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Dismas House of Massachusetts Inc.

 PO Box 30125, c/o David McMahon
 Worcester, MA 01603
[P] (508) 7999389
[F] (508) 7999389
Dave McMahon
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 Printable Profile (Summary / Full)
EIN 54-2075825

LAST UPDATED: 01/07/2019
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

The mission of Dismas is the reconciliation of homeless former offenders and society through the creation of supportive community.  Through our family-style transitional and permanent housing, and our street outreach (BAR None), Dismas welcomes back former offenders to New England's second largest city.  Through advocacy and innovation, Dismas helps to build a statewide safety net as well, providing assistance in linking the social safety net with energy efficiency.

Mission Statement

The mission of Dismas is the reconciliation of homeless former offenders and society through the creation of supportive community.  Through our family-style transitional and permanent housing, and our street outreach (BAR None), Dismas welcomes back former offenders to New England's second largest city.  Through advocacy and innovation, Dismas helps to build a statewide safety net as well, providing assistance in linking the social safety net with energy efficiency.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $635,000.00
Projected Expense $620,000.00

ProgramsMORE »

  • BAR None (Basic Advocacy for Reentry)
  • Dismas Family Farm
  • Dismas House - Richards Street
  • Father Brooks House

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.


Mission Statement

The mission of Dismas is the reconciliation of homeless former offenders and society through the creation of supportive community.  Through our family-style transitional and permanent housing, and our street outreach (BAR None), Dismas welcomes back former offenders to New England's second largest city.  Through advocacy and innovation, Dismas helps to build a statewide safety net as well, providing assistance in linking the social safety net with energy efficiency.

Background Statement

For almost thirty years, Dismas House of Massachusetts, has been a leader for homeless services and prisoner reentry in greater Worcester.  The Dismas model and mission, have been hailed nationally as best-practices for homeless solutions and positive prisoner reentry.  In fact, the esteemed Eisenhower Foundation, the successor to the Lyndon Johnson Riot Commission, named Dismas House one of the top seven prisoner reentry efforts nationwide in its First Edition January 2007 Report.  Dismas has led the effort to develop a comprehensive response to the crisis of both homelessness and prisoner reentry for the second largest cohort of low-income clients in the six-state region of New England.  Working closely with an array of housing, government, philanthropic, and academic evaluator partners such as Brandeis University and the Ted Kennedy Healthcare Center, Dismas has convened multiple community-wide efforts to address the complex of health, housing, substance abuse, and economic needs of the gap population served.  Dismas House has been proven to work, and the figure to the right displays a comparison of the program’s recidvism rates over the last five years, in comparison to the MA state average. 

Impact Statement

Dismas House of Massachusetts Top Accomplishments 2017:
1.  Eliminated agency utility bills through creative utilization of solar energy production, pellet-fired furnaces, and furnaces that generate electric while burning gas - built a coalition to lead additional agencies through the same process.
 2.  Stabilized and housed 70 homeless former prisoners from situations of dire street homelessness and poor discharge to the streets from jails.  Housing options included the holistic, 35 acre organic farm set in rural Oakham, for the recovery and stability of clientele.
3. Residents at Dismas Family Farm became leaders. managing a 30 member Farmers' Market (, building relations with restaurants, operating a 35 member Community Supported Agriculture model - all of the revenue from which sustains the farming operations.
4.  Former prisoners at farm created a new partnership whereby shares of farm product (vegetable, eggs, meat) were distributed to low-income families as part of their health-care case management, bolstering family nutrition.
 5.  New program (Basic Advocacy for Reentry), reached over 400 newly released or homeless former prisoners with comprehensive civil legal supports, healthcare and nutrition screening, and a new pathway into the Edward Kennedy Healthcare Center that fast-tracks clientele healthcare needs.
 Goals 2018
 1.  Work with specialty engineers from Worcester Polytechnic Institute to engage windpower in producing electricity at farm.
2.  Sustain and support 75 homeless former prisoners in housing, treatment, education, and recovery goals.
3.  BAR None to engage 700 homeless former prisoners in civil legal support and referrals.

