Plummer Youth Promise

Family for Everyone

Salem, MA   |
GuideStar Charity Check

Plummer Youth Promise

EIN: 04-2104844


Our Vision: Every young person has a family unconditionally committed to nurture, protect, and guide them to successful adulthood. Our Mission: Plummer's mission is to set a standard of excellence that improves outcomes for young people in or at risk of entering state care by deeply engaging youth, families, and the systems that impact them to develop permanent family relationships, skills, and community connections.

Notes from the nonprofit

We define Permanency as the existence of a safe, stable, emotionally secure parenting relationship, meaning one that is 1) physically and psychologically safe, 2) consistent, continuous, and meant to go on indefinitely, 3) one in which the youth feels belonging and acceptance, and 4) unconditionally committed, regardless of a youth’s behavior or changes in the family’s circumstances. The goal of our Permanency services is to make sure young people have a person unconditionally committed to loving and being there for them before they age out of foster care with nobody to count on. Ultimately, our long-term objectives are that youth and young adults have: A safe, emotionally secure parenting relationship in a life-long legal family. The skills, competencies and support to meet her, his or their physical, emotional, educational and economic needs A safe place to live, a sense of belonging and a chance to positively contribute to the community.

Ruling year info


Executive Director

Ms. Nicole McLaughlin

Main address

37 Winter Island Road

Salem, MA 01970 USA

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Formerly known as

Plummer Home for Boys



Subject area info

Abuse prevention

Foster care

Youth organizing

Group homes

Population served info

Children and youth



Young adults

Adolescent boys

Show more populations served

NTEE code info

Foster Care (P32)

Youth Development Programs (O50)

What we aim to solve

SOURCE: Self-reported by organization

Plummer Youth Promise is a non-profit organization serving young people who are in or at risk of entering the foster care or juvenile justice systems. The Plummer Promise is to work to ensure every youth has access to "permanency" - someone unconditionally committed to nurture, protect, and guide them to successful adulthood. Plummer offers direct care through its residential and community-based programs. Our innovative approach has gained national attention and has become a model for similar social services agencies. As such, Plummer shares best practices with partners across the country through training, coaching, and consultation. We focus our services heavily on building or rebuilding family relationships that young people will be able to count on after they leave the foster care system. The scale of our impact continues to expand beyond our direct service provision, as we work in collaboration with other organizations to make permanency available to all youth who need it.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Residential Foster Care and Foster Family Program

Each year, we serve about 100 children and youth, from ages birth to 22 years, across a variety of foster care settings including foster families and congregate care.

Our deepest, most holistic interventions occur in our residential care programs, which include the Group Home for youth ages 13-18, the Supported Apartment for youth ages 16-22, and the Community Apartments program for youth ages 18-22. Young people in our residential programs are in our care for an average of 1.2 years.

The next most involved level of care is through our foster family program which serves more than 40 youth each year. We recruit and train foster families and provide them with ongoing support. Foster parents are an important part of the youth-guided team, deeply collaborating with Plummer staff, biological family, and other important adults to achieve permanency for the youth in their care.

Population(s) Served
Children and youth
Young adults
Foster and adoptive children

Permanency Mediation is a way to bring together the adults in a young person’s life to determine the best permanency outcomes for that young person. Without mediation, these conversations can be difficult to navigate, and all too often contentious relationships lead to long, contested, drawn-out court cases. Independent, third-party permanency mediators facilitate conversations in a productive and healthy way to address issues related to protection, guardianship, and termination of parental rights proceedings. By including parents in developing cooperative plans for their child’s future, permanency mediation both empowers families and preserves relationships. Each year, Plummer serves upwards of 150 youth through our permanency mediation program.

Population(s) Served

Intensive Permanency Services are provided to youth ages birth-20 who are living in a non-Plummer group home or foster family and who are experiencing significant barriers in their pursuit for permanency. We deploy Specialty Permanency Social Workers to work directly with the youth their clinical team to find family. We work with about 40 such youth and their service teams each year.

Population(s) Served

Our model is informed by our direct service provision, which we teach to other service providers and government agencies to make permanency more accessible to youth beyond our care through our Training & Consulting division. Last year we provided coaching, training, and consulting to 521 child welfare professionals, including 15 workshops and events, informing the care of more than 14,000 youth across the country each year.  

