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Plummer Youth Promise (formerly Plummer Home for Boys)

 37 Winter Island Road
 Salem, MA 01970
[P] (978) 744-1099
[F] (978) 744-9772
James Lister
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 Printable Profile (Summary / Full)
EIN 04-2104844

LAST UPDATED: 02/22/2018
Organization DBA Plummer Home
Plummer Foster Care
On Point
Former Names Plummer Home for Boys (2017)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

Our vision: Every young person has a family unconditionally committed to nurture, protect and guide them to successful adulthood.

Our mission: Young people who leave the foster care or juvenile justice system without safe, stable & permanent family connections face grim outcomes, including high rates of homelessness, unemployment, early parenting and lack of education. Plummer is changing that by deeply and effectively engaging families for each young person we serve while building their skills and community connections, and by sharing our knowledge with others.

Mission Statement

Our vision: Every young person has a family unconditionally committed to nurture, protect and guide them to successful adulthood.

Our mission: Young people who leave the foster care or juvenile justice system without safe, stable & permanent family connections face grim outcomes, including high rates of homelessness, unemployment, early parenting and lack of education. Plummer is changing that by deeply and effectively engaging families for each young person we serve while building their skills and community connections, and by sharing our knowledge with others.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $4,282,726.00
Projected Expense $4,282,726.00

ProgramsMORE »

  • Foster Care Program
  • Intensive Permanency Services (IPS) Program
  • OnPoint
  • Residential 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

Our vision: Every young person has a family unconditionally committed to nurture, protect and guide them to successful adulthood.

Our mission: Young people who leave the foster care or juvenile justice system without safe, stable & permanent family connections face grim outcomes, including high rates of homelessness, unemployment, early parenting and lack of education. Plummer is changing that by deeply and effectively engaging families for each young person we serve while building their skills and community connections, and by sharing our knowledge with others.

Background Statement

Plummer Youth Promise, formerly known as The Plummer Home for Boys, is located in Salem, Massachusetts and was established in 1855 as a “farm school of reform” for “wayward” boys. The Plummer Farm School of Reform, as it was originally named, was a self-contained community where approximately 40 boys (ages 4 to 17) attended school, worship services, and operated the farm each year. By the 1950s, the “reform” element ceased, the name was changed to The Plummer Home for Boys, and the organization transitioned to a group home focus.

By 2006, Plummer started a period of growth and change spurred by changes in the child welfare system, emerging knowledge about effective services for disadvantaged youth in child welfare, and modern best-practices for running nonprofit organizations. Over the last decade some of our milestones include:

  • As of 2005, operated a group home serving boys;
  • In 2006, added on-site supported apartment for young men;
  • In 2010, adopted new Intervention Model (referred to as “Permanency, Preparedness, Community”), focused on finding permanent families for foster kids and connecting them with the community.
  • In 2011, started a community apartment program for young men and women who turn 18 while in DCF custody; also, opened OnPoint, a program that keeps disadvantaged youth out of locked detention.
  • In 2012, opened a foster care program focused on young men and women, and heavily driven by our goal to get disadvantaged youth out of temporary foster situations into permanent families.
  • In 2017, Plummer completed a rebranding process and renamed the organization "Plummer Youth Promise" to better reflect the organization's current mission and services. Our promise is to do everything we can to get kids to a family that is committed to them forever. Because without that, research shows they are likely to be unemployed, homeless and even resort to crime. We also teach them skills and connect them to the community.

Today, Plummer is a leader of child welfare services in eastern Massachusetts. The number of youth we serve has grown from 32 youth in FY2011 to 211 youth in FY2017, reflecting the positive impact of our “Permanency, Preparedness, Community Intervention Model.” This model focuses on building family skills and community for each child and used across each of our four programs.

Impact Statement

Accomplishments:  Plummer has emerged as a leader with respect to finding permanent families for youth in the child welfare system. We have provided multiple national training sessions and authored a paper for the American Association of Children's Residential Centers. At the request of the Children's Bureau of the U.S. Department of Health and Human services, we have participated in nationally-broadcast webinars.

