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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
www.plummeryouthpromise.org
[email protected]
James Lister
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INCORPORATED: 1935
 Printable Profile (Summary / Full)
EIN 04-2104844

LAST UPDATED: 07/07/2017
Organization DBA Plummer
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

Summary


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, 2016 to June 30, 2017
Projected Income $3,314,225.00
Projected Expense $3,523,314.00

ProgramsMORE »

  • Community Apartments (PYRAMID)
  • Foster Care Program
  • Group Home
  • On Point
  • Supported Apartment

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

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 Plummer Home), located in Salem, Massachusetts, 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 and data about necessary and effective services for 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 On Point, a program focused on keeping 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 youth out of temporary foster situations into permanent families.

 

In addition to expanding its services, Plummer also emerged as a leader with respect to finding permanent families for youth in the child welfare system. We have provided multiple training sessions at the national level and have authored a paper for the American Association of Children’s Residential Centers.

 

Today, Plummer is a leader of child welfare services in eastern Massachusetts. The number of youth we serve has grown from 32 youth in 2011 to over 230 youth in 2016, reflecting the positive impact of our “Permanency, Preparedness, Community Intervention Model.” Almost all of the youth we serve come from communities in Essex County and virtually 100% are living at/below poverty and with 44% Caucasian, 56% African American, Latino (a) and other ethnicities.

 


Impact Statement

Plummer Youth Promise has been helping at-risk boys and girls obtain the emotional and social support they need to be happy, successful adults for 161 years. The number of youth we serve has grown from 32 youth in 2011 to over 230 youth in 2016, reflecting the positive impact of our “Permanency, Preparedness, Community Intervention Model.”

Plummer has two priority goals:

First, 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.

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

Recent Accomplishments:

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.

Plummer was selected by The Annie E. Casey Foundation as one of the first beneficiaries in the "Provider Exchange", a peer-to-peer institute, which offers selected nonprofits participation in multi-day training by other organizations from around the nation. Seven representatives from Plummer were able to visit & learn from Stanford Youth Solutions in California.

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."


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.

On Point $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

  
I am pleased to share an update with you an update on Plummer Youth Promise reflecting on outcomes for 2010-2015.

Where We Have Been:
Determined to help youth thrive, we created an Intervention Model premised on our belief that to become successful adults, young people need families who are committed to them forever.  Since group homes and foster families are by definition temporary, the goal must be to help every child develop permanent family connections.  Our Intervention Model also recognizes that while family is primary, young people need more; they also need skills and community connections.  We call our model "Permanency, Preparedness, Community."

Determined to help young people in addition to those in our group home or apartments, we added two non-residential programs:  foster care and On Point.  These programs serve girls as well as boys and are located in Salem and Lowell.  Adding these programs led to tremendous growth in the number of youth served, with a corresponding growth in Plummer's staff and budget.  

Determined to be effective, we designed a system to show us whether our services were working.  With this information, we'll be able to evaluate and refine our work to achieve the best possible results.  This system is already up and running in our group home and apartments.  Next up will be foster care and On Point.

Looking Ahead:
We now know that, to create lasting change, our services must aim to get young people into permanent We now know that, to create lasting change, our services must aim to get young people into permanent families. And we continue to believe that all young people need skills and connections with their community.

Building on the accomplishments of the last five years, in 2015, we set new priorities. These priorities represent an organization committed to delivering high quality, effective services that set a standard which can be shared with others.

All this work, this search for solutions, could not happen without you: talented, tireless volunteers; generous donors giving from $1 to $100,000; hearty marathon runners and stand-up paddlers; and a staff whose compassion and determination know no bounds.  Our work is also dependent on foster parents, biological parents, state partners, juvenile probation staff, the Salem Police Community Impact Unit and so many more. Without them we could not do what we do.


 

Board Chair Statement

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Geographic Area Served

NORTHEAST REGION, MA
GREATER BOSTON REGION, MA
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)

No

Programs

Community Apartments (PYRAMID)

One-bedroom apartments in the community for 5 young men or women ages 18-22 who have turned 18 while in state care. These young men and women have histories of abuse, neglect and/or behavior challenges. The size of this program fluctuates with the demand.

Budget  $191,991.00
Category  Human Services, General/Other Children & Youth Services
Population Served College Aged (18-26 years)
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.

It is not uncommon for youth to arrive at Plummer Home 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.
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  Example of program success...