Population(s) Served
Young adults
Children and youth
Family relationships
Young adults
Children and youth
Family relationships
Young adults
Children and youth
Family relationships

Where we work


Affiliations & memberships

MA Permanency Practice Alliance 2023

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of youth receiving permanency services

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

In FY20, 167 youth received our specialized permanency services and 90 discharged from our care. Of the 90, 73% discharged to a safe, stable, emotionally secure parenting relationship.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our goal is to connect children and teens across all our Foster Care settings (residential care, community apartments, foster care families, Intensive Permanency Services (IPS)) with permanent, unconditionally committed, forever families. Through our permanency work we aim to help youth to either go home by reunifying children with family safely and as quickly as possible or find home by engaging new family relationships forever committed to the child.\n\nTo achieve that goal, we need to accomplish three objectives:\n1. Help make sure that young people in our care achieve safe, stable, emotionally secure parenting relationships;\n2. Use data and data analysis to better understand the most impactful interventions that achieve the best outcomes for our youth; and, \n3. Increase the number and strength of connections to family for each youth in our residential and foster care programs.

We employ our Intervention and Outcome Model (Permanency, Preparedness, and Community) across direct service programs that serve as many as 200 young people each year. These include Residential Care, Foster Family Care, and Intensive Permanency Services (IPS).\n\nThe permanency element of our model includes a variety of clinical approaches and three nationally recognized\nbest practices:\n\n1. Family Search and Engagement: At the core of our promise to youth is a commitment to find a permanent, forever family. Often this means reconnecting with birth family or relatives; sometimes it means finding a new family. When there is no biological family able to provide that relationship, we recruit new families. \n\n2. Youth-Guided, Family-Driven Teaming: Youth voice and active participation is critical in planning for a young person's family relationships and future. We build a team around each youth, prioritizing parents, relatives, and other caring adults and driving the process toward a family outcome. Our teaming approach includes key professionals and addresses all areas of youth safety, permanency, and wellbeing. \n\n3. Permanency Readiness: Addressing readiness for permanency from both the youth's and the family's perspectives and developing a plan that includes informal and formal supports, is essential to preventing a future re-entry to the child welfare system. We help youth clarify past events, experiences and relationships, preparing them to live with and/or be part of a lifelong family. We also prepare the adults to safely parent and/or sustain family relationships by helping them understand the impact of trauma and access the needed services and supports.

Our innovative approach to ensure every youth has access to "permanency" (someone unconditionally committed to nurture, protect, and guide them to successful adulthood) has gained national attention and become a model for similar social services agencies. As such, Plummer shares best practices with partners through training, coaching, and consultation. \n\nThrough our direct service permanency work, we focus on building or rebuilding family relationships that young people will be able to count on after they leave the foster care system; but our scope of work expands well beyond the walls of our residential care facilities and foster families. Given the success of our\napproach and measurable impact in our own direct services, we continue to be asked to provide consultation with other organizations to increase their capacity. \n\nIn 2016, Department of Children & Families (DCF) offices contracted Plummer to support them in particularly difficult cases with young people who seemed to be stuck in the system and were living in non-Plummer programs. We began supporting four young people; in FY20, we served 68 and currently have a waiting list.\nThrough this program, we are improving the prospects for these youth while simultaneously modeling effective practices for the staff of those programs. In 2016, we also added the Permanency Practice Leadership Division, that provides coaching, training, and consultation to other foster care providers, allowing us to reach youth beyond our own care. In FY20, we trained more than 2,000 child welfare professionals across the nation, including staff at more than 50 well-known organizations including The Home for Little Wanderers and the Justice Resource Institute. \n\nPlummer Youth Promise is a founding member of the MA Permanency Practice Alliance (MPPA). The MPPA is a collaboration of organizations committed to improving permanency practice within their respective agencies to better serve the children of the Commonwealth of Massachusetts.

In FY20, 167 youth received our specialized permanency services and 90 discharged from our care. Of the 90, 73% discharged to a safe, stable, emotionally secure parenting relationship. As members of a forever family, these young people now face a more positive future avoiding the typical grim outcomes of homelessness, unemployment, early parenting or lack of education.\n\nIt is worth noting that many of the young people served were teens who would otherwise have aged out of care without a family. The average age of these youth was 14 and they had been living in the foster care system for nearly 7 years. One-hundred percent of participating youth reported they felt they were receiving the services they needed and 90 percent of youth agreed that Plummer’s permanency services were helping them.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990


Average of 6.80 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990


Average of 3.6 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990


Average of 15% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Plummer Youth Promise