In 2015, Plummer was selected by The Annie E. Casey Foundation as one of the first beneficiaries of its "Provider Exchange", a peer-to-peer institute, which offers selected nonprofits participation in multi-day training by pioneering organizations from around the country. In 2017, the Foundation asked Plummer to be one of the trainers.

In 2016, Plummer created a Plummer Practice Leadership Division to provide fee-based assistance to organizations and governmental jurisdictions trying to prevent young people from aging out of foster care with no permanent family. In Massachusetts, providers who have contracted with us include The Home for Little Wanderers, Justice Resource Institute and Cambridge Family and Children's Services. In addition, we are consulting to eleven different states. This division, which is financially self-sustaining, is led by national expert Lauren Frey.

In December 2016, On Point received the: "Doing Justice" Award from the Massachusetts Judges Conference. Plummer's On Point program received the "Promising Practice Award" from the Mass. Juvenile Detention Alternative Initiative (JDAI). The purpose of the award is to recognize those who strive towards the JDAI ideal that "the right youth is in the right place for the right reasons."

In 2017, to better reflect its growth from a group home for boys to an organization with many programs that is helping lead practices to get young people to permanent families, Plummer rebranded, going from Plummer Home for Boys to PLUMMER YOUTH PROMISE: Family for Everyone.

In October 2017, Plummer was one of two presenters at the plenary session of the national conference of the Building Bridges Initiative (BBI). BBI is a national initiative to help ensure that best practices are used in residential programs serving children and youth.

Plummer is trying to transform the delivery of child welfare services within the residential, foster care and community based systems to one that is aligned with national standards and prioritizes effective services. Our goals are:

1. To make sure youth who have been or are at risk of being removed from their homes have lifelong family connections, skills and a connection with their community such that they can succeed as adults.

2. To set an example for others by documenting our services through measurement and sharing our learning - both positive and negative. We will share through writing, training and consultation.

Needs Statement

Permanency $450,000. Plummer uses specific clinical practices to build (or rebuild) families for young people at risk of aging out of foster care with no family, with the goal of reducing the high rates of homelessness, unemployment and other grim outcomes experienced by these kids.

Measurement $113,000. To change the grim outcomes faced by young people who leave foster care or juvenile justice without families, we must evaluate whether our services are effective and where we can improve.

OnPoint $53,000. In Essex County, more than 50% of youth in detention are there for nonviolent offenses. On Point, keeps kids out of detention; more than 80% of youth continue to avoid detention 12 months after completing the program.

Vehicles $50,000. Our group home and pre-independent living apartment rely on 2 vehicles to support 18 young people. They are used to drive kids to school, sports, doctors’ appointments, etc. Purchased used more than 5 years ago funding is needed to replace both vans.

Rebranding $25,000. Plummer has grown dramatically in the last 10 years, going from a group home on 1 site serving only boys to multiple programs on 3 sites serving boys and girls. We now need funding for rebranding planning, design and content preparation.

CEO Statement

Dear Friends,

What does the word promise mean to you? Is it an agreement? A pledge? A forever vow?

Promise is a serious word. Strong. Solemn. Not to be trifled with.

It’s an uplifting word. Hopeful. Full of potential. A sunrise.

In 2016, we spent a lot of time thinking about how best to describe the Plummer Home for

Boys of today. We’re not just a group home anymore. In fact, we serve many young people in

places other than our flagship facility at 37 Winter Island Road in Salem.

And about half of the young people we serve are female.

Those things alone mean that the name Plummer Home for Boys no longer describes us.

So then, what does?

After hours of talking with people like you, with our young people, with their families and with

our staff, we boiled our work down to two very important concepts.

Our work is serious. Not just the day-to-day work of keeping young people sheltered and fed,

but the future-oriented work of positioning them for success as adults.

We are determined. We are relentless. We believe life can be better for our young people.

We believe in our kids. We promise.

Plummer Youth Promise

And just what is it that we are determined to do? What do we relentlessly pursue? What do

we think will give our young people the greatest chance of success throughout their lives?