Needs Statement

Exposure to trauma is an almost universal experience for incarcerated men (Gibson et al., 1999; Wolff, Huening, Shi, & Frueh, 2014). According to Wolff et al. (2014), 62-100% of incarcerated men have been exposed to at least one traumatic event in their lives (e.g., physical violence; sexual violence; neglect; serious accident). Seven in ten incarcerated men have experienced childhood physical abuse, sexual abuse, or neglect (Wolff et al., 2015). Wolff et al. (2014) estimate that 30-60% of incarcerated men meet the criteria for post-traumatic stress disorder (PTSD), a rate that is 10 times that of community-dwelling men. A study by Gibson et al. (1999) found that amongst incarcerated men with post-traumatic stress disorder (PTSD), 80% met the criteria for alcohol dependence and 70% met the criteria for drug dependence. In 2015, 1,942,500 men in the United States were incarcerated in federal and state prisons, with 5,462,700 men involved in the criminal justice system (e.g., pre-trial probation; probation; parole) [Glaze & Kaeble, 2016]. Each year, from 2010 through 2015, over 600,000 federal and state prisoners were released from custody and returned to the community (Carson, 2015). Untreated trauma and substance abuse have negative behavioral and social consequences for this population, including substance relapse, aggression, violence, and re-arrest (Wolff et al., 2015).Dismas residents returning to the community after homelessness and/or incarceration in greater Worcester from prison and the streets often have histories of drug abuse concurrent with other physical and mental health service needs, which places them at risk for continued homelessness, unemployment, relapse, and recidivism. Dismas House of Massachusetts, with the recent launch of the BAR None civil legal and case management outreach initiative is now one of the largest providers for ex-offenders in greater Worcester.  Release conditions in Worcester and central Massachusetts are often riddled with barriers to successful reintegration. Consequently, prisoners and homeless persons re-enter central Massachusetts facing significant economic, social, and health/mental health challenges that decrease the likelihood of successful reintegration and increase the risk of recidivism. Poor rates of engagement and retention in substance abuse treatment, along with limited community supportive resources during re-entry present significant barriers for positive treatment outcomes for Dismas residents. The purpose of this project is to put into place the protocols and partnerships to effectively address the identified problems facing Dismas residents during the process of community re-entry.

CEO Statement

As we enter our 25th year here at Dismas House of Massachusetts, we can look back with a sense of accomplishment on what we have achieved for homeless and former prisoners in greater Worcester, and statewide.  We are unique in Massachusetts, as the only provider of housing that includes a therapeutic and successful residential organic farm that is self-sustaining, and at which resident-farmers have a safe haven, create their own art for sale, farm and operate a $25,000 farmers' market in metrowest, and gain valuable skills as they move back into the workforce.  We can look forward to the growth of our energy alliance.  As foundation and government resources dry up, we have built a project that serves as a bridge between housing providers statewide who house homeless people in crumbling housing, and energy efficiency projects to lower their bills.  We are the bridge between homeless housing and programs designed to rebuild the low-income energy housing infrastructure of the state.  
 Dismas is Family.  This is the sentiment on our bumper stickers.  It is central to our approach, as we cast aside failed notions that our residents can be jammed into artificial timeframes, such as three or six month period, to resolve a lifetime of struggle that usually began with neglect and abuse in their childhood.  We at Dismas have a realistic view of these issues, that building relationships of trust is the central and motivating strategy of our continued work.  We continue to engage a client base and their families without artificially derived timeframes decided on by non-frontline participants in criminal justice.  We believe in a lifetime of healing, that relapse is part of recovery, and that we must be available to open windows of stability, employment, recovery, and support that enfranchises the resident as the principle actor in their own success.
There is no Department of Reentry in Massachusetts.  Despite the severe damage wrought on communities by indifferent or poorly planned prisoner reentry, most communities have an ad hoc response to this critical driver of family disruption, public safety crisis, addiction, and homelessness.  As a result of this crack in the safety net that remains unaddressed, we need to build our own infrastructure of support, and this what we do at Dismas best - foster cross sector partnerships that firmly establish bonds with our agency partners, rather than a simple flimsy MOU utilized for temporary, grant-driven partnerships.  Instead, we will continue to build sustained partnerships across energy homeless, food justice, farms, and health.

Board Chair Statement


Geographic Area Served

Dismas serves the cities and towns of central Massachusetts.

