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DOTWELL (Health Services Partnership of Dorchester Inc)

 1452 Dorchester Avenue, 4th Floor
 Dorchester, MA 02122
[P] (617) 474-1457
[F] (617) 474-0465
www.dotwell.org
phyllistine.daly-dixon@dotwell.org
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INCORPORATED: 1998
 Printable Profile (Summary / Full)
EIN 04-3433538

LAST UPDATED: 02/11/2015
Organization DBA DotWell
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

DotWell was created as the partnership of Codman Square Health Center and Dorchester House Multi-Service Center, two Federally Qualified Health Centers located in Boston, Massachusetts that represent geographically contiguous neighborhoods and serve residents of Dorchester and nearby communities.  Our mission is to provide integrated clinical and community services that meet the needs of Boston's largest, most diverse and most economically-challenged section of the city. Both health centers are committed to reducing health disparities due to race, socioeconomic status, or nationality. To achieve this, we employ a three-pronged approach: reducing barriers to access by hosting essential services on-site; addressing the root causes of poor health by creating programs that reach up the causal chain to address the social determinants of health and supporting the community with a commitment to hiring staff with linguistic and cultural backgrounds reflective of the community. 

 

Mission Statement

DotWell was created as the partnership of Codman Square Health Center and Dorchester House Multi-Service Center, two Federally Qualified Health Centers located in Boston, Massachusetts that represent geographically contiguous neighborhoods and serve residents of Dorchester and nearby communities.  Our mission is to provide integrated clinical and community services that meet the needs of Boston's largest, most diverse and most economically-challenged section of the city. Both health centers are committed to reducing health disparities due to race, socioeconomic status, or nationality. To achieve this, we employ a three-pronged approach: reducing barriers to access by hosting essential services on-site; addressing the root causes of poor health by creating programs that reach up the causal chain to address the social determinants of health and supporting the community with a commitment to hiring staff with linguistic and cultural backgrounds reflective of the community. 

 


FinancialsMORE »

Fiscal Year Oct 01, 2011 to Sept 30, 2012
Projected Income $3,524,790.00
Projected Expense $3,524,790.00

ProgramsMORE »

  • Children Ready, Parents Steady
  • Community Asset Building
  • Generation Next Academy
  • Obesity Prevention and Intervention
  • Skills for Life

Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

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


Overview

Mission Statement

DotWell was created as the partnership of Codman Square Health Center and Dorchester House Multi-Service Center, two Federally Qualified Health Centers located in Boston, Massachusetts that represent geographically contiguous neighborhoods and serve residents of Dorchester and nearby communities.  Our mission is to provide integrated clinical and community services that meet the needs of Boston's largest, most diverse and most economically-challenged section of the city. Both health centers are committed to reducing health disparities due to race, socioeconomic status, or nationality. To achieve this, we employ a three-pronged approach: reducing barriers to access by hosting essential services on-site; addressing the root causes of poor health by creating programs that reach up the causal chain to address the social determinants of health and supporting the community with a commitment to hiring staff with linguistic and cultural backgrounds reflective of the community. 

 


Background Statement

Founded in 1998, DotWell is a unique model of a community health center collaboration that is regarded as an institutional fixture regarding all things having to do with both the clinical health of the community and its myriad social determinants. DotWell is catalyzing the community and spearheading a renaissance to address some of the nation's most pressing priorities: reforming health care, improving public education, and strengthening the economy. We believe there is much more to health than providing health care. We know that socioeconomic conditions or social determinants – like environment (where one lives), education and income - work together to determine our health and well being. As a result, we strive to provide families with the tools to increase their knowledge and change attitudes as well as access to opportunities that will enable them to flourish and thrive. DotWell addresses prevention as well as treatment of disease, provides seamless care across clinical, educational, financial, and social programs, builds parenting, work and life skills through multidisciplinary training and support, works across health care, schools, institutional and business systems, influences public policy, and carries all of this out through extensive partnerships in our neighborhoods and across Boston.

DotWell serves the Dorchester community through 25 social service programs and 18 educational, career development, and financial health programs.  Our fiscal health programs, including Fiscal Health Vital Signs as well as our EITC clinics, have returned over $6 million to the community, we have increased availability of free internet access to over 1,000 individuals, and assisted more than 150 Dorchester residents with establish bank accounts, improving their credit status, staving off eviction, and, when necessary, securing public assistance. Dotwell has helped over 1,000 youth and adults graduate from education and training programs, enroll in adult education classes, create concrete plans for their and their family’s future health and economic stability, and improve their overall health and well-being.