Family. #FamilyForEveryone

At Plummer Youth Promise we have developed an Intervention Model premised on the belief that young people are more likely to succeed as adults if they have a family that is unconditionally committed to them. We also believe that young people need skills and connections to their community, so we work on those as well.

We wouldn’t be here without your support. The young people we serve would have less of a chance without

your support.

As always, I thank you so very much.

James Lister, Executive Director

Board Chair Statement


Geographic Area Served

Plummer Youth Promise is based in Salem, Massachusetts and the youth we serve come from Essex, Middlesex, and Suffolk counties in eastern Massachusetts.

Organization Categories

  1. Human Services - Foster Care
  2. Youth Development - Youth Development Programs
  3. -

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



Foster Care Program

Opened in December 2012, this program serves boys and girls, birth to age 22, living with foster families in the community.
Budget  $977,357
Category  Human Services, General/Other Foster Care
Population Served Children and Youth (0 - 19 years) College Aged (18-26 years)
Program Short-Term Success  Our approach is to use a combination of recognized best practices to connect foster youth with permanent families before they “age out” of foster care with no family to count on. Essential to our approach is the ongoing collection and evaluation of data so we can understand what is working, and what may need to be improved. The work in our foster care program has met with enormous success. From FY13-16, 70% of the young people who discharged from our foster care program had achieved a safe, emotionally secure parenting relationship.
Program Long-Term Success  The long-term success of our Foster Care Program is to ensure that years from now, the kids we serve are experiencing better lives than those that age out of the foster care system without any permanent family.
Program Success Monitored By  Our outcomes in making sure young people leave the child welfare system to safe, permanent families will be tracked by documenting discharge outcome categories such as adoption, reunification, guardianship and other non-legal but nevertheless formal commitment by an adult willing to play a parenting role in a young person’s life. Tools include: · Permanency Team Process Checklist · Permanency Team Worksheet · Monthly Case Summary/Contacts and Permanency Case Planning Tool · Permanency Consultation Case Presentation · Case Closing Summary · Clinical Tools replicated from local and national experts While we've been using this system, we are in the process of designing a different system that measures progress across all elements of our Intervention Model so that the system is aligned with that of the Group Home and Supported Apartment. This will enable us to look at organization-wide, aggregate data in addition to program-specific and child-specific data.
Examples of Program Success  Children and teenagers who grow up in foster care often feel that nothing in their life is permanent. This is especially true for kids like Carlos who’ve had multiple moves while in foster care. Carlos was born to a 14-year old teen Mother in the Merrimack Valley. At the age of 1 he began his journey moving to a new foster family frequently and living in the communities of Salem, Chelmsford, Fitchburg, Lynn, Milton, Chicopee, South Hadley, Mattapan, Quincy, and Billerica. At age 15, Carlos was referred by the Lowell DCF Office to Plummer's Group Home, where he began a new journey to find a permanent family. Carlos wanted to find his birth mother, so Plummer supported him in his search. Once she was located and Plummer understood her life circumstances, Plummer worked with both mother and son to help rebuild their relationship. When Carlos was ready to leave the group home, he couldn’t yet go to live with his birth mother, so Plummer stepped in again to help him find a foster family. Plummer emphasized to the foster mother the importance of supporting Carlos’ relationship with his birth mother. Today, Carlos is fortunate to be surrounded by permanent relationships that include his birth mother, his foster mother and her children. Together, they are supporting and caring for Carlos, who is growing into a wonderful young adult and preparing for college.