Foster Care Program

Opened in December 2012, this program serves an average of 23 boys and girls, birth to age 22, living with foster families in the community.

Budget  $764,489.00
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 has met with great success. Since Plummer Foster Care opened four years ago, 53% of children discharged have left to families committed to them forever, mostly through adoption, guardianship or reunification. Another 8% have discharged into pre-adoptive families; in other words, they left Plummer Foster Care to live with families who were committed to adopting them but hadn’t at the time of discharge due to a state law requiring a 6-month trial period. All of those youth have since been adopted. In the coming year we will strive to build on this success by focusing on two goals: 1) reducing the number of youth we turn away by recruiting and training more foster families, and 2) strengthening training and retention services for existing foster families.

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 

Plummer provides its foster families with an extraordinary level of support. For example, we had a sibling group of boys, 8 and 9 years old, for whom we knew placement stability would be a challenge due to their extreme behavioral issues. We placed them in the home of a single woman with many years of experience who understands the need to stop children from bouncing around the foster care system.

The boys demonstrated many trauma reactive behaviors, were very aggressive with each other and with the foster mother. They were destructive in the foster home and destroyed many things. Both boys also had significant educational needs.

With Plummer's help, this foster mother stuck it out. We developed a comprehensive safety plan that included the assistance of other team members such as the DCF worker, school, local crisis team and in home therapy providers. Our social worker visited the home at least twice a week, considerably more than required by the State but absolutely necessary. We referred both boys for in-home therapy and individual trauma therapy through the JRI Trauma Institute.

Knowing that the goal was to successfully move the boys to a pre-adoptive home that had already been identified, and that this goal was becoming more real to the boys, we anticipated an escalation in aggressive behaviors. As the transition to the adoptive home drew near, an updated safety plan was devised, and a schedule was created that involved Plummer Foster Care staff, and the clinicians from a local crisis team to ensure support to the foster mother 7pm and 9pm, 7 days a week for about three weeks. This proved remarkably effective as it assisted in averting a crisis, such as a psychiatric hospitalization that likely would have resulted in separating the boys and possibly derailed their move into the pre-adoptive home.

Both boys lived with the Plummer mother for a little over one year, successfully transitioning to their pre- adoptive home on 8/14/2014. Their adoption has since been finalized.


Group Home

Salem residence housing an average of 24 boys each year, ages 13-18, with histories of abuse, neglect, and/or behavioral challenges.
Budget  $1,077,349.00
Category  Human Services, General/Other Children & Youth Services
Population Served Adolescents Only (13-19 years) Children Only (5 - 14 years)
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 Group Home, 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.
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.


On Point

Opened in 2011; serving approximately 173 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  $127,054.00
Category  Human Services, General/Other Children & Youth Services
Population Served Adolescents Only (13-19 years) At-Risk Populations
Program Short-Term Success 

The On Point Structured Program enrolls 10-20 boys and girls at a time throughout the year. Eighty-percent of youth 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 On Point Individualized program customizes activities for youth referred by the Juvenile Court and DCF. Community programming serves 300 On Point neighborhood residents hosting an annual barbecue and providing music & art to 10-30 youth weekly. Programming includes: 1) group therapy on conflict resolution/social skills/substance abuse counseling, expressive art therapy, etc., 2) speakers on cyber-safety, anti-bullying; 3) recreational/cultural events; 4) community service; and 5) personal goal-setting such as improved school attendance, sobriety, etc.

Program Long-Term Success 

On Point is collaboration with the Salem Police Community Impact Unit (CIU) and Essex County Juvenile Probation providing an array of services that help juveniles meet the conditions of their probation and avoid juvenile detention. On Point serves court-involved youth as well as provide other youth who live in the Point neighborhood in Salem. The vast majority of youth are from Salem and surrounding communities of Gloucester, Lynn, Lawrence, Danvers, Peabody, Beverly, and Marblehead. Currently there is no other organization in Salem or surrounding communities providing the same services as On Point. The positive impact of this program is reflected in our FY2015 outcome: Since opening in 2011, 82% of youth served by On Point’s structured programming remained free from juvenile detention 12 months after completing the program. Over the last five years On Point has also helped stabilize Salem’s most volatile neighborhood and emerged as a critical resource for youth.