Impact Statement

Dotwell has recently undergone some major organizational changes. With key management roles restructured, the focus is on maintaining excellent care of our families and community and preserving our position as necessity in our neighborhood.

We worked closely with each health center to establish them as Patient-Centered Medical Homes (PCMH).  A PCMH is a proven model of primary care that places the patient at the center of his/her care with a full team of health care professionals led by a primary care doctor working together to support the patient, and being attentive to and guided by his/her needs.  Each health center has established a PCMH pilot team and DotWell worked with each team to assure success.  Our goals are to work with the health centers to implement an enhanced PCMH model.  Our enhanced PCMH will assess and treat social determinants of health in the primary care setting.  This will be achieved by adding Community Health Workers (CHW) to the current PCMH team which now consists of a doctor, nurse, physician's assistant, and a clinical case manager, when needed.  A CHW will work to assure that screening for social determinants of health occurs and that whatever the screening reveals is immediately addressed.  Additional goals in this regard is to seek full funding for CHWs. 

In 2011, Chief Operating Officer of Codman Square Health Center assumed leadership of the health center as well as co-leadership of DotWell.   In 2012 Chief Operating Officer of  Dorchester House assumed leadership of the health center as well as 
co-leadership of DotWell.

Finally, we were able to expand our IT/Data Management department which enabled us to fully upgrade our IT systems across the three sites.  and complete and fully integrate our VoIP telephone system. 
 
 

Needs Statement

1. Instituting a Fiscal Health component in all youth programs. We will hire 1 FTE Coordinator ($55,000) to oversee all youth fiscal health programs, including Skills for Life and Teen Center participants

2. Hiring a .5 FTE Data Evaluation Coordinator ($30,000) to work with our Director of Evaluation and program staff to assure all outcome information is being accurately logged into our Efforts to Outcomes (ETO) non-clinical data tracking system and shared with PCMH teams.

3. Hiring a .5 FTE Volunteer Engagement Manager to actively promote volunteerism, expand our online resource website,mydorchester.org and oversee AmeriCorps, Social Capital Inc. Dorchester and other volunteer corps members

4. Adding a full complement of Community Health Workers (between $180,000 and $270,000) across all three organizations to assure social determinants of health are being addressed with patients and participants

5. Adding an Obesity Project Manager ($55,000) to oversee coordination of all obesity programming to assure cross-utilization of programs for patients/community members, including upgrading and repairing the pool at Dorchester House, and having the financial flexibility to subsidize pool memberships ($10,000) based on a sliding scale. 


CEO Statement

DotWell is the creation of two community health centers (Dorchester House and Codman Square) that recognized each other’s complementary strengths and how each could benefit the other and better serve Greater Dorchester and surrounding communities as partners. DotWell has enabled Dorchester House to combine its settlement house roots, case management and financial expertise with Codman Square’s community organizing approach to improving the physical, social, and mental health of the community.  In addition to coordinating cross-site finance and administration, information services and development, DotWell supports the health centers’ efforts to treat the whole person, to provide all of the services a person needs to assure his/her optimal physical health.  Because the sections of Dorchester in which DotWell operates are so economically depressed, the health centers were discovering that financial uncertainty and the need to make difficult “heat-or-eat” trade-offs were compromising patient health. The health centers came to realize the opportunity to utilize DotWell to create programming that: assists patients in improving their financial circumstances through fiscal assessments and case management; provides exposure and college credits via college humanities courses offered onsite within the community to help residents ease into an academic situation that can eventually lead them to a college degree and greater opportunities for jobs that provide self and family sustaining wages; works with city, schools and community organizations and institutions to assure school readiness for our youngest residents as well as programs that assist youth and teens in getting into college and/or having career-readiness skills to assure employment after high school. What is unique about this partnership is that through DotWell, the health centers are able to provide a complement of community services and resources to patients who, if they were at other health centers, would have to be referred to outside agencies to address their non-medical issues.

