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Fenway Community Health Center, Inc.

 1340 Boylston Street
 Boston, MA 02215
[P] (617) 9276353
[F] (617) 8591250
[email protected]
Timothy Harwood
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 Printable Profile (Summary / Full)
EIN 04-2510564

LAST UPDATED: 01/22/2018
Organization DBA Fenway Health
Fenway Institute
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

The mission of Fenway Health is to enhance the wellbeing of the lesbian, gay, bisexual and transgender (LGBT) community and all people in our neighborhoods and beyond through access to the highest quality health care, education, research, and advocacy.

Mission Statement

The mission of Fenway Health is to enhance the wellbeing of the lesbian, gay, bisexual and transgender (LGBT) community and all people in our neighborhoods and beyond through access to the highest quality health care, education, research, and advocacy.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $98,719,000.00
Projected Expense $96,192,000.00

ProgramsMORE »

  • Behavioral Health
  • HIV and AIDS Services
  • The Fenway Institute (TFI)
  • Women's Health
  • Youth Services

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

The mission of Fenway Health is to enhance the wellbeing of the lesbian, gay, bisexual and transgender (LGBT) community and all people in our neighborhoods and beyond through access to the highest quality health care, education, research, and advocacy.

Background Statement


Fenway Health was founded in 1971 by students who believed that "health care should be a right, not a privilege." In its early days, Fenway Health was a drop-in clinic providing free blood pressure checks and STD screenings. Two years later, Fenway Health obtained permanent space and incorporated as a freestanding health center with a staff of one volunteer doctor, one nurse, and one intake worker. Today, Fenway Health has a budget of approximately $75 million, a staff of nearly 500, and a patient base of nearly 30,000.

In 2001, Fenway Health founded The Fenway Institute, an interdisciplinary center for research, training, education, and policy development, with a distinct focus on LGBT health and HIV/AIDS. In 2009, Fenway Health moved into the 10-story Ansin Building at 1340 Boylston Street in Boston's West Fens neighborhood, making it the largest LGBT health care, education, and research facility in the nation. In 2010, the Sidney Borum, Jr. Health Center (the "Borum") became an integral part of the Fenway Health family, serving youth ages 12-29, including LGBT young people, street and homeless youth, and those struggling with substance abuse, involved with gangs, or engaging in sex work.

In 2013, the LGBT Aging Project officially became a program of The Fenway Institute, our research and education center. The mission of the LGBT Aging Project is to ensure that lesbian, gay, bisexual and transgender older adults have equal access to the life-prolonging benefits, protections, services and institutions needed to age with the dignity and respect they deserve. The LGBT Aging Project hosts educational sessions for seniors and care providers, and serves as a consulting organization to Ethos’ LGBT elder aggregate meal sites across the greater Boston area.

In addition to the Borum, a Fenway Health satellite location exists at Fenway: South End, which offers medical and behavioral health care and a full-service pharmacy at 142 Berkeley Street.

Fenway Health has helped pioneer a philosophy of integrated care that treats each patient as a whole person. The comprehensive services provided by Fenway Health include primary health care, specialty care (HIV/AIDS, obstetrics, gynecology, gerontology, family health, podiatry and nutritional counseling), a full-service pharmacy, behavioral health and substance abuse services, complementary therapies (chiropractic, massage, and acupuncture), health promotion, violence prevention and recovery, dentistry, optometry, and family and parenting services (including alternative insemination).

Fenway Health is affiliated with Beth Israel Deaconess Medical Center. All physicians hold faculty appointments at Harvard Medical School. Research affiliations include Massachusetts General Hospital, Brigham and Women's Hospital, and Brown University Medical School.


Impact Statement


In 2015, providers across all four of Fenway Health’s locations and services cared for 26,400 patients who made 140,600 visits, including 2,075 patients living with HIV/AIDS.