Intensive Permanency Services (IPS) Program

Plummer provides Intensive Permanency Services to young people who are in DCF custody but not living in a Plummer-operated program. Plummer provides intensive, permanency-specific work on each youth’s case with the intent of helping the youth connect or reconnect with permanent families.
Budget  $296,971
Category  Human Services, General/Other Children & Youth Services
Population Served At-Risk Populations
Program Short-Term Success  Plummer and the Department of Children and Families (DCF) share a similar organizational philosophy; we both believe that in order for a young person to become a successful adult they must have a family that is unconditionally committed to them and able to nurture, protect and guide them.Plummer Youth Promise is proud to offer an Intensive Permanency Services program to the Department of Children and Families (DCF) Northern Region. Through this program, Plummer permanency experts work with youth in DCF care who live in non-Plummer settings, such as other group care facilities. The goal is to provide intensive, permanency-specific work on each youth’s case, with the intent of helping the youth connect or reconnect with permanent families.Our Intensive Permanency Services includes three essential strategies – Family Search and Engagement, Youth Guided Teaming and Permanency Readiness – all designed to successfully connect and integrate young people in our care with a forever family. Our permanency work is part of our Intervention Model which we have used with great success with youth in our Foster Care and Residential Programs. Our permanency work has gained national attention and we are teaching permanency best practices to other organizations across the country through our Practice Leadership Program.
Program Long-Term Success  Criteria for long-term success for this new initiative is currently in development.
Program Success Monitored By  Evaluation and measurement tools for this new initiative is currently in development.
Examples of Program Success  Examples of program success for this new initiative is currently in development.


Opened in 2011; serving approximately 171 girls and boys each year who are on probation or otherwise at risk; operated with Essex County Juvenile Probation and the Salem Police Community Impact Unit.
Budget  212,626
Category  Human Services, General/Other Children & Youth Services
Population Served Adolescents Only (13-19 years) At-Risk Populations
Program Short-Term Success  OnPoint serves disadvantaged youth through three program tracks: 1) the OnPoint Structured Program; 2) the OnPoint Individualized Program, and 3) Community Programming.  The OnPoint Structured Program enrolls 10-20 boys and girls at a time on a rolling basis throughout the year. Eighty-percent of youth in the Structured Program enroll pursuant to a court-order while 20% are referred by the Department of Children & Families (DCF). All are at-risk of being removed from their families due to behavioral issues. The OnPoint Individualized program customizes activities for youth referred by Juvenile Probation and DCF rather than enrolling them in the full Structured Program.  Structured and Individualized programs include a variety of activities customized for participating youth.pasting
Program Long-Term Success  Key to the success and uniqueness of OnPoint are innovative partnerships with the greater Salem community. Plummer provides lead staff and program funding, the local Police provide the building, in-kind officer time, and fundraising support, Essex County Juvenile Probation provides in-kind services.  We also collaborate with DCF and the Salem Juvenile Court to implement the Family Stabilization program which helps more youth avoid being removed from their home due to behavioral or truancy problems. We are fortunate to have the support of student interns from the Salem State University (SSU) Schools of Social Work and Criminal Justice, who have become an essential part of all On Point activities. Past interns have made templates for administrative tasks, developed recurring programs such as "shadow day" where OnPoint youth become part of SSU by attending classes and interacting with students and professors, provided art and athletic instruction in areas our youth have never experienced and provided in depth clinical follow up services. The success of the intern program has encouraged participation by other higher education partners, including Gordon College, Endicott College, and North Shore Community College.  Since opening in 2011, 84% of youth served by OnPoint's structured programming remained free from juvenile detention 12 months after completing the program. Over the last five years OnPoint has also helped stabilize Salem's most volatile neighborhood and emerged as a critical resource for youth.   
Program Success Monitored By  We track daily participant data and share the information with probation officers on a weekly basis to monitor whether youth are progressing on track within the Structured Program. This data provides a baseline of progress and engagement in the program.    We also track post-program arrest, re-arrest, and probation violation at twelve-months post-discharge, helping us measure program success. An arrest or re-arrest increases the risk that a child will be removed from his or her home, the very thing we are working to prevent.  pasting
Examples of Program Success  One example of a positive change in the life of an OnPoint participant is reflected in the story of 19 year old Kaylee, who benefitted greatly from the music program. In her words..."Music has helped me become a champion… It has helped me overcome so many obstacles.” But it wasn’t always that way. Three years ago, when Kaylee was 16, she felt nothing like a champion. Uncertain of herself, anxious to fit in with others, she made some bad decisions that landed her in Juvenile Court. Kaylee credits Plummer Home’s music therapy program with helping her tremendously. As she learned to write and play music she was given the opportunity to process and heal from her struggles and gain tools to use in her own lives when she might otherwise feel hopeless. One of Kaylee’s proudest moments was on a stage in downtown Salem during Salem’s busiest tourist season where she performed her own set. Even though Kaylee completed her court-ordered time at OnPoint, she comes back every week to make music, talk with friends and encourage others.