Program Success Monitored By 

Our methods to evaluate program effectiveness in the Structured Program are to track daily participant data and share the information with probation officers on a weekly basis. This data provides the outcome information that determines whether youth are progressing on track within the Structured program period. In addition we also track arrest, re-arrest, and probation violation outcomes at both six- and twelve-month post-arrest discharge. An arrest or re-arrest increases the risk that a child will be removed from his or her home, the very outcome we are working to prevent. This data provides a baseline of engagement level and identifies areas in need of improvement.

Examples of Program Success 

One example of a positive change in the life of an On Point 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 last October, Salem’s busiest tourist season where she performed her own set. Even though Kaylee completed her court-ordered time at On Point, she comes back every week to make music, talk with friends and encourage others.


Supported Apartment

A self- contained apartment on the site of our Group Home, serving an average of 8 young men each year ages 16-22. These young men have histories of abuse, neglect and/or behavior challenges.

Budget  $282,645.00
Category  Human Services, General/Other Children & Youth Services
Population Served Adolescents Only (13-19 years) College Aged (18-26 years)
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 Supported Apartment, it is not uncommon for youth to have 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.
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  Example of success...

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. James Lister
CEO Term Start Dec 2006
CEO Email [email protected]
CEO Experience

James joined the Plummer Youth Promise as its Executive Director in 2006.   Under his leadership, Plummer has opened several programs, including a supported apartment for youth in state care who are on track to become adults with no permanent family and a community apartment program for the same population.  Most recently, Plummer Home opened a foster care program, stepping into the shoes of Casey Family Services when that program closed.  During James’ tenure Plummer Home has revised its outdated and politically-controlled board appointment structure; adopted its first strategic plan; more than tripled its fundraising results; and stabilized its finances. 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.  Among the first in the country to be doing this work with group-care teens, James was selected to present Plummer’s model at the national conference of the American Association of Children’s Residential Centers in April 2012.  He has since been invited back for the April 2013 conference to share lessons learned.
 
Prior to coming to Plummer, James worked with Family Continuity, first as the Assistant 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 started his career in human services as a social worker for the Commonwealth of Massachusetts.  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 boards of the Salem Community Charter School, Children’s League of Massachusetts, and the American Association of Children’s Residential Centers.

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.

Awards

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

Affiliations

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
-- --

Collaborations

--

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

Governance


Board Chair Mr. Paul Nightingale
Board Chair Company Affiliation HP Hood, LLC
Board Chair Term July 2016 - June 2017
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
Kathleen Kenahan Student, Harvard University Extension School Voting
Stephen G. Manning Retired, formerly Senior Finance and Operations Executive, Fidelity Investments Voting
Kevin McCarthy Student, MIT Sloan School of Management Voting
Kim Meader Retired, Executive Vice President, Salem Five Bank Voting
Marshall Strauss President, CEO and Board Chair, Workplace Giving Alliance 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

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $3,314,225.00
Projected Expense $3,523,314.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

Audit Documents

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 2016 2015 2014
Total Revenue $2,937,381 $3,028,172 $3,267,116
Total Expenses $3,337,957 $3,125,202 $2,877,699

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $0 $0
Individual Contributions $669,698 $731,063 $1,010,132
Indirect Public Support -- $3,936 $0
Earned Revenue $2,165,528 $2,101,625 $2,049,715
Investment Income, Net of Losses $44,598 $78,001 $201,707
Membership Dues -- $0 $0
Special Events $45,221 $111,320 $0
Revenue In-Kind -- -- --
Other $12,336 $2,227 $5,562

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $2,774,714 $2,584,059 $2,414,469
Administration Expense $305,596 $189,230 $175,675
Fundraising Expense $257,647 $351,913 $287,555
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.88 0.97 1.14
Program Expense/Total Expenses 83% 83% 84%
Fundraising Expense/Contributed Revenue 36% 42% 28%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $3,056,966 $3,454,100 $3,519,048
Current Assets $620,867 $835,303 $907,202
Long-Term Liabilities $0 $0 $0
Current Liabilities $232,441 $229,000 $196,919
Total Net Assets $2,824,525 $3,225,100 $3,322,129

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
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 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.67 3.65 4.61

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

The FY 17 projected income and expense reflect a deficit almost all of which is projected to be offset with revenue released from restrictions and a distribution from our investment portfolio.
 
Although we have indicated above that we have an endowment, this is not a true endowment in that the restrictions have been board imposed. 

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.

Impact

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 community

This 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.