 Fenway Health’s health insurance enrollment program, known as the Fenway Connector, helped more than 1,800 people acquire insurance coverage through MassHealth, Commonwealth Care, and Health Safety Net.
The Navigation Program at Fenway Health uses Peer Health Navigators to reach out to those at the highest risk for health disparities and connect them to life-saving services. These clients include gay and bisexual men, transgender individuals and those affected by crystal methamphetamine use. Through the Program, these at-risk individuals receive critical health information, referrals and access to services. Fenway Health’s health navigators answered 10,400 calls and held more than 2,500 individual and group client meetings.

The Fenway Pharmacy’s two branches fill an average of 500–550 prescriptions per day and disburse approximately $500,000 in free and discounted medication to help accommodate the limitations and needs of all Fenway patients. The pharmacy also offers free delivery services for homebound patients and others who need it.

The Transgender Health Program continues to expand to comprehensively address the needs of Fenway Health’s rapidly growing transgender patient base. Nearly1,200 transgender patients currently receive care at Fenway Health, an increase of over 1,000 patients since the program’s launch in 2007.

Fenway Health’s Substance Abuse Treatment Program served nearly 250 new patients, most of whom have problems with multiple substances, including alcohol, crystal methamphetamine and cocaine.

The Violence Recovery Program (VRP) assists more than 175 victims of bias crimes, domestic violence, sexual assault and police misconduct each year. The VRP offers individual and group counseling; local and national trainings; and technical assistance on LGBT trauma and recovery.

Fenway Health’s LGBT Helpline and Peer Listening Line for LGBT Youth answer almost 3,600 calls per year from people across the country looking for resources or just a caring, non-judgmental ear to listen.

Needs Statement

Donor support helps us bridge the gap between the actual cost of providing high-quality medical and behavioral health services and the income that Fenway Health receives from participating insurers. Most importantly, donor support allows us to honor our commitment to keep Fenway Health’s care affordable and accessible for everyone in our community who needs us - regardless of their ability to pay for services.

For example, a new dental patient using public insurance will face a number of costs. Only 41% of their comprehensive dental exam is covered by public insurance. Only 47% of their x-ray is reimbursed. 45% of their dental cleaning is covered by public insurance. The same is true for their other medical and behavioral health costs. On average, only 48% of a primary care visit rate is reimbursed. Only 40% of a behavioral health visit is reimbursed. Without your support, the rest of these costs will fall to the patient.

CEO Statement


Board Chair Statement


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.

We define our target populations both geographically (residents of the Fenway neighborhood and nearby areas) and socio-culturally (individuals who identify as LGBT). These overlapping, interrelated groups continue to include numerous low-income individuals in the Greater Boston area in addition to drawing large amounts of people from an expanded service area.

Our patients derive from 200 zip codes to obtain our high-quality health care that is culturally competent, culturally sensitive, and LGBT-focused.

Organization Categories

  1. Health Care - Health Care NEC
  2. Diseases Disorders & Medical Disciplines - AIDS
  3. Mental Health & Crisis Intervention - Mental Health & Crisis Intervention NEC

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

Under Development


Behavioral Health

The Behavioral Health Department is a fundamental part of Fenway Health's primary care model. It offers individual, group, couples, and family therapy; psychiatric consultation; substance abuse services (including acupuncture); medical social work; daily acupuncture, and substance use disorder services including alcohol and drug detox, counseling, and relapse prevention. 

Masters-level therapists as well as psychiatrists are equipped to meet the specific, individual needs of patients — particularly patients living with HIV, coming out, seeking transgender affirming healthcare, grieving the death of a partner, or experiencing anxiety and depression. As a NCQA PRIME Patient-Centered Medical Home (PCMH), Fenway Health’s behavioral health staff are also integrated into primary care and offer services to patients as part of a standard medical visit. The Behavioral Health department’s myriad services and programs seek to care for the whole person — both body and mind. In FY17, the department saw 4,800 patients who made 43,000 visits.     