Residential Programs

Residential Programs include:   • Group Home: Residence housing boys ages 13-18, with histories of abuse, etc. Located in Salem but serving young men from many communities. • Supported Apartment: A self- contained apartment onsite of our Group Home, serving young men, ages 16-22, with histories of abuse. Located in Salem but serving young men from many communities. • Community Apartments (PYRAMID): One-bedroom apartments in the community for young men or women ages 18- 22 who have turned 18 while in state care. Located in varying communities and serving young men and women from many communities.
Budget  1,950,332
Category  Human Services, General/Other Children & Youth Services
Population Served Adolescents Only (13-19 years) College Aged (18-26 years) At-Risk Populations
Program Short-Term Success  Plummmer Home applies and intervention model that we call "Permanency, Preparedness, Community." The model posits that all children need families, skills and a connection to community to succeed as adults. In the Residential Programs, it is not uncommon for youth to arrive with no connection to family, with few skills (social, academic or otherwise) and with little connection to the community as they have been moved so many times. We measure our short term success by how well we are able to engage them in processes and activities that will move them closer to each of these things.  In FY2016, of the 20 young men who discharged from our group home or supported apartment,70% left having a safe, emotionally secure parenting relationship.
Program Long-Term Success  We are in the process of determining how to secure appropriate data to measure long term impact. It is our hope that our Intervention Model will help youth on track to age out of foster care find a permanent family before they do so, and that in the long run their experience of things like homelessness, unemployment and early parenting will be below those documented in current studies.
Program Success Monitored By  Progress in the areas of Permanency, Preparedness and Community is documented on a scale of 1-4, and certain observable benchmarks must be reached to progress along the scale. Assessing progress includes the use of both evidence-based tools and subjective observations. In the past year we have begun to document progress using a software program that will enable us to produce reports that help figure out what is working and what isn't. These reports will be monitored by senior clinical and operational staff. It is our hope to be able to add a data expert in the next year,
Examples of Program Success  Ron came to live in our group home when he was 16. His mother was dead and his father was in another state and unable to parent him. We were told he had a sister but no other viable family. As soon as he moved in, we started talking with him about the importance of family and his need for one. He was both interested in the idea and skeptical that family was possible for him. We made an effort to get to know Ron’s sister, who lived in Boston. A few months later, she told us he had an aunt in Connecticut. Ron’s aunt was stunned to hear from us because she had been told (incorrectly) that Ron had been adopted. We took Ron to meet his Aunt. We discovered that there was more family, and she organized a reunion. Through this reunion, Ron connected with an uncle in New Jersey. When Ron’s Dad died not long after, Ron attended services in New York with family at his side. Family that, before coming to Plummer, Ron didn’t know he had. Ron is now 18 and has moved from our Group Home to our Supported Apartment. He talks with his Aunt and Uncle weekly, occasionally spending weekends with each of them. Ron is working hard to finish high school and spends some of his time working.

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. James Lister
CEO Term Start Dec 2006
CEO Email
CEO Experience

Since joining the organization as Executive Director in 2005, James has overseen the addition of a number of new Plummer programs, including a supported apartment and a community apartment program for youth in state care who are in danger of having no where to go once they turn 18. During his tenure, Plummer also opened a foster care program and a juvenile detention diversion program, adopted its first strategic plan, and more than tripled its funding.

In 2010, James led the organization in the design and piloting of a practice model to help teens in group care connect or reconnect with permanent families. This innovative work led to an invitation for James to present Plummer’s model at a number of national conferences. He authored a best practice paper entitled Redefining Residential: Strategic Interventions to Advance Youth Permanency for the American Association of Children’s Residential Centers. The paper describes quality residential interventions to support the goal that all children in out-of-home care achieve safety, permanence, and wellbeing.

In 2016, Plummer added a Permanency Practice Leadership division to provide consultation and training to organizations wishing to learn best practice for helping young people connect with families. This division of Plummer Youth Promise operates nationally.

