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The Home For Little Wanderers Organization Name provided in the GuideStar Exchange* as of 09/17/2014: The Home For Little Wanderers

Organization Name as listed in the IRS Business Master File as of 10/17/2014: THE HOME FOR LITTLE WANDERERS INC

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AKA  The Home
Boston, MA
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GuideStar Summary

&1002;                GuideStar Exchange Committed to transparency ?
This organization is a Silver-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

The Home For Little Wanderers Organization Name provided in the GuideStar Exchange* as of 09/17/2014: The Home For Little Wanderers

Organization Name as listed in the IRS Business Master File as of 10/17/2014: THE HOME FOR LITTLE WANDERERS INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: The Home
Physical Address: Boston, MA 02135 
EIN: 04-2104764
Web URL: www.thehome.org 
NTEE Category: P Human Services
P30 Children's and Youth Services
F Mental Health, Crisis Intervention
F60 Counseling Support Groups
O Youth Development
O50 Youth Development Programs
Ruling Year: 1999 


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Mission Statement

The Home's mission is to ensure the healthy behavioral, emotional, social and educational development and physical well-being of children and families living in at-risk circumstances. Our mission is achieved by providing an integrated community-based system of direct care services, special education and prevention. In addition, The Home seeks to expand its sphere of influence through advocacy, being a strong voice for all children and families, not just the ones we serve directly.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

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Annual Revenue & Expenses (GuideStar Exchange,
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September 2014)

Fiscal Year Starting: July 01, 2013
Fiscal Year Ending: June 30, 2014

Total Revenue --
Total Expenses --

Revenue & Expenses

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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September 2014)

Ms. Joan Wallace-Benjamin

Term:

Since Feb 2003

Profile:

Joan Wallace-Benjamin is President and Chief Executive Officer of The Home for Little Wanderers, the nation's oldest child and family services agency and one of New England's largest. She has been a leader in the field of child welfare for many years, including roles as CEO of The Urban League of Massachusetts and Director of Operations for the Boys and Girls Clubs of Boston. Joan also served as Governor Deval Patrick's Chief of Staff during the early months of his first term. Joan has received awards too numerous to list; a sampling includes: a 2002 Academy of Women Achiever's Award from Boston YWCA; a Humanitarian Award from the National Conference for Community and Justice; an African American Achievement Award in Community Service from Mayor Menino; She holds Honorary Doctorates from the University of Massachusetts, Amherst; Newbury College, Chestnut Hill; Curry College, Milton; Bridgewater State University, Bridgewater; and New England Law-Boston Joan graduated from Wellesley College with a BA in Psychology and received her Ph.D. from the Heller School for Social Policy and Management at Brandeis University. She is a member of the Board of Directors of Bridgewater State University and of the Provider's Council of Massachusetts.

Board Chair (GuideStar Exchange,
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September 2014)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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September 2014)

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Board Leadership Practices (GuideStar Exchange,
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September 2014)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

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?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in September 2014

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Programs

Program: Community-based Programs (GuideStar Exchange,
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September 2014)

Budget:
$16,074,000
Category:
Human Services, General/Other
Population Served:
Poor/Economically Disadvantaged, Indigent, General
Children and Youth (0 - 19 years)
Other Named Groups

Program Description:

The Home provides an array of clinical and support services throughout Eastern Massachusetts. Children and families receive services in the locations that are most appropriate for their needs: a child's own home, school, or clinic. Community-based programs include: Adoption and Intensive Foster CareChild and Family CounselingChildren's Community Support Collaborative Preschool Outreach ProgramSafe at HomeTherapeutic After School Program

Program Long-Term Success:

Children are maintained safely in their homes and communities.