Within Fenway’s behavioral health services is the Violence Recovery Program (VRP). Founded in 1986, the VRP provides counseling, support groups, survivor advocacy, and outreach services to LGBT survivors of intimate partner violence, sexual assault, hate crimes, and police misconduct. Most importantly, the VRP ensures that LGBT victims of violence are treated with sensitivity and respect. In FY17, over 200 survivors of bias crimes, domestic violence, sexual assault, and police misconduct were helped by the VRP.
Budget  $2,116,800.00
Category  Mental Health, Substance Abuse Programs, General/other Mental Health, Substance Abuse Programs, General/other
Population Served Lesbian, Gays, Bisexuals, Transgendered Families Victims
Program Short-Term Success 

In FY17, Fenway Health served a total of 29,500 patients. Of that total, 4,800 patients made 43,000 visits for mental health or substance abuse concerns.

Over 800 new patients are seen by Fenway's Substance Abuse Treatment Program, which treats those struggling with substances including alcohol, crystal methamphetamine and cocaine.

Over 3,200 transgender patients receive care at Fenway Health and represent 24% of patients seen by the Behavioral Health Department. 
Nearly 400 victims of bias crimes, domestic violence, sexual assault, and police misconduct each year are helped by the Violence Recovery Program.

Nearly 600 babies have been conceived since 1983 through the help of Fenway Health's Alternative Insemination (AI) Program, which also offers educational workshops and support groups for LGBT parents and prospective parents.

Program Long-Term Success 
Every client receives the highest quality behavioral health care that is culturally competent, sensitive, and LGBT-specific.
Every client will re-establish a meaningful life despite challenges with mental health and/or substance abuse.

Every client will participate in holistic intervention utilizing evidence-based models that have proven to be effective in treating mental health and substance abuse problems. 

Through our client-centered approach to treatment, patients will be empowered to to learn how to manage and cope to create a life worth living, and will understand the progression, symptoms and management of their disorder or life challenge.

All mental-health and substance-abuse clients are treated with dignity and respect and their voices are heard.
Clinicians partner with each client in developing a treatment plan that is meaningful and outcomes-based in order to help all clients that we serve to recover and heal.
Program Success Monitored By 
Electronic Medical Record queries and reports; monitoring by the Quality Improvement team; reporting requirements for grants and contracts; client surveys; clinician notes; self-report.
Examples of Program Success  Fenway Health currently offers a combination of integrated behavioral health care and specialty behavioral health care (mental health and substance abuse services). In attempt to become more integrated, Fenway Health has incorporated three, full-time Behavioral Health Specialists (licensed, Masters-level social workers) to work exclusively in primary care at the Ansin Building (1340 Boylston St.), offering open access/curbside consultation hours as well as scheduled appointments for short-term treatment. In FY17, the Behavioral Health Specialists saw 4,800 patients who made over 43,000 visits. Services included brief intervention, individual therapy, and group therapy (e.g. a CBT Anxiety Group, a Relapse Prevention Group, and a Depression Group).

HIV and AIDS Services

Fenway Health specializes in providing barrier-free access to HIV/AIDS care and services to those most vulnerable and at highest risk for HIV/AIDS. Fenway Health was the first medical provider in New England to diagnose and treat HIV/AIDS. Today, it is the largest non- hospital provider of comprehensive HIV/AIDS services in the region, and one of few in the nation to emphasize the LGBT community. In FY17, Fenway Health cared for 2,200 people living with HIV/AIDS (PLWH/A) and administered 16,000 HIV antibody tests. Beyond standard antibody testing, Fenway Health offers state of the art Generation 4 testing that is able to identify an antigen presence as soon as 14 days after exposure to HIV, an advantageous window period that can dramatically improve treatment outcomes. Additionally, 100% of patients who test positive are triaged into our care and services, including on- site pharmacy services. In FY17, Fenway Health provided nearly $1,400,000 in free and discounted medication, including delivery services for homebound patients. Fenway Health pharmacies fill 500-550 prescriptions daily, many of which go to PLWH/A who may not be able to obtain or afford HIV/AIDS treatment otherwise. In continuing our commitment to the most high-risk and vulnerable populations, people of color now comprise nearly 29% of our HIV patient population. Furthermore, a growing percentage of our HIV patients are over age 50, emphasizing the importance of incorporating the concerns of aging into HIV care.