 


Board Chair Statement

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Geographic Area Served

City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Mattapan
City of Boston- South Boston

Dorchester (02121,02122,02124, 02125, 02126)

Organization Categories

  1. Community Improvement, Capacity Building - Management & Technical Assistance
  2. Health Care - Community Health Systems
  3. Human Services - Family Services

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

No

Programs

Children Ready, Parents Steady

Children Ready, Parents Steady (CRPS) is our comprehensive initiative aimed at assuring that children are ready to enter school prepared for success and that parents are given the tools and opportunities they need to improve their economic status. CRPS focuses on family and child by encompassing school readiness and fiscal health as key vital signs to address in the clinical practice and that will improve educational and fiscal outcomes of families and children in Dorchester. Our ultimate goal is to develop CRPS into a replicable, national model that addresses key social determinants of health within the primary care setting and reduces the costs of care while still improving health. We focus on these specific determines based on the needs of our community. Dorchester residents have the lowest college attendance rates and one of the highest dropout rates in the city and education or lack of education determines one’s earning potential.
Budget  $250,000.00
Category  Education, General/Other
Population Served Children and Youth (0 - 19 years) Families Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

Our key indicator of short term success: At least 50% of families receiving case management services will report decreased stress related to financial issues.

 

 

Program Long-Term Success 

Our long term goal is for 80% of 1stgraders to achieve reading proficiency by the end of the school year.  Furthermore, there will be an increase in the number of families who are financially stable.

 

Program Success Monitored By 

Evaluation of CRPS will consist of an assessment of how well it addresses the vision, goals, and objectives for improving school readiness and family financial stability. Formative evaluation activities will focus on collecting data to determine the effectiveness of interventions. This will include such process measures as the number of school readiness and fiscal health activities in the clinical setting, staff and parent understanding and level of engagement in school readiness and fiscal health activities, the extent of community involvement, and feedback from the various stakeholders on the effectiveness of interventions.  Our non-clinical evaluation activities are aided by our use of Efforts to Outcomes (ETO) software to collect and analyze data. ETO access is provided by our  Director of Evaluation who provides key support in developing evaluation criteria and analyzing data. Our clinical activities are reported in each health center's Electronic Health Records stystem.

Examples of Program Success 

We piloted our fiscal health assessment, Fiscal Health Vital Signs in the Franklin Field public housing development before launching it in the clinic. Prior to the FHVS intervention, which aimed to provide a FHVS assessment followed by the targeted case management to 225 residents within one year, only 31% of those assessed could name a resource agency in their community that could assist them with building a better financial future. Following the intervention, however, this number increased to 98%--a 67% increase in just six-months. This drastic improvement is just one of the many indicators of the innovative nature of the program (which allowed for initially apprehensive residents to be empowered rather than hand-held). Through increasing the awareness of our participants about the resources available to them, we are directly increasing the likelihood that they will take advantage of these resources.


Community Asset Building

We created an array of Community Asset Building (CAB) services that address socioeconomic status: Financial Wellness- We provide free tax preparation services in our EITC (Earned Income Tax Credit) Clinics during tax season as well as benefits screening, matched educational savings accounts, financial education, and credit counseling. Fiscal Health Vital Signs©(FHVS)assesses an individual’s fiscal health then offers tailored prescriptive steps toward financial wellness with the support of a Case Manager. We seek to make FHVS a standard of care within both health centers as part of the Enhanced Patient-Centered Medical Home initiative. Technology Access- We offer public access computers and First Step basic computer coaching for first time technology users. Education and Job Skills Training– The Clemente Course in Humanities qualifies non-traditional students for 6 college credits with the intent to provide a comfort zone and prepare them to transition into college.
Budget  $290,000.00
Category  Education, General/Other Adult Education
Population Served Adults Unemployed, Underemployed, Dislocated At-Risk Populations
Program Short-Term Success 
By the end of participation in our public access class: 90% will have basic skills to operate a computer, using Microsoft word and the internet (skills needed for preparing resumes and conducting job searches); 67% of Clemente students will enroll in community college or seek further education;  77% of people utilizing our EITC services will consult with a credit coach; and 100% of individuals participating in our asset building programs will be screened for fiscal health. Within one year of initial screening, those with identified needs will achieve the following: 90% will have a bank account, 95% will view their credit report on an annual basis, 50% will make minimum credit card payments on time, and 60% will have funds available for emergencies.
Program Long-Term Success 

Our long term goal is for our residents to complete post-secondary education and become gainfully employed.  Improving fiscal health is a key step in achieving this goal. We envision that 80% of the people going through our tax clinics, public access and college prep courses will engage in activities to improve their fiscal health.  We also envision 80% of our FHVS participants will improve at least one aspect of their fiscal health (capital assets, credit rating, safety net).