Organization Categories

  1. Housing, Shelter - Homeless Shelters
  2. Crime & Legal - Related - Half-Way Houses for Offenders & Ex-Offenders
  3. Environment - Energy Resources Conservation & Development

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



BAR None (Basic Advocacy for Reentry)

BAR None provides outreach to the homeless and former offender population of New England's second largest city, Worcester.  The program director and a battery of support staff provide civil legal supports through a panel of pro bono attorneys and the staff attorney, healthcare fast-track engagement, nutritional screening, and case management and referrals.  
Budget  $88,000.00
Category  Crime & Legal, General/Other Ex-Offender Services/Supervision
Population Served Offenders/Ex-Offenders Poor,Economically Disadvantaged,Indigent Homeless
Program Short-Term Success 
Clients will be placed on a streamlines pathway to healthcare access through partners.
Clients at scattered sites will receive legal clinics and evaluation of all factors affecting their lives and reentry to the community.
Clients will receive support in gaining income, housing, disability status, and in reuniting with families and beginning process of untangling concerns.
Program Long-Term Success 
BAR None works to untangle the pressing civil legal concerns of clientele.  These include disability claims, messy family law situations, old landlord tenant issues, ID, drivers' licenses, wills, and more.  Success is measured through client engagement and resolution of legal concerns which act as a true barrier for driving to jobs, finding a place to live, worrying about old debts, or fixing one's credit.  Additionally, this engagement at points of entry for former offenders into New England's second largest city enables further advocacy, and screening of healthcare, nutritional and other concerns.
Program Success Monitored By  A panel serving BAR None evaluates the success of the program, and the program director reports to multiple funding sources on nuanced and details regarding client cases opened, disposition, and success rates.
Examples of Program Success  A client with severe mental health concerns that are debilitating in nature has accumulated a record of homelessness and incarceration.  Nonetheless, he has not had advocacy for a true diagnosis of this condition.  The BAR None director encounters him during one of multiple community screens at an offender point of reentry.  BAR None director not only engages and wins disability claim, but steers client to independent housing, immediate medical help for diabetes, and other services to stabilize client

Dismas Family Farm

Dismas Family Farm is a one-of-a-kind residential organic farm in Massachusetts.  Residents live in a historic farmhouse where live-in staff, the co-executive director, and clinical supports stabilize each resident and assist them in moving towards recovery from drugs and alcohol, engagement in mental health, employment, vocational, and financial goals.
The Farm residents also manage a 35 acre organic farm that includes agriculture, a CSA program, restaurant relations, a farmers market, welding, machine maintenance, animal husbandry, carpentry shop, candle and arts production, and a morning-to-night program of maintaining the farm and ensuring its profitability so as to make it sustainable.
Budget  $190,000.00
Category  Housing, General/Other Transitional Housing
Population Served Offenders/Ex-Offenders Homeless Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 
30 residents receive emergency case management evaluation
30 residents receive clothing and necessities
30 residents transported to medical and prescription refills
30 residents gain ID
30 residents in contact with families and children
Program Long-Term Success 
From the Logic Model for this project - 
30 homeless former offenders per year stabilized in housing
10 chronic homeless referrals/20 jail and prison referrals
 30 residents engaged in farm vocation training
10 residents per year gain employment at area farms
5 residents engage in further education
 30 residents receive mental health and physical health regular support
Program Success Monitored By 
Dismas utilizes multiple tools to track engagement rates and success.
1.  Case files - we update engagements on a weekly basis
2.  Logic model - we use the United Way Logic Model for program evaluation
 3.  We track recidivism rates for clientele through courthouse records reviews
Examples of Program Success 
The Massachusetts average prison recidivism rate for inmates hovers around 69% over a three year period.  For Dismas clientele, there is a 30% recidivism rate over a five year period.  This indicates a program strength with regards to preventing a return to costly incarceration.  Additionally, it costs $46,000 to house an inmate, $9000 a year at Dismas.  An emergency room visit for overdose is on average $1000, while three day hospital stays are $8000.  Five days of drug treatment at Dismas are $146.  
 An example of the prevention and treatment modality is Rubin.  He had an extensive history of mental health issues and incarceration for breaking and entering, with years-long histories.  He enrolled at the farm, spent six months there, gained disability income as a result of a diagnosed major mental health issue, assisted by Dismas BAR None.  He moved on to Dismas, and helped manage the farmers market.  He is now at Brooks House in supported housing and is a contributor through his volunteerism to a social model mental health program.