James started his career in human services as a social worker for the Commonwealth of Massachusetts. He went on to work with Family Continuity, serving as Assistant Program Director of an independent living program for foster children and later as a Program Director at an acute mental health residential program for children and adolescents.

James earned his BA in Criminal Justice from the University of MA at Lowell and later his MBA from the same institution. He currently serves on the executive committee of both the Children’s League of Massachusetts and the American Association of Children’s Residential Centers. James is also a member of the Salem Rotary Club.

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

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Lauren Frey Director of Permanency Practice Leadership

A national trainer, speaker and consultant, Lauren’s 35 years of child welfare experience include frontline and supervisory practice implementation, strategic program design, practice model and curriculum development, building collaborative teams, engaging youth and families in decision-making, and managing, supervising and delivering front line practice. As the Director of Permanency Practice Leadership at Plummer, Lauren will lead a team of experienced staff and consultants in helping public and private child welfare organizations design and implement practice and supervisory strategies designed to make sure young people do not age out of foster care with no permanent family.

Most recently Lauren managed a team of child welfare consultants at 3P Consulting LLC in assisting states and jurisdictions across the country to implement, support and supervise permanency best practices. From 2003-2013, she was the Project Director for Permanency Services at Casey Family Services, the former direct service arm of the Annie E. Casey Foundation. In that role she was a key leader in developing the Lifelong Families practice model for achieving permanency for high-need young people at risk of aging out of foster care. Prior to that, for more than twenty years, Lauren managed, supervised and delivered frontline child welfare practice for MA DCF contracted providers as the Director of Massachusetts Families for Kids and Program Manager for Special Adoption Family Services in Boston.

Lauren is a Licensed Independent Clinical Social Worker (LICSW) with a Bachelor’s degree in Psychology from Gordon College and a Master’s in Social Work from the University of Connecticut.

Chris Hallinan Director of Finance

As Director of Finance, Chris oversees day-to-day accounting, preparation of financials, and required tax documents. Chris brings 13 years of business and finance experience to Plummer Home having previously served as Chief Financial Officer for the Northeast Document Center in Andover and Associate Director of Finance/Controller for the Trustees of Reservations in Beverly. He has a BS in Environmental Sciences from UMass Amherst and a Certificate of Accountancy from Bentley College.

Shane MacMaster Director of Operations

As Director of Operations, Shane oversees the day to day clinical and programmatic operations of Plummer’s congregate care and community based programs. He is responsible for implementing the organization’s mission across all programs through the application of Plummer’s Intervention Model and Outcomes Measurement System. Shane is deeply committed to helping youth in the foster care system find permanent families and become intellectually, socially and emotionally prepared to transition to adulthood. He has worked in the child welfare field for 15 years, starting as a direct care counselor in residential programs for teenagers, and shortly thereafter joining the MA Department of Children and Families (DCF). During his twelve years at DCF, Shane worked in a variety of positions. Immediately prior to joining Plummer Home, he was responsible for the referral, oversight and quality assurance of services for DCF youth placed in congregate care and intensive foster care settings. Shane received a BS in Psychology from the American International College and an MS in Human Services from UMASS – Boston.

Nicole McLaughlin Director of Strategy and Advancement

As Director of Strategy and Advancement, Nicole is responsible for helping lead research and discussion about Plummer Home's future direction while effectively communicating about and garnering the resources to implement current priorities. In addition, Nicole oversees all public relations activities. Prior to serving in this position, Nicole was Plummer Home’s full-time Development Director beginning in 2009. Before joining the Plummer Home staff, Nicole provided legal counsel for 17 years to a wide variety of national nonprofit organizations on federal tax and election law, serving as both inside and outside counsel. In addition, before 2009 Nicole served on the Plummer Home Board of Trustees for seven years, chairing the Board for four of those years. Nicole has a BA in Political Science from Wellesley College and earned her JD from Northeastern University School of Law.


