Peer Health Exchange (PHE)
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745 Atlantic Avenue, Eighth Floor Boston, MA 02111 |
[P] (513) 629-0588 [F] -- |
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www.peerhealthexchange.org [email protected] Uchenna Ndulue |
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INCORPORATED: 2003
Printable Profile (Summary / Full) EIN 56-2374305 |
LAST UPDATED: 09/06/2017 |
| Organization DBA | -- |
|---|---|
| Former Names | -- |
| Organization received a competitive grant from the Boston Foundation in the past five years | No |
Summary
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Mission StatementMORE »Peer Health Exchange's mission is to empower young people with the knowledge, skills, and resources to make healthy decisions. We do this by training college students to teach our effective health education curriculum in under-resourced high schools. Through our health education program we aim to reduce unplanned pregnancy, reduce substance use, and increase help-seeking behavior for high school students. Our vision is that Peer Health Exchange, with our partners, will advance health equity and improve health outcomes for young people. |
Mission StatementPeer Health Exchange's mission is to empower young people with the knowledge, skills, and resources to make healthy decisions. We do this by training college students to teach our effective health education curriculum in under-resourced high schools. Through our health education program we aim to reduce unplanned pregnancy, reduce substance use, and increase help-seeking behavior for high school students. Our vision is that Peer Health Exchange, with our partners, will advance health equity and improve health outcomes for young people. |
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Financials
| Fiscal Year | July 01, 2017 to June 30, 2018 |
|---|---|
| Projected Income | $602,510.00 |
| Projected Expense | $602,510.00 |
Programs
- Peer Health Exchange (PHE)
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
Peer Health Exchange's mission is to empower young people with the knowledge, skills, and resources to make healthy decisions. We do this by training college students to teach our effective health education curriculum in under-resourced high schools. Through our health education program we aim to reduce unplanned pregnancy, reduce substance use, and increase help-seeking behavior for high school students. Our vision is that Peer Health Exchange, with our partners, will advance health equity and improve health outcomes for young people.
Background Statement
Impact Statement
· P1) PHE students increased their sexual health knowledge at five times the rate of those in the comparison group. PHE students were 30% more likely to correctly identify sexual consent.
We also found through this study that PHE students who received a tour of their school-based health center via PHE were nearly twice as likely to visit a health center following our program. We will continue to build on this work in 2017-2018, identifying additional ways to connect PHE students with health resources and care in their communities.
We have set the following program goals for the 2017-2018 academic year:
Needs Statement
Every day, young people in our community navigate difficult decisions around their mental health, sexual health, and substance use that pose serious consequences to their health, academic success, and their futures. According to the Center for Disease Control’s Youth Risk Behavior Surveillance Survey (YRBSS), in Massachusetts:
Nationwide, preventable and/or treatable health issues directly contribute to over one million high school students dropping out of school each year. Still, many under-resourced high schools in Boston cannot provide health education to ninth grade students due to budget cuts. Consequently, students often are uninformed and unprepared to make critical decisions around their mental health, sexual health, and substance use.
CEO Statement
Board Chair Statement
Geographic Area Served
Greater Boston Region-All Neighborhoods
City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Allston/ Brighton
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mission Hill
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- West Roxbury
We partner with 17 low-income high schools in Boston, Malden, Lynn, and Revere.Our school partners include:Boston Latin Academy, Brighton High School, Dearborn STEM Academy, East Boston High School, Excel High School, Fenway High School, Jeremiah Burke High School, John D. O'Bryant School of Mathematics & Science, Josiah Quincy Upper School, Malden High School, Tech Boston Academy, Urban Science Academy, Revere High School, West Roxbury Academy, Lynn Classical, Lynn English, and Lynn Vocational.