Dismas House - Richards Street

Dismas House on Richards Street has a twenty five year history of serving homeless former offenders with housing and services, in a family-style atmosphere.  The Director of Operations interviews from shelters and prisons and receives 3-5 requests per day for service.  Each resident receives a battery of emergency services and transportation, healthcare linkages, and support.  Often, Dismas Farm graduates matriculate to the Dismas-Richards Street as they seek full employment.  Residents either work, go to school, or depending on ability, volunteer.  A team of three staff assist them in their transition to society.
Budget  $250,000.00
Category  Housing, General/Other Transitional Housing
Population Served Offenders/Ex-Offenders Homeless Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Dismas provides transitional housing at Dismas House on Richards Street, and the Dismas Family Farm where residents participate in programs after release from prison, after transitioning from homelessness. Resources available to residents of Dismas House and the Farm include: üCivil legal assistance addressing a complex of concerns, including child support and custody issues, housing, and bankruptcy issues with the Dismas resident attorney. üHealth benefits assistance. üFarm vocational training and job placement üSSI/SSDI benefits assistance. üHIV/AIDS awareness and referrals. üCredit repair and tax workshops. üAssistance acquiring a work-appropriate wardrobe. üTuition assistance. üReentry case management and housing referral and placement.
Program Long-Term Success  Dismas House seeks to continue to provide evidence-based housing and reentry services to the homeless and adult former offender and their families in greater Worcester every year, while lowering recidivism to prisons and jail. Dismas House will accomplish this goal by: Providing critical reentry services tomen and women reentering the community, or homeless through the BAR None Program.Services include housing support, disability, resolution of driver’s license, and referral to healthcare and medical case management.Provide housing for 100 men and women with reentry and homeless backgroundsEnsure vocational training, employment and employment support, or school and volunteerism for 100 residents per yearCreate a sober living environment through a rigorous recovery program including clinical support and assessment, drug testing, and staffing of facilities.Create Individual Service Plans to ensure long term planning on budgeting, housing, educational, and stabilization goals.Partner with community health centers, correctional agencies, substance abuse providers, and homeless prevention agencies to maximize wrap-around resources available to each resident.
Program Success Monitored By  Dismas House relies on multiple strategies to determine the impact and effectiveness of programs: Process evaluation designed by Brandeis University that evaluates client factors during the exit process and during residency.Cost evaluation to determine how cost effective the programming is.Logic model with the United Way, to determine program goals, outputs, and outcomes Impact evaluation to measure the recidivism of clientele through courthouse records versus the general population.
Examples of Program Success  Matt was one of the notprious founders of the Kilby Street Posse Gang which terrorized the neighborhood in the 80s and 90s.  After a lengthy incarceration and debilitating illness, Matt moved into Dismas.  While here staff stabilized him, assisted with healthcare needs, and Matt began a process of recovery.  He now is a key member of the community, providing a mentor role, and speaking at anti-gang initiatives throughout the city about his gang experience.

Father Brooks House

Named for the legendary former President of the College of the Holy Cross, and Dismas Board member, Father Brooks House provides a true home for former offenders and their families.  A variety of apartments are available for a range of referrals from Worcester, both men and women and families.  Residents live in shared or individual units and receive case management, job coaching, support for housing, vocational services, transportation, legal support, family services.
Budget  $78,000.00
Category  Housing, General/Other Affordable Housing
Population Served Offenders/Ex-Offenders Homeless Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Brooks House will provide multi-tiered housing options for stabilizing homeless former prisoners and families.  Brooks House will provide opportunities for children to reunite with parents on weekends.  Brooks House will have a staffing structure that balances independence of the client base with supports for emergency services, clothing, case management, peer social model supports, recovery services, and civil legal support,
Program Long-Term Success  Brooks House aims to provide a stable platform for housing and services for ex-offenders, more geared towards families and permanent housing than the other housing platforms.  Referrals can come from within Dismas or from other shelters and providers.  
Program Success Monitored By  The same tools utilized to measure efficacy of other Dismas housing programs - the United Way logic model, exit evaluations, case notes, and courthouse recidivism reviews allow Dismas to measure homelessness and recidivism rates.
Examples of Program Success  Erin moved into Brooks House two years ago.  She had an extensive history of homelessness and domestic abuse.  She exited shelter and gained an apartment, supported by Dismas staff.  She has maintained a strong recovery network, employment, and is moving into a new apartment.