Budget  $3,455,016.00
Category  Health Care, General/Other Health Diagnostic, Intervention & Treatment Services
Population Served At-Risk Populations Lesbian, Gays, Bisexuals, Transgendered US
Program Short-Term Success 

Fenway provides rapid (20 minute) HIV antibody testing as well as state of the art Generation 4 serum p24 antigen and antibody testing.  This revolutionary serum testing can detect HIV infection within 10 days of exposure for some people.  These services are free and confidential.

Over 16,000 HIV antibody tests per year are administered by Fenway providers and HIV Counseling, Testing and Support Services staff.  

100% of those who test positive for HIV are triaged into care and services here at Fenway.
Program Long-Term Success 

Every HIV+ patient will:

  • have a medical visit with a provider at least 2 times/year.
  • have a minimum of 2 viral load tests and 2 CD4 T-cell counts per year.
  • be assessed for appropriateness of viral suppression therapy.
  • have undetectable viral loads when receiving viral suppression therapy.
  • be prescribed PCP prophylaxis when CD4 T-cell counts are below 200 cells/mm.
  • Pregnant patients will be prescribed antiretroviral therapy during the 2nd and 3rd trimester.
  • have documentation of having completed vaccination services for Hepatitis B.
  • have a serologic test for syphilis at least once per year.
  • be tested for chlamydia and gonorrhea.
  • receive the influenza vaccination (flu shot) every year.
  • be prescribed MAC prophylaxis when CD4 T-cell counts are below 50 cells/mm.
  • receive the pneumococcal vaccine.
  • be prescribed a HAART regimen when diagnosed with AIDS. 
  • be screened for depression and substance abuse.
Program Success Monitored By 
Electronic Medical Records; lab results; continuous monitoring by the Quality Improvement team; mandatory reporting requirements for grants and contracts.
Examples of Program Success 
Three examples of program success include: 1) the percentage of patients assessed for the appropriateness of viral suppression therapy and receiving such medications in 2013 (94.31%); 2) the percentage of patients who received viral suppression therapy AND had undetectable viral loads in 2013 (82%); and 3) the percentage of patients with CD4 T-cell counts below 200 cells/mm who were prescribed PCP prophylaxis (91.46%).
This success is indicative of Fenway's comprehensive continuum of care for our 1,943 HIV positive patients--a continuum that includes medical case management, health navigation, chronic care management, prevention education and harm reduction support. With support from an array of public and private grant programs, we offer targeted community outreach and prevention, HIV counseling and testing, and insurance enrollment assistance.

The Fenway Institute (TFI)

The Fenway Institute (TFI) is an interdisciplinary center for research, training, education, and policy development focusing on national and international LGBT health issues. As the research arm of Fenway Health, its mission is to ensure access to quality, culturally competent medical and behavioral healthcare for traditionally underserved communities, particularly lesbian, gay, bisexual, and transgender (LGBT) people and those affected by HIV/AIDS. Distinguished faculty chairs include Alex S. Keuroghlian, MD, Director of Education and Training Programs, Sean Cahill, Ph.D., Director of Health Policy Research, and co-chairs Jenny Potter, MD, Director of the Center for Population Research in LGBT Health, and Kenneth Mayer, MD, Medical Research Director. Located within TFI are the LGBT Population Health Program, the National LGBT Health Education Center, the National Center for Innovation in HIV Care, the LGBT Aging Project, and the Transgender Health Conference. TFI fulfills its mission by conducting innovative research and developing education and advocacy programs grounded in LGBT advocacy. TFI acts as a catalyst for change through providing educational programs, resources, and consultation to healthcare organizations with the goal of optimizing effective healthcare for LGBT people and mitigating health disparities.