Organization Categories
- Education - Educational Services
- Health Care - Public Health
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Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)
Yes
Programs
Peer Health Exchange (PHE)
PHE meets a critical need for effective health education in under-resourced schools in Greater Boston. We work with four partnering universities (Northeastern, Tufts, Harvard, and Boston University) to selectively recruit and rigorously train college volunteer health educators. PHE staff then coordinates volunteer and high school schedules, so that our volunteers teach an engaging 13-workshop curriculum to ninth grade students. Through our skills-based health education curriculum we aim to reduce unplanned pregnancy, reduce substance use, and increase help-seeking behavior for high school students. Our program also serves as an important point of connection for students to additional health resources and services. |
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| Budget | $602,510.00 |
|---|---|
| Category | Education, General/Other |
| Population Served | Adolescents Only (13-19 years) At-Risk Populations |
| Program Short-Term Success | In the 2017-2018 academic year, we will train at least 280 volunteer health educators and provide a minimum of 3,100 ninth grade students in Greater Boston with effective health education.We will provide these students with the knowledge, skills, and resources they need to make healthy decisions. |
| Program Long-Term Success | Our vision is that Peer Health Exchange, with our partners, will advance health equity and improve health outcomes for youth in the Greater Boston area. |
| Program Success Monitored By | · Our Executive Director, Program Director, and Program Manager routinely track progress towards our goals for number of volunteers trained and ninth grade students served by collecting and analyzing data in our volunteer management database (Salesforce). They formally report on our progress towards these goals on a near-monthly basis to PHE Boston’s Board of Directors. In order to measure our program's effectiveness in terms of increasing students' ability to make healthy decisions, and to inform programmatic decisions, we employ post-program evaluation methods to measure youth knowledge, attitudes, intentions, skills, and behaviors in relation to their mental health, sexual health, and substance misuse. We also use workshop observations by program staff, interviews with classroom instructors, and workshop logs and records. We measure outcomes in relation to our college volunteers as well, including volunteer feedback, retention rates, and future commitments to public service. |
| Examples of Program Success | Last year (2016-2017) we provided health education to over 2,500 students and trained 270 volunteer health educators. We also positioned ourselves to grow substantially in the coming years and reach more students through our health education program. As noted in other sections on this profile, PHE recently completed an external evaluation with the American Institute of Research (AIR), and found that our program has a statistically significant positive effect on students' knowledge, skills, attitudes, intentions, and behaviors in relation to their mental health and sexual health.We know our program is having a positive impact on young people. |
CEO/Executive Director/Board Comments
Management
| CEO/Executive Director | Ms. Louise Langheier |
|---|---|
| CEO Term Start | Oct 2003 |
| CEO Email | [email protected]g |
| CEO Experience | In 2003, Louise Davis Langheier co-founded Peer Health Exchange, Inc. (PHE) with Katy Dion in order to help fill a gap left by underfunded, understaffed health education programs in public high schools nationwide. As Chief Executive Officer, Louise is primarily responsible for leading Peer Health Exchange's national growth plan, building and managing the Peer Health Exchange Staff and Boards, raising funds, and providing fiscal and organizational oversight. Louise graduated from Yale University with a B.A. in History. While at Yale, she co-founded and directed Community Health Educators, the student volunteer program out of which Peer Health Exchange, Inc. grew. Louise serves on the Board of Directors of Dwight Hall at Yale-the center for public service and social justice. In addition, in 2011, Louise was named one of 24 Entrepreneurial Leaders for Public Education Fellows through the Aspen Institute and NewSchools Venture Fund. This program is designed to recognize and support exceptional entrepreneurial leaders who are committed to transforming public education. |
