-term goals of giving youth the skills they need to transition to adulthood, sustaining positive mental and physical health in children, and children and youth maintaining nurturing relationships with adults and positive relationships with their peers. We opened a new program, the Boston-Suffolk County Family Resource center which is a step in helping families live safely and stably within their community. Our Special Education schools expanded their vocational curriculum to include equine science, graphic design, culinary arts, and carpentry which will help lead the youth in these programs closer to our goal of educational and vocational preparedness. Working towards our long-term goal of caring adults providing lifelong support to children and youth, The Home established its Connections Program. The Connections Program connects a caring adult with an older youth to create a support system for the young adult and a lifelong connection to help them as they buy their first car, apply to college, find their own apartment, and make their way in the world

The Home has made great strides towards its long term goals but it has further to go. As outlined in the 2015-2018 Strategic Plan, The Home needs to collect and use its data more effectively. The organization will engage in more data-driven decision making as it develops more programs and adjusts its service delivery.