Budget  $8,000,000.00
Category  Medical Research, General/Other HIV/AIDS Research
Population Served Lesbian, Gays, Bisexuals, Transgendered Alcohol, Drug, Substance Abusers At-Risk Populations
Program Short-Term Success 

After a decade of advocacy from The Fenway Institute and our allies, the U.S. Department of Health and Human Services took an important step forward for LGBT health as they unveiled Healthy People 2020 (HP2020) in late 2010. For the first time, lesbian, gay, bisexual and transgender health is recognized and there is clear acknowledgement that LGBT individuals experience health disparities that affect their health status. LGBT health appears as a special topic area among the 42 listed within HP2020. Also for the first time, transgender people are included in the document--previous versions of Healthy People referred only to lesbian, gay and bisexual people.

Program Long-Term Success 

The Fenway Institute is an interdisciplinary center for research, training, education, and policy development, focusing on national and international health issues. TFI's mission is to ensure access to quality, culturally competent medical and mental health care for traditionally underserved communities, including lesbian, gay, bisexual and transgender (LGBT) people and those affected by HIV/AIDS.

TFI fulfills its mission by conducting innovative research and developing education and advocacy programs grounded in the LGBT community.  TFI acts as a catalyst for change in the larger community by applying knowledge broadly. TFI faculty and staff are motivated by the belief that everyone, everywhere deserves access to high-quality, culturally-competent health care.

Program Success Monitored By 
Rigorous process and outcome evaluation by Phd-level researchers and faculty.
Examples of Program Success 
Fenway was the first center to perform testing for HIV antibodies in New England. This knowledge led to the development of model programs of HIV counseling and testing as well as prevention education.  A member of the HIV Vaccine Trials Network, Fenway was the first site to enroll participants in HIV preventive vaccine studies in New England, with more than 300 persons participating in these studies to date.
TFI was one of two U.S. sites involved in a study published in the New England Journal of Medicine demonstrating the effectiveness of a new HIV prevention tool, Pre-Exposure Prophylaxis (PrEP). We are a member of NIH's Microbicide Trials Network and participate in clinical trials of both vaginal and rectal microbicides.  Fenway has been a leader in developing behavioral prevention interventions for survivors of childhood sexual abuse, those who abuse substances such as crystal meth, sex workers, and other groups associated with higher rates of HIV infection.

Women's Health

Discrimination in the healthcare system and social stigma often make lesbian, bisexual, and transgender women hesitant to seek or continue medical care. Fenway Health provides high-quality primary medical and behavioral healthcare in a safe, affirming environment. Fenway Health’s Women’s Health Team is looking for a successor to the former director, Dr. Jenny Potter, a national leader in medical care, research, education, and community outreach for our diverse community of women, especially sexual and gender minorities. Women’s Health providers at Fenway Health are experts in holistic and comprehensive medical care, including Alternative Insemination, transgender healthcare, breast cancer screenings, and chronic disease management. 

The Women’s Health program includes family planning and parenting services, and was one of the first providers in the nation to offer alternative insemination (AI) services to single women and lesbians. To date, nearly 600 babies have been conceived through Fenway Health's AI program. 