CEO/Executive Director/Board Comments

Our program design reflects our collaborative nature and desire to provide a range of opportunities to the clients served.  A variety of work and housing types are available, including a one-of-a-kind employment and residential farm program, the only residential farm program in Massachusetts, where the environment plays an important part in the recovery process of the resident community.  Additionally, we have flexibility of time of stay for clients, balancing the need of demand for our bedspace with a realistic appraisal of the lifelong challenges faced by the homeless and former prisoner.  We keep foremost a focus on the holistic needs of the client.  The BAR None program allowed us to commit outreach to former offenders at their point of entry, offering not only comprehensive legal supports, but also referrals for everything from housing and disability claims, to a specially designed access point for expedited healthcare and nutrition.


CEO/Executive Director Mr. David McMahon
CEO Term Start Jan 1998
CEO Email
CEO Experience
For almost 20 years, Dave has been co-executive director - shepherding Dismas through periods of growth and recession.  A graduate of the University of Notre Dame, Dave became familiar with the Dismas House model while an undergraduate.  He then worked at a variety of shelters and programs including South Bend Center for the Homeless, and the Berkeley-Oakland - Building Opportunities for Self-Sufficiency.  For a brief stint, Dave filled a role as Development director for Project HOME in Philadelphia.
For the past twenty years, Dave has helped Dismas grow, spearheading three new housing projects with a blend or public-private supports.  These projects include The Mass. Parole Board project - Almost Home - a 24 hour residential therapeutic community, The Father Brooks House - permanent housing facility for homeless former prisoners and their families, and the Dismas Family Farm  - a 35 acre residential organic farm.  Additionally, Dave has played a role in the City's plan to end homelessness, helping to draft the current plan, launching the synergy initiative - Worcester Initiative for Supported Reentry.  He has served on numerous Boards and commissions in the Worcester community.  He was a professional fellow at Harvard University Kennedy Center Hauser Center under Dr. Christine Letts in 2000. 
Co-CEO Colleen Hilferty
Co-CEO Term Start Feb 2000
Co-CEO Email
Co-CEO Experience
Colleen has been the recipient of numerous awards in her career working on homeless issues.  She was a Local Hero in Boston 2005 from Bank or America presented by Mayor Thomas Menino.  She was the Telegram and Gazette Visions Award Young Leader in 2007.  
Colleen is a graduate of University of Notre Dame.  She has worked at several homeless providers including South Bend Center for the Homeless, Massachusetts Housing and Shelter Alliance, and Rosie's Place.  As co-executive director, Colleen has overseen program management and development at all sites, helping launch four new housing sites, a permanent housing community, and a community-wide civil legal outreach effort.  She is currently enrolled in Masters program for social work at Catholic University 

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Anna Rice Esq. Director of BAR None --


Award Awarding Organization Year
Criminal Justice Innovator HiiL - The Hague, Netherlands 2017
semi-finalist Breaking the Cycle of Incarceration Social Innovation Forum 2017
Edward M. Kennedy Community Health Award Edward M Kennedy Health Center 2015
Special Recognition Pioneer Institute 2015
40 Under 40 Worcester Business Journal 2010
Young Leader Award - Colleen Hilferty Telegram and Gazette 2007
Local Hero Award Bank of America 2005


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Housing and Shelter Alliance

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 7
Number of Part Time Staff 1
Number of Volunteers 223
Number of Contract Staff 2
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 8
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 5
Not Specified 0

Plans & Policies

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

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? No
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Bi-Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mrs. Jill Sullivan
Board Chair Company Affiliation St. Mary's North Grafton
Board Chair Term Jan 2014 - Jan 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Gail Parker Anderson Department of Children and Families Voting
Paul Belsito Hanover Insurance Voting
Dr. James Broadhurst UMASS Voting
Kevin Byrne Esq. Lian Zarrow Voting
Nan Ford St. Lukes of Westborough Voting
Paul Gallagher Gallagher Properties Voting
Lisa Kirby Gibbs Highland Marche Exofficio
Honorable Margaret Guzman Commonwealth of Massachusetts Exofficio
Michael Kenny Kenny Exteriors Voting
Sarah Loy Community Healthlink Voting
Sister Helen Prejean Catholic Nun Exofficio
Jay Sullivan Wyman Gordon Voting
Jill Sullivan St. Mary's of North Grafton Voting
Chris Tully Esq. Tully Law 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: 13
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 8
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 86%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 43%
Constituency Includes Client Representation Yes