Program Short-Term Success:

Children and youth are maintained in their family, kin or community setting at dischargeChildren and youth successfully meet service goalsChildren and youth demonstrate improved mental health functioning by discharge

Program Success Monitored by:

Service Plan updateElectronic medical recordChild and Adoloscent Functional Assessment Scale

Program Success Examples:

95% of children and youth were maintained in their family, kin or community setting at discharge

Program: Residential & Special Education (GuideStar Exchange,
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September 2014)

Budget:
$12,595,000
Category:
Education, General/Other
Population Served:
Children and Youth (0 - 19 years)
Other Named Groups

Program Description:

Therapeutic residential programs are staff-secure facilities for children and adolescents who have either been removed from their homes due to abuse and neglect, or who have difficulty functioning in the community due to behavioral or mental health concerns. The Home operates two private, state-approved, year-round special education schools for academically and emotionally challenged youth. The schools offer highly structured therapeutic behavior support systems, have small class sizes, a high staff-to-student ratio and support that is tailored to each student's needs and treatment plan. The two facilities are: Southeast Campus, Plymouth - co-ed ages 10 to 18Longview Farm and Clifford School, Walpole - co-ed ages 5 to 18;

Program Long-Term Success:

Children and youth able to live successfully within the communityEducational and vocational preparedness

Program Short-Term Success:

Improvement in mental health functioningReduction in trauma symptomsStudents improve in English Language Arts and math skills over the course of the academic year

Program Success Monitored by:

Child and Adolescent Functional Assessment ScaleChild Post-Traumatic Stress Disorder Synptom ScaleWechsler Individual Achievement Tests

Program Success Examples:

Referring case workers rated the quality of the program Very Highly on feedback survey

Program: Group Homes (GuideStar Exchange,
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September 2014)

Budget:
$4,465,000
Category:
Human Services, General/Other
Population Served:
Children and Youth (0 - 19 years)

Program Description:

Children and adolescents transitioning back to their families, progressing to less restrictive environments or preparing to live independently, frequently need support to make a successful move. The Home operates four group homes providing individualized treatment and services to the youth and their families. We also operate a 45-day assessment and rapid re-integration program. Harrington House, Mission Hill - co-ed ages 6 to 12Roxbury House, Roxbury - males ages 14 to 18Waltham House, Waltham - co-ed ages 14 to 18 (GLBTQ population)Norwood Group Home at Coldwell Banker House, Norwood - females ages 14 - 18

Program Long-Term Success:

Youth able to live successfully within the communityAttend school Pursue a vocation of their choice

Program Short-Term Success:

Improvement in mental health functioningConsistent school attendanceParticipation in community activities

Program Success Monitored by:

Child and Adolescent Functional Assessment ScaleChild and Adolescent Needs and StrengthsYouth, parent and caseworker feedback survey

Program Success Examples:

95% of parents surveyed rated The Home's quality of service as Very Good/Good

Program: Transitional Programs (GuideStar Exchange,
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September 2014)

Budget:
$894,000
Category:
Human Services, General/Other
Population Served:
College Aged (18-26 years)
Poor/Economically Disadvantaged, Indigent, General
Homeless

Program Description:

The Home offers a number of programs for those moving into adulthood who need additional help and resources to further their educational and vocational goals and to prepare them for meaningful lives: Academic Support for College and Life, in partnership with Bridgewater State University, is a college program designed to provide clinical, social, academic, vocational and daily living supports needed by youth aging out of state care and participating in higher education.Young Adult Resource Network (YARN) assists young adults ages 17-22 who are involved with the Department of Children and Families in obtaining stable housing, employment, physical and psychological wellness, and educational and community involvement, while developing supportive relationships. Roxbury Village provides safe, affordable housing for youth who are - or are at risk of being homeless, while helping them to develop critical skills, life plans and connections to community resources.