Award Awarding Organization Year
Promising Practice Award for Plummer's On Point Program in collaboration with the Salem MA Police and Essex County Juvenile Court. Massachusetts Juvenile Detention Alternative Initiative (JDAI), a national juvenile justice reform initiative through the Annie E. Casey Foundation 2015


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 28
Number of Part Time Staff 13
Number of Volunteers 80
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 8
Asian American/Pacific Islander: 0
Caucasian: 34
Hispanic/Latino: 4
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 3
Male: 6
Not Specified 0

Plans & Policies

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

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. Paul Nightingale
Board Chair Company Affiliation HP Hood, LLC
Board Chair Term July 2017 - June 2018
Board Co-Chair Kathleen Truscott
Board Co-Chair Company Affiliation --
Board Co-Chair Term July 2016 - June 2017

Board Members

Name Company Affiliations Status
Darren Ambler Director, Insight Insurance Agency Voting
Richard L. Cormier Customer Service Engineer, Hosokawa Alpine American Voting
David Guilbeault Controller, Group 1 Automotive, South Carolina Voting
Sarah M. Hayes Retired, Retirement Analyst, Salem, MA Voting
Erin Heiskell MD Family Physician, Beacon Family Medicine, Ipswich MA Voting
Holly Jannell Plummer Home Volunteer Voting
Stephen G. Manning Retired, formerly Senior Finance and Operations Executive, Fidelity Investments Voting
Kim Meader Retired, Executive Vice President, Salem Five Bank Voting
Whitney Savignano Member Voting
Marshall Strauss President, CEO and Board Chair, Workplace Giving Alliance Voting
Kathy Truscott Member Voting
Brendan R. Walsh Ph.D Educator. Retired School Principal Voting
Robert Wentworth Retired Assistant Commissioner - Planning and Program Development, Department of Children and Families 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: 15
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 10
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Executive
  • Finance
  • Nominating
  • Personnel

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $4,282,726.00
Projected Expense $4,282,726.00
Form 990s

2017 Form 990

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

Audit Documents

2017 Audited Financials

2016 Audited Financials

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $4,416,375 $2,937,381 $3,028,172
Total Expenses $4,800,457 $3,337,957 $3,125,202

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- $0
Individual Contributions $901,009 $669,698 $731,063
Indirect Public Support -- -- $3,936
Earned Revenue $2,762,649 $2,165,528 $2,101,625
Investment Income, Net of Losses $181,288 $44,598 $78,001
Membership Dues -- -- $0
Special Events $98,866 $45,221 $111,320
Revenue In-Kind -- -- --
Other $472,563 $12,336 $2,227

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $4,177,419 $2,774,714 $2,584,059
Administration Expense $358,902 $305,596 $189,230
Fundraising Expense $264,136 $257,647 $351,913
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.92 0.88 0.97
Program Expense/Total Expenses 87% 83% 83%
Fundraising Expense/Contributed Revenue 26% 36% 42%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $3,726,279 $3,056,966 $3,454,100
Current Assets $1,102,336 $620,867 $835,303
Long-Term Liabilities -- $0 $0
Current Liabilities $535,918 $232,441 $229,000
Total Net Assets $3,190,361 $2,824,525 $3,225,100

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 $2,000,000.00
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? --

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 2.06 2.67 3.65

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

In FY 15, Plummer planned an operating deficit of $101,000 net of depreciation, knowing that the investment portfolio spending policy would permit a distribution of this size. The actual loss was $93,000 (operating loss of $142,000 less $51,000 depreciation). The reality of the cash flow made it unnecessary to withdraw from the investment portfolio. In FY 16, we planned an operating deficit of $120,000 net of depreciation, knowing that Plummer had enough restricted funds to cover $115,000 of this. Our FY 16 audited financials show an actual deficit of $445,000 ($267,000 more than budgeted). The primary drivers of this were a delay in State rate increases and an unusual census disruption in our group home. In addition, growth in our foster care program was slower than expected. In FY 17, the Board approved a $168,000 operating deficit (net of depreciation), knowing that Plummer had enough restricted funds to reduce this by $115,000, and that the investment portfolio distribution policy would allow up to $100,000 if necessary. As of June 30, 2017, our unaudited operating results suggest an operating deficit of 65k, $30,000 better than budgeted. Based on improved cash flows, we do not anticipate needing an investment portfolio distribution.