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Plummer Youth Promise

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Plummer Youth Promise

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Plummer Youth Promise’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $1,166,173 $595,927 $1,622,525 $2,234 $1,027,307
As % of expenses 21.0% 9.3% 23.9% 0.0% 12.1%
Unrestricted surplus (deficit) after depreciation $1,100,238 $529,483 $1,570,955 -$53,519 $962,171
As % of expenses 19.6% 8.1% 23.0% -0.7% 11.2%
Revenue composition info
Total revenue (unrestricted & restricted) $6,092,313 $6,991,554 $8,894,606 $11,501,010 $13,253,082
Total revenue, % change over prior year 0.0% 14.8% 27.2% 29.3% 15.2%
Program services revenue 80.3% 78.4% 66.1% 55.4% 50.1%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 3.5% 1.0% 0.9% 0.7% 0.8%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 15.7% 18.4% 23.9% 43.3% 47.9%
Other revenue 0.5% 2.2% 9.2% 0.6% 1.2%
Expense composition info
Total expenses before depreciation $5,557,516 $6,437,511 $6,781,049 $7,523,888 $8,513,787
Total expenses, % change over prior year 0.0% 15.8% 5.3% 11.0% 13.2%
Personnel 64.6% 63.9% 63.3% 61.4% 63.8%
Professional fees 0.8% 0.9% 0.9% 1.0% 0.7%
Occupancy 4.2% 4.7% 6.6% 6.3% 5.6%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 30.4% 30.4% 29.1% 31.3% 30.0%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $5,623,451 $6,503,955 $6,832,619 $7,579,641 $8,578,923
One month of savings $463,126 $536,459 $565,087 $626,991 $709,482
Debt principal payment $0 $0 $648,800 $0 $0
Fixed asset additions $83,861 $0 $0 $74,980 $1,613,617
Total full costs (estimated) $6,170,438 $7,040,414 $8,046,506 $8,281,612 $10,902,022

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 1.7 3.4 4.2 8.2 12.4
Months of cash and investments 7.0 8.4 10.0 12.9 16.9
Months of estimated liquid unrestricted net assets 6.5 7.4 9.1 8.1 6.3
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $770,707 $1,825,418 $2,398,362 $5,170,389 $8,801,963
Investments $2,490,527 $2,662,149 $3,279,726 $2,898,605 $3,189,830
Receivables $718,947 $734,451 $1,280,701 $2,268,355 $2,566,418
Gross land, buildings, equipment (LBE) $1,211,254 $1,248,202 $1,254,367 $1,313,051 $2,758,263
Accumulated depreciation (as a % of LBE) 63.7% 66.6% 70.3% 70.2% 29.7%
Liabilities (as a % of assets) 16.2% 24.1% 9.2% 5.9% 6.4%
Unrestricted net assets $3,428,823 $3,958,306 $5,529,261 $5,475,742 $6,437,913
Temporarily restricted net assets $368,624 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $368,624 $398,757 $1,273,998 $4,765,570 $9,364,954
Total net assets $3,797,447 $4,357,063 $6,803,259 $10,241,312 $15,802,867

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Executive Director

Ms. Nicole McLaughlin

Nicole has a deep knowledge of child welfare, nonprofit management, and Plummer Youth Promise. Her work with Plummer spans two decades. She joined the Plummer board in 2002, becoming board chair in 2006 at a pivotal period during which the organization adopted a transformative strategy to develop effective practices to help teens in residential foster care connect with permanent families before leaving care as young adults. In 2009, with the explicit goal of raising philanthropic support to fund these practices, Nicole left the Board to become Plummer's first Director of Development. In 2013, having built a strong development operation, Nicole was able to focus more on long-term organizational strategy and became the organization's first Director of Strategy and Advancement. In this role, Nicole led a rebranding process that shifted the organization from its original identity, an 18th century group residence for boys, to that of a visionary, multi-service child welfare organization set

Number of employees

Source: IRS Form 990

Plummer Youth Promise

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Plummer Youth Promise

Board of directors
as of 02/07/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Robert Wentworth

David Guilbeault

CFO, Albany Auto Management, LLC , Former Plummer Resident

Erin Heiskell, MD

Family Physician, Beacon Family Medicine, Ipswich MA

Robert Wentworth

Retired Assistant Commissioner - Planning and Program Development, Department of Children and Families

Phil Coughlin

Chief Strategy Officer, Expeditors International

Dennis King

Chief of Police, Marblehead (MA) Police Dept.

Molly Cook

Clinical Psychologist and Founder of the North Shore Center for Neuropsychology

Shawn Newton

Dean of Students, Salem State University. Principal, Newton Consultancy Group.

Caleb Friday

Director of Finance and Operations at Root NS, Inc.

Manny Cruz

Advocacy Director, Massachusetts, Latinos for Education

Whitney Savignano

General Manager, Boston Student Housing Group LLC

Lisa Glahn, JD

Vice Chair, Construction Practice Group, Foley & Lardner LLP

Kathleen Truscott

Community Member

Destinee Waiters

Assistant General Counsel at Suffolk University

Ivy Ivy Krull, PhD., MSW, MPH

Emmanuel College, Assistant Professor, Human Services Concentration Lead

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 2/6/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 04/01/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.