Budget  $752,000.00
Category  Health Care, General/Other Reproductive Health
Population Served Females Lesbian, Gays, Bisexuals, Transgendered At-Risk Populations
Program Short-Term Success 
Cervical Cancer Screening Measure: 73% of female patients 24-64 years of age will receive one or more documented Pap tests within the measurement year or during the two years prior to the measurement year OR, for women over 30, received a Pap test accompanied with an HPV test done during the measurement year or the four years prior.  
Breast Cancer Screening Measure: 72% of female patients 50-74 years of age who had a mammogram to screen for breast cancer in the measurement year or the 18 months prior to the measurement year.
Program Long-Term Success 
The Women's Health Program aims to ensure that every female patient at Fenway receives: the high quality, culturally competent primary health care geared towards lesbian, bisexual, and transgender women; breast cancer and cervical cancer screenings according to national guidelines; comprehensive education on relevant health topics; and community outreach activities and support that educate, inform, and enhance the lives of our female patients and women in the community.
Program Success Monitored By 
Electronic Medical Record queries and reports; monitoring by the Quality Improvement team; reporting requirements for grants and contracts; client surveys; clinician notes; self-report.
Examples of Program Success 
Through a concerted effort to provide outreach to women in the community, Fenway’s female population increased by 163% from 2008 (n = 3,179) to 2013 (n =8,346).
Also, our cervical cancer screening and breast cancer screening rates are improving each year through targeted Women's Health Quality Improvement efforts. 
Over 600 babies were conceived with the help of the Alternative Insemination (AI) Program, believed to be the first of its kind in the U.S. In addition to insemination, the AI Program offers social and emotional support in the form of workshops and groups for LGBT parents and prospective parents. 

Youth Services

The Sidney Borum, Jr. Health Center (the Borum) is Fenway Health’s youth site and one of very few in the U.S. to target LGBTQ youth (ages 12-29), a diverse population that often feels uncomfortable in traditional health care settings. In addition to many low-income, homeless, at risk of homelessness, or otherwise marginalized patients, the Borum assists a number of youth who are affected by illness, abuse, addiction, discrimination, and violence. In FY17 the Borum saw over 1,600 patients: 62% are under the age of 25, 30% self- identify as belonging to the LGB community, 45% self-report as belonging to a community of color, and 10% are uninsured.

Patients have access to a full range of primary medical and behavioral health services as well as basic needs services, case management, and assistance with enrolling in an affordable insurance plan. Through its community partnerships, the Borum connects patients to longer term options and services to help them lead more stable lives. All Borum staff are trained and equipped to respond to the complex behavioral health needs of LGBTQ homeless youth, and the Borum serves as a safe place for young people to receive care from considerate and culturally competent providers.

Budget  $1,160,556.00
Category  Health Care, General/Other Ambulatory & Primary Health Care
Population Served Lesbian, Gays, Bisexuals, Transgendered Homeless At-Risk Populations
Program Short-Term Success 
  • Youth are provided with health care, mental health/behavioral health services, and substance abuse treatment.
  • Youth are provided access to food, shelter, and basic necessities.
  • Youth will develop caring relationships with Borum providers and staff.
  • Youth will be connected to drop-in centers, transitional living programs, etc.
  • Youth are linked to assistance with educational opportunities and job placement services.
  • Youth will have increased life skills.
Program Long-Term Success 
Through primary care services at the Borum, in conjunction with established collaborations with other youth service providers such as drop-in centers, transitional living programs, and shelters in Boston, youth (especially LGBT street, runaway, and homeless youth) will experience:
1.   An increased sense of safety (through access to food, shelter, and basic necessities).
2.   An increased sense of well-being (physical health, mental health, educational, job/career/etc.).
3.   An increased level of self-sufficiency (life skills, information, resources, runaway prevention education).
4.   An increase in permanent connections to housing, caring adults, and community resources.
Program Success Monitored By 
Electronic Medical Record queries and reports; monitoring by the Quality Improvement team; reporting requirements for grants and contracts; client surveys; clinician notes; self-report.
Examples of Program Success 
In the last year:
  • 279 homeless youth were provided referrals to shelters.
  • 240 youth were provided with clothing, hygiene supplies, food, or other basic necessities.
  • 822 youth were assisted with affordable health care enrollment or renewal.
  • 8,442 HIV/STI tests were administered
  • 64 youth were linked to job placement and educational programs.
  • 672 new youth were engaged in primary care at the Borum.
  • 138 new youth engaged in behavioral health services.