| Co-CEO | Mr. Uchenna Ndulue |
| Co-CEO Term Start | Sept 2016 |
| Co-CEO Email | [email protected] |
| Co-CEO Experience | Uchenna joined Peer Health Exchange as the Boston Executive Director in September 2016. He has twenty years experience supervising youth enrichment and health education programs. Prior to joining PHE, he was the director of the Boston Area Health Education Center at the Boston Public Health Commission. Uchenna believes that health education can be a powerful tool to further health equity, especially when health education is community informed and culturally relevant. Uchenna received his B.A. in East Asian Languages and Cultures from the University of Illinois in Urbana-Champaign, his MPH in Community Health Education and Public Administration from Southern Illinois University Carbondale, and is completing his PhD in Health Services Research from Boston University. |
Former CEOs and Terms
| Name | Start | End |
|---|---|---|
| -- | -- | -- |
Senior Staff
| Name | Title | Experience/Biography |
|---|---|---|
| -- | -- | -- |
Awards
| Award | Awarding Organization | Year |
|---|---|---|
| Advancement Award | The Boston Club | 2014 |
Affiliations
| Affiliation | Year |
|---|---|
| -- | -- |
| Member of state association of nonprofits? | No |
|---|---|
| Name of state association | -- |
External Assessments and Accreditations
| External Assessment or Accreditation | Year |
|---|---|
| -- | -- |
Collaborations
CEO/Executive Director/Board Comments
--
Foundation Comments
--
Staff Information
| Number of Full Time Staff | 4 |
|---|---|
| Number of Part Time Staff | 0 |
| Number of Volunteers | 280 |
| Number of Contract Staff | 0 |
| Staff Retention Rate % | -- |
Staff Demographics
| Ethnicity | African American/Black: 1 Asian American/Pacific Islander: 0 Caucasian: 2 Hispanic/Latino: 1 Native American/American Indian: 0 Other: 0 Other (if specified): -- |
|---|---|
| Gender | Female: 3 Male: 1 Not Specified 0 |
Plans & Policies
| Organization has Fundraising Plan? | Yes |
|---|---|
| Organization has Strategic Plan? | Yes |
| Years Strategic Plan Considers | 5 |
| Management Succession Plan | -- |
| Business Continuity of Operations Plan | No |
| Organization Policies And Procedures | Yes |
| Nondiscrimination Policy | Yes |
| Whistle Blower Policy | Yes |
| Document Destruction Policy | No |
| 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 | Yes Annually |
| Non Management Formal Evaluation and Frequency | Yes Annually |
Governance
| Board Chair | Mr. Martin Schneider |
|---|---|
| Board Chair Company Affiliation | Fine Capital Partners |
| Board Chair Term | Oct 2008 - |
| Board Co-Chair | -- |
|---|---|
| Board Co-Chair Company Affiliation | -- |
| Board Co-Chair Term | - |
Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| Mr. Larry Berger | Wireless Generation | Voting |
| Ms. Angela Diaz | Mount Sinai Adolescent Health Center | -- |
| Ms. Lauren Dutton | Community Volunteer | -- |
| Ms. Laura Fisher | Community Volunteer | Voting |
| Mr. Michael Grobstein | Retired | Voting |
| Ms. Barbara Krasa Kelly | Skadden, Arps, Slate, Meagher and Flom LLP | Voting |
| Ms. Louise D. Langheier | Chief Executive Office and Co-Founder | Voting |
| Mr. Stanley Rosenzweig | Retired | Voting |
| Mr. Martin Schneider | Fine Capital Partners | Voting |
| Mr. Bob Searle | New Profit | -- |
| Ms. Marci Spector | New Profit Inc. | Voting |
| Mr. Gary Syman | SeaChange Captital Partners | -- |
| Mr. Timothy A. Wilkins | Freshfields Bruckhaus Deringer | Voting |