 

Our long term goal is for our residents to finish college and become gainfully employed.  We envision that 80% of the people going through our tax clinics, public access and college prep courses will move forward with their goals.  We also envision 65- 75% of our FHVS participants improving their credit ratings and beginning developing savings goals to work toward attaining assets (college education, a down payment toward a home).

 

Program Success Monitored By 
We use pre and post test surveys in all of our programs.  For FHVS, we track the success of our participants with follow-up assessments every six-months to assure they are following their fiscal health plan.  We track the success of our Clemente participants by those who complete the program and graduate as well as by their grades.  Our evaluation activities are aided by the use of Efforts to Outcomes (ETO) software to collect and analyze data for community programs. Our Director of Evaluation provides key support in developing evaluation criteria and analyzing data.
Examples of Program Success  We provided free tax preparation services to 3,398 residents during 2011 tax season, returning more than $2 million in earned income credit and $6.23 million total to the community. Nearly 1500 residents received credit advising, a 25% increase from last year. When FHVS launched in 2008, only 62% of those assessed had bank accounts; 13% were able to make minimum credit card payments on time; 31% had $500 saved for an emergency. At the six-month re- assessment, 95% had bank accounts, 34% were able to make minimum credit card payments on time; 48% had at least $500 saved for emergencies. Over three-fourths (77%) improved on at least one aspect of fiscal health. A Clemente College participant spoke of his initial despair of losing his job as a cook, being forced to move back home with his mother. His decision to take the FHVS assessment changed his life. He enrolled in the Clemente course, graduated and today is enrolled at Bunker Hill Community College and is gainfully employed.

Generation Next Academy

Generation Next Academy (GNA)'s priority is to ensure that high risk youth living in Dorchester graduate from high school and go to college. We provide youth with supports and opportunities that promote social, physical, emotional, and fiscal health and results in their development into contributing members of the community. GNA encompasses three areas of growth and development: academics and college preparedness, job readiness accompanied with hands-on job experience, and exposure to health care careers.

The ultimate goal of GNA is to ensure that program participants graduate from high school and enroll in higher education. GNA targets lower-income, at-risk young people,ages 13-19 and is built on the foundation of 14 years of experience of working with youth at high risk for dropping out of school, violence and substance abuse. Program elements: Academic achievement, Workforce readiness, Health/Wellness, Money management, Civic/Community Leadership, and Recreation/Enrichment.
Budget  $285,000
Category  Youth Development, General/Other Youth Citizenship
Population Served Adolescents Only (13-19 years) At-Risk Populations Minorities
Program Short-Term Success  Up to 155 youth will receive academic support and training in self-care, workforce readiness, leadership and community service, and money management

55 youth will be assigned as Community Youth Health Ambassadors or Community Health Careers Interns in the DotWell enterprise

95% of program participants will increase their knowledge in:

o              Self-care

o              Workforce readiness

o              Leadership/community service

o              Money management

75% of program participants will maintain or improve academic performance

90% of program participants will 1) maintain or improve their life skills and 2) make positive changes in their life choices

·        75% of program participants will increase their self-efficacy

50% of program participants will set up a savings account in their first year in the program

 

Program Long-Term Success 

100% of program participants will graduate from high school

100% of program participants will establish and regularly contribute to savings accounts for college or career advancement

90% of youth will be adequately prepared for post secondary education/job training

80% of Community Youth Health Ambassadors will be adequately prepared for post secondary education/job training in the healthcare industry

 

Program Success Monitored By  We use a 46-item tool that was adapted from the Colorado Trust Youth Participant Survey (Colorado Trust, 2004) that measures six dimensions of youth development:  sense of self, positive core values, life skills, positive life choices, cultural competencies, and community involvement.  We also use Efforts To Outcomes (ETO) SoftwareTM  which monitors program performance and measures the impact of services on client outcomes. For GNA, we track process measures such as enrollment, number and type of trainings, number of youth attending trainings, number of hours at the worksite, the number of community service hours, etc.  To determine impact, we collect assessment data on academic performance, workplace performance, money management, leadership and community service skills, and health behaviors.  We collect assessment data from program participants, mentors, supervisors, and program staff.  Data is collected either pre and post program or only post program. 
Examples of Program Success  The Workforce Readiness category is one area that clearly demonstrates program success. The Community Health Careers Internship Program is a paid summer internship/job program for teens who work across DotWell and the health centers during summer months, gaining job skills and gaining exposure to various careers in healthcare. Overall, the CHCIP participants rated the program very positively with 95% reported that program helped them learn good work skills and good work habits, with 100% stating they felt confident that they would be a good employee. Furthermore, 84% said they would recommend CHCIP to their friends. Of the workshops they participated in, CHCIP interns rated the money management and some of the health focused workshops among the highest in terms of gaining useful  information. Approximately, 85% reported that they felt better able to manage their money and better prepared to maintain good health.