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Darlene Stromstad FACHE, MBA
CEO Term Start Jan 2018
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Philip Finch VP of Communications

Philip Finch is responsible for overseeing Fenway’s marketing and communications efforts. Phil joined Fenway in 2004 after working in marketing, communication and advertising in the financial services arena for companies such as Prudential, Manulife and Fidelity Investments.  Phil volunteered on Fenway’s Peer Listening Line from 2000 - 2005 and served as the co-Chair of the 2003 Men’s Event.  He is a former Board member of FLAG Flag Football in Boston and a long time volunteer at Community Servings.  Phil graduated from Cornell University with a degree in History and Government and earned a Masters in Global Marketing from Emerson College and Vrije Universiteit Brussel.

Dr. Alex Gonzalez Medical Director

Dr. Alex Gonzalez is the Medical Director at Fenway Health, where he oversees a staff of over 50 physicians, physician assistants, nurse practitioners, nurses, medical assistants, and clerical staff in the delivery of medical care to Fenway’s approximately 17,000 patients. Programs within the Medical Department include outpatient primary care; specialty clinics in alternative insemination, nutrition, diabetes, HIV, pulmonology, podiatry, general infectious disease, transgender health, women’s health, and male and female colposcopy; complementary therapy services in massage, chiropractic, and acupuncture; nursing programs such as team-based nursing, the weekly hepatitis immunization and STD clinic, and the patient triage line; and community-based programs such as the biannual mammogram van. Alex obtained a Bachelor of Science in Biology from Tulane University and a combined medical and public health degree from the University of Miami Miller School of Medicine. He completed his internship and residency training in Primary Care Internal Medicine at Beth Israel Deaconess Medical Center. He is currently an Instructor of Medicine at Harvard Medical School, and he has worked at Fenway since 2005.

Timothy Harwood VP of Development

Timothy Harwood joined Fenway Health as Vice President of Development in 2012, after serving as Vice President of Development for the Conservation Law Foundation for over 6 years. Prior to that, Tim served as Director of Development for Lamont-Doherty Earth Observatory, the earth and environmental sciences campus of Columbia University, as Vice President for Institutional Advancement at Hunter College, CUNY, and as Deputy Director of Development for what was then called The New York Hospital-Cornell Medical Center. Responsibilities at Fenway Health include fundraising, special events and staffing the development and membership committees of the Board of Directors. Tim received his BA from Yale University.

Jeffrey Lieberman VP Finance and Administration

Jeffrey Lieberman is the Vice President of Administration and Finance at Fenway Health, where he oversees the finance, administrative staff and the operations at all of Fenway’s locations. With over 25 years of experience in financial and operational management at various types of health care organizations, he joined Fenway in October of 2005 and oversaw the new building project at 1340 Boylston Street. Prior to Fenway, Jeffrey was credited for the turnaround at Retreat Healthcare in Brattleboro, VT where he served as Chief Financial Officer. Prior service included Chief Operating Officer and Project Director for Harvard Pilgrim Healthcare of New England. His other health care experience includes 5 years as Vice Presidents at The University of Chicago’s Louis A. Weiss Memorial Hospital and Mt. Sinai Medical Center in Chicago, senior level financial positions at Franciscan Children’s Hospital and Rehabilitation Center in Boston, the Medical Center of Central Massachusetts in Worcester, and Mount Auburn Hospital in Cambridge. Jeffrey has an MBA from Suffolk University and a B.S. in Accounting from Northeastern University. His credentials include Fellow of HFMA and ACHE. At Fenway, Jeffrey is committed to ensuring the financial health of the organization and seeing its new projects come to fruition.

Jane Powers Director of Behavioral Health

Jane Powers, MSW, LICSW is the Director of Behavioral Health at Fenway CHC. She oversees a staff of more than 50 therapists, psychologists, social workers, substance abuse and LGBT violence prevention experts. Powers has a clinical background in child and family therapy and mental health services. For more than 23 years, she worked at St. Ann’s Home in Methuen, an agency providing residential, educational, and outpatient services to youth with serious emotional and behavioral issues and their families, including nearly 20 years as Director of the Day Treatment Program. In that role, Jane was responsible for the design, coordination, assessment and supervision of all clinical elements of the program and served as primary liaison to more than 25 public school districts with children enrolled in the program. Jane also worked as a psychiatric counselor at New England Memorial Hospital in Stoneham, MA. She earned a Master of Social Work from Simmons College and graduated Magna Cum Laude in Psychology and Human Development from Colby College. In addition, Jane has served on the Board of Trustees at Colby College since 2005 and is an avid cyclist, having participated in the Harbor to the Bay Ride since 2007, raising funds to benefit Fenway and other AIDS/HIV organizations.