Standing Committees

  • Executive

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $635,000.00
Projected Expense $620,000.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

Audit Documents

2016 Audited Financials

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 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 $825,590 $713,705 $833,237
Total Expenses $635,174 $562,312 $518,997

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $203,944 $27,629 $171,058
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $203,944 $27,629 $171,058
Individual Contributions $524,629 $582,493 $552,567
Indirect Public Support $0 $0 $0
Earned Revenue $83,571 $83,356 $93,344
Investment Income, Net of Losses $59 $0 $0
Membership Dues $0 $0 $0
Special Events $13,387 $20,227 $16,268
Revenue In-Kind -- -- --
Other $0 $0 $0

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $549,883 $473,576 $427,016
Administration Expense $62,464 $59,580 $58,773
Fundraising Expense $22,827 $29,156 $33,208
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.30 1.27 1.61
Program Expense/Total Expenses 87% 84% 82%
Fundraising Expense/Contributed Revenue 3% 5% 4%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $1,918,564 $1,808,606 $1,762,939
Current Assets $660,686 $582,915 $474,276
Long-Term Liabilities $437,534 $458,533 $475,131
Current Liabilities $44,931 $22,607 $26,009
Total Net Assets $1,436,099 $1,327,466 $1,261,799

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 --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 6.00

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose The goal of the campaign is to eliminate mortgage debt and also install solar so as to free up 56,000 annually in debt service and electric costs.
Campaign Goal $600,000.00
Capital Campaign Dates Feb 2013 - Dec 2018
Capital Campaign Raised-to-Date Amount $330,000.00
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 14.70 25.78 18.24

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 23% 25% 27%

CEO/Executive Director/Board Comments

Dismas relies on a blend of funding from multiple government sources, private foundations, farm revenue, program fees, and private fundraising efforts.

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS 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?

Dismas ensures reentering inmates and homeless individuals receive a range of services and housing to reduce recidivism to jail/prison and homelessness. At 32 beds in three residential programs, Dismas provides a family style atmosphere with the right accountability and support to maximize and individualize each resident's potential.  Additionally, through the BAR None program - Basic Advocacy for Reentry, Dismas reaches out at points of entry for former offenders in the community and provides them with civil legal consultation, fast-track access to healthcare through Edward Kennedy Healthcare Center, nutrition screening, and other resources to assist in their stability and success.
Dismas goals are as follows-
1.  House 65-75 former offenders and homeless people per year with a low recidivism rate of 15-30%.
2.  Track clientele through courthouse records to evaluate recidivism rate over 3 year periods, goal is to maintain a 15-30% recidivism rate, compared to the 605% recidivism rate for general prison population.
3.  Individually develop and implement recovery plans for each resident that rely on consistent and on-going daily case management, recovery meetings, therapeutic resources, and additional resources as needed to ensure residents are engaged in recovery from drugs and alcohol.
4.  Individually develop and implement mental health support resources for each residents..
5.  Provide transportation resources for all residents as needed across all programs.
6.  75% employment, school, and vocational training rate as tracked through case notes and ISP.
7.  Secure stable housing for 65-85% of residents after 6 months to one year residency.
8.  Engage offenders at 12 points of reentry with civil legal clinic, referrals, and case management support.
9.  Maintain the Coming Home Directory website and print resource with annual updates - www.cominghomeworcester,org.
11.  Utilize farm project to not only stabilize homeless residents, but also to create revenue that sustains farm operations.