Obesity Prevention and Intervention

DotWell has implemented a wide range of new, evidence-based and unique approaches in assisting health center patients and community members as they struggle with issues of overweight and obesity and related health impacts. We have combined an integrated continuum of services across our health centers that span the life spectrum to address this enormous public health problem.According to the Boston Public Health Commission, the health problems affecting Dorchester residents that are weight-related include:60% are overweight/obese;71% engage in inadequate physical activity;29% have high blood pressure; and 9.9% percent suffer from Diabetes (compared to 7.4% citywide). Our cross-site programs include health center healthy weight clinics, farmer’s markets affordability and access, health and wellness facilities, including the gym and pool at Dorchester House and the HealthWorks low membership fitness center for women and healthy cooking and meal budgeting classes.
Budget  $100,000
Category  Health Care, General/Other Early Intervention & Prevention
Population Served Families Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 
With funding, we will hire an Obesity Prevention/Intervention Project Manager  by March 2013 to provide cross-site coordination of programs
 
Our Eat Green Save Green program for residents teaching them healthy cooking on a budget, will expand to include an exercise and gardening component
 
25% more patients and community members will sign up for and consistently utilize wellness offerings, e.g., the gym, the pool and HealthWorks
 
Program Long-Term Success 
50% of families within our target area (patients and community members who utilize our services) will engage in healthier lifestyles, i.e., cooking and/or purchasing healthier meals
 
70% of patients will decrease their BMIs through regular exercise and healthier eating
 
Overweight/obesity rates among our Dorchester patients/ community members who access our services and programs will drop 8 - 10% by 2015
 
 
Program Success Monitored By 
For patients, success will be monitored by:
weight loss or improvement in diabetes levels
consistent participation in exercise regimen
maintaining appointment schedules on a regular basis
 
For community residents, successs will be monitored by:
engagement in consistent exercise
changes in cooking and eating patterns (e.g., decrease in the amount of fast food and junk food consumption)
participation in healthy community offerings, e.g., community gardens, more usage of farmers' markets* (can only monitor those residents/patients whose usage of bounty bucks or prescriptions we can monitor)
 
Examples of Program Success 
90% of participants who have engaged in our Eat Green Save Green budgeting and nutrition program indicate that they now eat healthier and are still able to save money
 
100% indicate that they have made at least one positive change (eliminated sugared beverages like soda, exercise three times a week)  in their diet since participating in the program

Skills for Life

Skills for Life (S4L) provides teens with a solid financial education to help them attain and maintain fiscal stability throughout their lives. S4L utilizes the National Endowment for Financial Education's High School Financial Planning Programwhich results in increases in financial knowledge, improvements in spending and saving behavior, and confidence in money management. Students learn budgeting, how to use credit responsibly, career exploration and accessing financial aid for college. They also learn basic tax law and how to prepare standard 1040 tax returns. Students who pass the IRS tax preparer test become tax preparers at our EITC tax sites during tax season. Since 2002, we have helped over 15,000 taxpayers and returned more than $40 million to Dorchester. At program’s end, five students continue as Fiscal Health Ambassadors for the next 12 months and become responsible for conducting fiscal education programs for their peers in both school and community settings.