Constituent Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| -- | -- | -- |
Youth Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| -- | -- | -- |
Advisory Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| Ms. Kevin Callans | Massachusetts Eye and Ear Infirmary | NonVoting |
| Mr. Mark Elefante | Hemenway & Barnes | NonVoting |
| Ms. Jane Glazer | Nurse Practitioner | Voting |
| Mr. William Greenrose | Deloitte | Voting |
| Ms. Michelle Louis | Boston University | Voting |
| Ms. Anne R. Lovett | Lovett-Woodsum Foundation | NonVoting |
| Ms. Janet Nahirny | Community Volunteer | -- |
| Ms. Susan Follett Panella | -- | -- |
| Dr. Margot Phillips | -- | Voting |
| Ms. Leslie Read | Deloitte | Voting |
| Ms. Elizabeth Shelburne | Freelance Writer | Voting |
Board Demographics
| Ethnicity | African American/Black: 0 Asian American/Pacific Islander: 0 Caucasian: 0 Hispanic/Latino: 0 Native American/American Indian: 0 Other: 0 Other (if specified): -- |
|---|---|
| Gender | Female: 9 Male: 7 Not Specified 0 |
Board Information
| Board Term Lengths | 3 |
|---|---|
| Board Term Limits | 3 |
| Board Meeting Attendance % | -- |
| Written Board Selection Criteria | Yes |
| Written Conflict Of Interest Policy | Yes |
| Percentage of Monetary Contributions | 100% |
| Percentage of In-Kind Contributions | 7% |
| Constituency Includes Client Representation | No |
Standing Committees
-
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CEO/Executive Director/Board Comments
--
Foundation Comments
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Financials
Revenue vs. Expense ($000s)
Expense Breakdown 2016 (%)
Expense Breakdown 2015 (%)
Expense Breakdown 2014 (%)
| Fiscal Year | July 01, 2017 to June 30, 2018 |
|---|---|
| Projected Income | $602,510.00 |
| Projected Expense | $602,510.00 |
| Form 990s | |
| Audit Documents | |
| IRS Letter of Exemption |
Prior Three Years Total Revenue and Expense Totals
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Total Revenue | $12,589,847 | $5,020,801 | $3,915,292 |
| Total Expenses | $6,408,650 | $7,602,266 | $7,528,552 |
Prior Three Years Revenue Sources
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Foundation and Corporation Contributions |
$2,263,663 | $1,904,097 | $2,138,655 |
| Government Contributions | $0 | $0 | $0 |
| Federal | -- | -- | -- |
| State | -- | -- | -- |
| Local | -- | -- | -- |
| Unspecified | -- | -- | -- |
| Individual Contributions | $10,086,366 | $2,293,799 | $1,561,477 |
| Indirect Public Support | -- | -- | -- |
| Earned Revenue | -- | -- | -- |
| Investment Income, Net of Losses | $129,756 | $61,530 | $3,540 |
| Membership Dues | -- | -- | -- |
| Special Events | -- | $536,384 | $37,341 |
| Revenue In-Kind | $110,062 | $224,991 | $174,279 |
| Other | -- | -- | -- |
Prior Three Years Expense Allocations
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Program Expense | $4,317,035 | $5,052,009 | $5,190,826 |
| Administration Expense | $758,272 | $1,133,287 | $966,185 |
| Fundraising Expense | $1,333,343 | $1,416,970 | $1,371,541 |
| Payments to Affiliates | -- | -- | -- |
| Total Revenue/Total Expenses | 1.96 | 0.66 | 0.52 |
| Program Expense/Total Expenses | 67% | 66% | 69% |
| Fundraising Expense/Contributed Revenue | 11% | 30% | 37% |
Prior Three Years Assets and Liabilities
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Total Assets | $11,393,112 | $5,197,442 | $7,879,421 |
| Current Assets | $4,275,361 | $4,947,249 | $5,496,924 |
| Long-Term Liabilities | $0 | -- | $0 |
| Current Liabilities | $461,414 | $446,941 | $547,455 |
| Total Net Assets | $10,931,698 | $4,750,501 | $7,331,966 |
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 | Yes |
| Reserve Fund | Yes |
| How many months does reserve cover? | 3.00 |
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 | 9.27 | 11.07 | 10.04 |
Long Term Solvency
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Long-term Liabilities/Total Assets | 0% | 0% | 0% |
CEO/Executive Director/Board Comments
Foundation Comments
Documents
Other Documents
| No Other Documents currently 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.