Program Long-Term Success:

Permanent safe housingMeaningful employmentCompletion of educational/vocational training

Program Short-Term Success:

Youth adults have individual goals in the following five domains: EducationEmploymentHousingWellnessLife skills

Program Success Monitored by:

Goal Attainment Scaling

Program Success Examples:

18 young adults from The Home's programs were recognized for pursuing higher education at the 2013 Voices & Visions awards ceremony

Program: Case Management Services (GuideStar Exchange,
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September 2014)

Budget:
$3,312,000
Category:
Human Services, General/Other
Population Served:
Children and Youth (0 - 19 years)
Other Named Groups

Program Description:

The Home serves in a coordination capacity for two family-focused programs in Boston. Providing a single point of entry for all services, the programs employ the wraparound approach which places the family at the enter of planning process and builds a team around the family's vision for their child's future. The Hyde Park and Park Street Community Service Agencies serve youth with serious emotional disturbance (SED) who are enrolled in MassHealth Standard or CommonHealth. This program is part of the Massachusetts Children's Behavioral Health Initiative (CBHI).Family Networks (Park Street Area Lead) partners with Park Street Department of Children and Families (DCF). The program works only with clients referred from DCF, acting as a single point of entry for all contracted services identified in the DCF service plan.

Program Long-Term Success:

Youth able to live successfully within the community.

Program Short-Term Success:

Children and youth are maintained in their family kin or community setting at dischargeChildren and youth successfully meet service goals

Program Success Monitored by:

Service plan updatesElectronic medical recordPost-discharge follow-up interview

Program Success Examples:

85% of children and youth were maintained with their family, kin or in a community setting
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Impact Summary from the Nonprofit

Accomplishments for 2013 The Home became the first organization in the country to implement the Individual Placement and Support (IPS) model of supported employment in a child welfare organization. IPS is an evidence-based practice that was originally developed to help adults with severe mental illness find regular jobs of their choice with individualized and long-term support. Studies repeatedly show that adults who participate in an IPS program have significantly better employment outcomes than adults who participate in traditional job preparation programs. In a recent study examining outcomes of adults who had enrolled in an IPS program versus similar adults who had enrolled in a traditional vocational preparation program, results showed that IPS participants had significantly better outcomes across all employment measures and domains 18 months after enrollment. IPS was created by researchers at the Dartmouth Psychiatric Research Center. The Home collaborated with Dartmouth to adapt and implement the IPS model for young adults; specifically, the young adults we serve who are aging out of foster care. The Home and Dartmouth were eager to collaborate on a project that could have such a positive impact on the lives of at-risk young adults; not just those served by The Home, but countless others around the country as Dartmouth and The Home disseminate outcomes from the pilot year and beyond to other youth-serving organizations.FY2013 saw the successful completion of our multi-year capital campaign and the opening, in September 2012, of the new facilities at Longview Farm in Walpole. The site enhancements included four cottage-style residences and a 31,000 sq. ft. addition to the school. The redesign enabled us to accommodate the 5-11 aged co-ed group that had previously been living and learning at our Knight Children's Center (KCC) in Jamaica Plain. This iconic facility, which was dedicated in 1915, housed The Home's longest continuously run program. In October 2013, The Home launched a Xerox Digital Production Printing School-to-Career (STC) Program at Longview Farm. The program includes state-of-the-art equipment and a Xerox instructor who trains students in the growing field of digital printing. STC features a hands-on learning curriculum that includes print-job preparation, completion and fulfillment, as well as lab exercises. Students participate in class four hours a week and can spend additional time working on the production of print jobs and/or one-on-one with the instructor for extra help with curriculum concepts. The program runs for the entire school year and students receive a monthly stipend for classroom and print production time. Digital printing was selected to be included in The Home's vocational programming because: 1) it requires skills such as software, computer, and machinery that appeal to a wide range of the students we serve; 2) the demand for qualified workers is strong and 3) it can be a practical career path that does not require a four-year degree to make a decent living. Over the last couple of months STC students have produced real print jobs for The Home including brochures, book marks, and manuals at a significant cost savings. In the near future, STC will start accepting external business and will offer photo greeting cards and calendars. The long-term goal is to generate enough revenues to offset the costs of running the program. Goals for FY 14 Achieve a 2% in additional language capacity year over year in relevant languagesReduce annual staff turnover rate by 2%Deliver five expert testimonies at State or Federal level70% of students will achieve at least one year of growth in their reading level for the academic year65% of school-age children and youth demonstrate improvement in their mental health functioning (by exit) as measured by the Child and Adolescent Functional Assessment Scale - CAFAS.
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