 

Budget  $88,000
Category  Youth Development, General/Other Youth Business
Population Served Adolescents Only (13-19 years) At-Risk Populations Minorities
Program Short-Term Success 
95% of S4L students will increase their financial knowledge


80% of S4L students will pass the IRS tax preparer certification test on the first attempt

100% of S4Lers will complete their minimum 30 hours of tax preparation service

By the end of each year, 5 S4L participants who are juniors will advance to an Ambassador position the following year

Program Long-Term Success 
S4L youth will have the knowledge to manage money appropriately and maintain good financial health, specifically:
100% of S4L participants will do their taxes moving forward never depending on costly tax preparers again

80% of S4L participants will attain careers in the financial/accounting fields

 50% of S4L participants will periodically prepare taxes for friends and family and volunteer services to EITC clinics as adults

 

 

Program Success Monitored By  We measure the program’s success by:

·         Increased financial knowledge as determined by pre-tests and post tests

·         Student enrollment and retention

·         The number of students who pass the certification test

·         The number of volunteer hours leveraged (30 hour minimum per person)

Examples of Program Success 

Since its inception, 62 S4L participants have passed the IRS certification exam and provided over 2500 hours of service preparing tax returns for Dorchester residents at our EITC tax sites

 

Most recently, a student graduated to Ambassador for summer 2012, but informed us that she received an internship in the Accounting Department of the Boston Red Sox Baseball franchise, an opportunity she received because of her training, experience and volunteerism as a S4L tax preparer.

 

Another measure of success was the year we launched the Ambassadors component.  After sitting through the financial literacy workshops that DotWell provides for teen summer employees, the Ambassadors took the initiative and asked to restructure those workshops to make them more interactive and engaging to teens.  They researched and found an interactive curriculum that has proven to be more effective and engaging.

 

 


CEO/Executive Director/Board Comments

The economic environment of the last three years has brought significant reductions in state and federal support.  We have compensated by forging new relationships with prospective funders while never losing sight of the needs of our community.  We are leveraging our  unique partnership more aggressively  in our search for funding to enable our programs and services to continue, especially as we fully implement and enhance our patient-centered medical home (PCMH) model. While we have federal and state applications pending relative to our enhanced PCMH, we are meeting with prospective donors, including individual, education and other organizations to discuss the non-clinical aspects of the model and how we can partner to institutionalize programs that address the key social determinants of health that most effect lower-income people, our primary population. 

We envision a community where families are physically, emotionally and financially stable; where children are prepared for future success by schools that are academically sound and provide the foundation for a successful future; and where residents are socially connected and civically engaged. This has been our driver in our clinical and community program offerings.

Furthermore, we believe that through our organized approach around a sustainable health care model, we are creating a new paradigm that challenges the status quo which has failed families in their attempts to access quality education for their children, achieve economic independence, and maintain health.

Management


CEO/Executive Director Mr. Walter Ramos
CEO Term Start Nov 2012
CEO Email walter.ramos@dorchesterhouse.org
CEO Experience

Walter is an accomplished healthcare leader with a depth of experience working in complex healthcare organizations and a solid background in business administration, operations, and process improvement. He has spent nearly a decade leading essential programs that benefit the underserved in Boston, achieving change in difficult circumstances. Much of his professional career has been dedicated to helping society through public health, public policy, and law.

An effective and influential public health administrator, Walter has led operations and programs at the Boston Public Health Commission, Boston Medical Center HealthNet Plan, and more recently at MHA. Early in his career, he served as Assistant District Attorney for Bristol County and Commissioner of the New Bedford Housing Authority, where he championed the rights of citizens with limited economic means.
 
Walter holds a B.A. from Roger Williams University and a J.D. from Suffolk University Law School. He completed a fellowship in healthcare executive leadership with the Center for Creative Leadership. Originally from the Fall River/New Bedford area, he resides in Boston’s South End.

 


Co-CEO Ms. Sandra Cotterell
Co-CEO Term Start Mar 1994
Co-CEO Email sandra.cotterell@codman.org
Co-CEO Experience Sandra E. Cotterell, Co-CEO of DotWell joined Codman Square Health Center (CSHC) as Chief Operations Officer in 1994, served as the interim CEO and was appointed the permanent CEO in February 2011. Her previous health-related management experience included four years as Vice President of Clinical Services at Bay State Health Care in Cambridge, Massachusetts. In 2007, Cotterell was honored as an Outstanding Employee at the Massachusetts League of Community Health Center’s 35thAnnual Awards Gala. Cotterell began her career in health care as a nurse at New England Medical Center and Massachusetts General Hospital, providing direct patient care in surgical units, surgical ICU, and cardio-thoracic ICU. She holds a Bachelor of Science in Nursing from Simmons College in Boston.