2. What are your strategies for making this happen?

Dismas will employ a multi-tiered strategy for achieving the goals outlined for the organization over the next 3-5 years.  The objectives are outlined below and center on a case management strategy:
1.  Interview and use available assessment tools to determine resident eligibility from pool of applicants.  Create individual service plans and weekly case model to address underlying criminogenic and other factors negatively affecting resident's reentry plans.
2.  Address emergency clothing, food, medication, mental health needs on arrival, facilitate transportation, ID, drug and alcohol screening, parole/probation requirements, and family contact.
3.  Staff will evaluate courthouse records annually to track against resident re-arrest, and incarceration rates.
4.  Case manager, director of operations will complete weekly and dailt case management tasks for resident medium range goals around family, recovery, work, mental and physical health, school, training, and housing.
5.  Regular, randomized drug screens will be utilized to keep the community safe, and relapse will be a cause for treatment referrals.
6.  The Farm director will develop and implement a vocational training program for residents that includes restaurant delivery and relations, CSA management, farmers market prep, all aspects of growing and animal husbandry, haying, welding, carpentry,and customer relations.

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

Dismas has 25 years of experience in the field, and has developed community-wide responses based on the best practices literature, assessments and evaluation.  For example, working with Brandeis, a community health foundation, and a community network of services, Dismas helped design and implement a pathway for reentry for greater Worcester that relied on a scan of resources and utilization of new tools and supports.  Additionally, Dismas is collaborative and has deep community roots that provide sustainability for the multiplicity of programs and initiatives that include governmental and legislative supports, foundation support, a strong board, and relationships between nonprofits to sustain each new resident on their journey back to health and reconciliation.  A stable of over 200 volunteers from 26 area churches, volunteer groups, and professional associations fill the board and volunteer roles with a level of expertise that ranges from substance abuse to energy efficiency.  This network strengthens the staffing infrastructure and build viability and sustainability into the organization goals and objectives.

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


Dismas House relies on multiple strategies to determine the impact and effectiveness of programs:


  • Cost evaluation to determine cost effectiveness of current programming.
  • Logic model with the United Way, to determine program goals, outputs, and outcomes.
  • Impact evaluation to measure the recidivism of clientele through courthouse criminal records versus the general population. 

1.    Recidivism rates for 2011 – 23%

2.    Recidivism rates for 2012 – 22%

3.    Recidivism rates for 2013 – 18%

4.    General Prison population recidivism rates for Massachusetts – 69% - see metrics below

Dismas Comparative Metrics




Annual Cost of incarceration


Cost per Emergency Room Visit for general care issues


Cost per Emergency Room Overdose, 5 day stay


Recidivism rate for general prison population


Federal/Massachusetts Income tax collection on incarcerated persons


Funds spent in greater Worcester economy and services by incarcerated persons







Annual Cost of residency for Dismas residents


Cost per doctor visit for general care issues

$10-$15 co-pay; $60-300 with no insurance[6]

Cost per person Dismas drug prevention services, 5 days


Recidivism rate for Dismas programs


Average Federal/Massachusetts income tax collection on a working Dismas resident


Funds spent in greater Worcester economy and services by Dismas residents

Bus and cab transportation, local inner city clothing stores, small local restaurants and grocery stores, retail outlets, automobile purchases, childcare services, personal computer purchases.








[1] National Institute of Corrections

[2] Consumer Health Ratings, ER

[3], c. 2002

[4] Bureau of Justice statistics

[5] Based on annual budget for Dismas program divided by number of resident beds


[7] Ibid, Dismas budget

[8] Based on number of re-incarcerations for resident population in three year evaluation

[9] Based on US Census data for average income tax collection for census codes where Dismas projects are located


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

Dismas has created a stable network of housing and support for homeless and former offenders in New England's second largest community.  We have achieved a strikingly low recidivism rate and created windows of opportunity for the resident base.  We have given dignity and opportunity to elders from the prison system with nowhere else to go, and have lifted up homeless people to put them on a path towards a better life.  There is much more to do, to strengthen our community safety net, explore energy opportunities to lower this burdensome cost on our field, there are many, many more people in need of help.  We are uniquely positioned at Dismas to serve as a fulcrum for change, as an instigator who can leverage change in the community through new partnerships and efforts that rely on innovation and new thinking about how we construct and advocate for our low income housing, how we work collaboratively on challenges to the population, and how we create new pathways like treatment on demand, housing and shelter hybrids, an easing of timelines and restrictions on housing, and a recognition of the need to think of ways to build new housing in the face of the continued struggle with a lack of new resources to create paradigm shifts.