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.


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?

Our goal is to increase the number of youth who leave the foster care / group care system to a permanent family rather than bouncing around the system for years until finally discharging as a young adult with no family to count on. While youth are in our programs, we also focus on helping them develop skills and connect with their community as we believe that, in addition to family, these things are necessary for healthy adulthood. Ideally these things happen within a family; when they can't (and until they can), we provide them.

2. What are your strategies for making this happen?

We employ a specific Intervention Model focused on: 1. Establishing permanent family relationships -- relationships with people who commit to the youth forever; 2. Developing skills, including economic, educational and 3. Creating connections in the communityThis Model is implemented in each of our 5 programs (Group Home, Supported Apartment, Community Apartments, Foster Care and Teen Resource Center). Different domain areas are emphasized more or less depending on the program and the unique needs of the young person.

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

Plummer Youth Promise has been successfully operating since 1855 and remains a strong, vibrant organization. Established as a reform school for boys up to age 18, the organization has continually evolved in response to current knowledge and apparent needs. Having been founded with resources from a private individual, Plummer today operates with a combination of public and private resources. Private resources are spent on many quality of life services not covered by government contracts as well as innovative practices and, more recently, the development of a Quality Assurance and Outcomes Measurement System.This commitment to functioning with both public and private resources enables us to be nimble in a way that those wedded solely to government funding having trouble doing. When we see a need, we are able to assess our ability to meet it and begin operations in relatively short order. This flexibility has enabled us to grow considerably in the last 10 years.Since 2011, we have devoted a lot of energy to developing a more specific clinical practice focused on making sure older youth have permanent families. Started in our Group Home, where most of the youth for years have been bouncing between temporary placements such as foster families and group homes, this clinical service lead to the opening of our foster care program, where we similarly emphasize the need for and aggressively pursue a permanent family for each child. To maximize the potential success of this practice, we work regularly with national experts and have invested heavily in training our staff in several evidence-based and best practices.

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

We have begun to rely on both quantitative and qualitative indicators to judge whether we are advancing toward our goals. On the quantitative side, we have developed a Quality Assurance and Outcome Measurement System to track each child's progress toward Permanency, Preparedness and Community. Development of this system was accomplished with the input of the people doing the actual work so we could be sure the system reflects the reality of the services we offer and enables us to quantify their effectiveness. Once we knew what we wanted to track, we purchased a software program in which to store the data, and designed the necessary forms and reports. Substantial time has since been invested in training Group Home staff how to enter data correctly. As the quantity of data builds over time, we will be able to track not only each child, but also aggregate organizational progress. To date this system has begun to be implemented in the Group Home. An indicator of progress will be the spread of this system to Plummer Home's other programs.Qualitative indicators include feedback from other experts in the field. Child welfare leaders around the country have been interested in learning more about Plummer's work. As previously mentioned, in 2015, Plummer authored a paper for the American Association of Children's Residential Centers, a national trade group, on using residential placement as a tool to get youth to permanent families. We have also presented at multiple national conferences on topics related to our permanency model and the strategic use of therapeutic placement.

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

Having solidified our Intervention Model of Permanency, Preparedness, Community, we have made steady progress toward full implementation and evaluation.  We have garnered the necessary financial resources to develop the Model and it's measurement, we have designed the measurement system, we have purchased the software necessary to document the measurements and we have begun implementation of the system in our Group Home.  Next steps will include implementing the Quality Assurance / Outcomes Measurement System in all Plummer programs.  Following that, and the collection of initial data, we will be able to report out more effectively. Importantly, we will be able to use the reports to refine and improve our practice for the purpose of better serving our youth.Recently, the Annie E. Casey Foundation recognized our progressive thinking and determination to improve outcomes for youth in care by sending 7 of us to Sacramento California to learn from an organization called Stanford Youth Solutions.  Founded as an orphanage , Stanford Youth Solutions has evolved into an organization driven by data to improve outcomes for youth in the foster care and/or juvenile justice systems.  We were able to talk on both macro and micro levels about organizational transformation and the use of data to drive outcomes.