Former CEOs and Terms

Name Start End
Mr. William J Walczak Aug 1998 Feb 2011
Joel Abrams -- Aug

Senior Staff

Name Title Experience/Biography
-- -- --
Mr. Danny MacNeil Chief Information Officer Daniel MacNeil, Chief Information Officer (CIO):is a seasoned healthcare IT executive with exceptional experience in technological strategy that aligns with organizational goals. His 29 years of service extends to developing, planning and implementing cutting edge information solutions, creating knowledgeable and effective teams to execute scalable and reliable IT architectures that improve infrastructures and maintain operational integrity. MacNeil served as CIO at Dedham Medical Associates where he was instrumental in the implementation of numerous clinical and business information systems to meet the growing needs of the organization. He served as Director of Technology at South Shore Hospital overseeing daily operations and most notably a three year multi-million dollar project that replaced an aging and costly enterprise-wide suite of clinical and business applications for both the hospital and VNA. He worked at Spacelab’s Medical for 18 years, beginning in Field Service, Regional Service Manager, Clinical Information Systems Implementation Manager, and eventually to Product Development Manager where he built systems for the Emergency department and clinical order entry. He holds a degree in Biomedical Engineering from Franklin Institute of Boston and continued his education at Northeastern University in Computer Science/Business Management.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

DotWell is in and of itself a collaboration, founded by Codman Square Health Center and Dorchester House Multi-Service Center, two of Boston's most respected community health centers located in Dorchester and providing combined services to nearly 50,000 patients and residents.   Lauded as a model in the nonprofit community for its ability to meet the complex needs of an at-risk population while realizing significant cost-savings, DotWell is the only substantive partnership between health centers in Boston serving lower-income people of color.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 12
Number of Part Time Staff 0
Number of Volunteers 1
Number of Contract Staff 1
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 2
Caucasian: 8
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 5
Not Specified 0

Plans & Policies

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

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. Stephen Weymouth
Board Chair Company Affiliation Board Chair
Board Chair Term Mar 2011 - Mar 2013
Board Co-Chair Ms. Georgianna Eacmen
Board Co-Chair Company Affiliation Chair Elect
Board Co-Chair Term Mar 2011 - Mar 2013

Board Members

Name Company Affiliations Status
Ms. Sandra Cotterell CEO of Codman Square Health Center --
Ms. Georgieanna "Gigi" Eacmen Board Member Voting
Mr. Robert MacEachren Board Member Voting
Mr. Walter Ramos Dorchester House Multi-Service Center and DotWell Voting
Dr. Stephen Tringale Physician at Codman Square Health Center Voting
Mr. Stephen Weymouth Chair 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: 2
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 2
Male: 4
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 2
Board Meeting Attendance % 69%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

Fiscal Year Oct 01, 2011 to Sept 30, 2012
Projected Income $3,524,790.00
Projected Expense $3,524,790.00
Form 990s

2011 990

2010 990

2009 990

2008 990

Audit Documents

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

2008 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2011 2010 2009
Total Revenue $3,466,167 $3,238,585 $3,976,722
Total Expenses $3,506,948 $3,374,200 $3,948,841

Prior Three Years Revenue Sources

Fiscal Year 2011 2010 2009
Foundation and
Corporation Contributions
$973,050 $850,415 $1,683,801
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue $2,491,039 $2,384,536 $2,276,031
Investment Income, Net of Losses $2,078 $3,634 $16,890
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2011 2010 2009
Program Expense $2,720,413 $2,361,845 $3,239,894
Administration Expense $414,487 $678,229 $531,713
Fundraising Expense $372,048 $334,126 $177,234
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.99 0.96 1.01
Program Expense/Total Expenses 78% 70% 82%
Fundraising Expense/Contributed Revenue 38% 39% 11%

Prior Three Years Assets and Liabilities

Fiscal Year 2011 2010 2009
Total Assets $1,067,921 $1,116,364 $1,401,554
Current Assets $1,044,807 $1,084,803 $1,366,983
Long-Term Liabilities $0 $0 $0
Current Liabilities $741,755 $749,417 $898,992
Total Net Assets $326,166 $366,947 $502,562

Prior Three Years Top Three Funding Sources

Fiscal Year 2011 2010 2009
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2011 2010 2009
Current Ratio: Current Assets/Current Liabilities 1.41 1.45 1.52

Long Term Solvency

Fiscal Year 2011 2010 2009
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are per the organization's audited financials. 

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.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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

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

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