Rodney VanDerwarker VP of Primary Care, Behavioral Health, and Institute Operations

Rodney VanDerwarker oversees operations and administration for our Medical and Behavioral Health departments along with The Fenway Institute.  Rodney joined Fenway in 1997 after directing an AIDS service organization in southwest New Hampshire for several years.  His first role at Fenway was coordinator of the Explore study, a randomized controlled trial of a multi-site behavioral intervention to help prevent HIV transmission among MSM.  In 1999, he was named Associate Director for Research Operations and oversaw community education on research studies for Fenway Health as well as other study operations.  In 2002, Rodney was appointed Administrative Director of The Fenway Institute working closely with Institute faculty and other collaborating researchers on the design and implementation of research studies and professional development programs in HIV/AIDS and LGBT health.  He also oversaw program design and implementation for community education efforts.  This work has included serving as Project Director for the New Champions Project, a multi-site methamphetamine prevention program funded by SAMHSA, and Boston RESPECT, a multi-intervention HIV prevention program funded by CDC.  Rodney was appointed to his current position in January, 2013.  Rodney earned his Masters in Public Health focusing on Policy and Management from Boston University in 2007 and has co-authored several peer-reviewed articles and abstracts with TFI colleagues over the past fifteen years.


Award Awarding Organization Year
-- -- --


Affiliation Year
National Association of Community Health Centers (NACHC) 2014
AFP (Association of Fundraising Professionals) 2013
Member of state association of nonprofits? Yes
Name of state association Massachusetts League of Community Health Centers

External Assessments and Accreditations

External Assessment or Accreditation Year
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Ambulatory Care Accreditation 2012
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Behavioral Health Care Accreditation 2012
Federally Qualified Health Centers (FQHC) 2002


Boston Public Health Commission, Multicultural AIDS Coalition, the Massachusettts League of Community Health Centers, the Renewal House, the Hispanic Black Gay Coalition, Bridge Over Troubled Waters, The Network/La Red, Boston Living Center, AIDS Action Committee, Boston Alliance of Gay, Lesbian, Bisexual and Transgender Youth.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 371
Number of Part Time Staff 47
Number of Volunteers 50
Number of Contract Staff 54
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 44
Asian American/Pacific Islander: 26
Caucasian: 262
Hispanic/Latino: 53
Native American/American Indian: 1
Other: 27
Other (if specified): Unidentified
Gender Female: 154
Male: 259
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 Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

Boiler and Machinery
Commercial General Liability
Blanket Personal Property
Directors and Officers Policy
Automobile Insurance and Umbrella or Excess Insurance

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


Board Chair Ms. Liz Page CFRE
Board Chair Company Affiliation Liz Page Associates
Board Chair Term July 2012 - June 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
John H. Basile Fidelity Investments Voting
Joseph Castellana PhD Spaulding Rehabilitation Network Voting
Kyle Y. Faget Esq. Jounce Therapeutics Voting
Stephen Harney Esq. Internal Security Associates, LLC Voting
Charles Hindmarsh Retired Voting
Jennifer L. Jones Cerruli Associates Voting
John B. Koss Esq Counsel on Call Voting
Michael A. Kramer DDS, DMsc Periodontist in Private Practice Voting
Jonathan Matsui PhD Harvard Medical School Voting
Raul Medina Granite Voting
Kendra E. Moore PhD Boston Fusion Corporation Voting
Liz Page CFRE Liz Page Associates Voting
Lisa L. Paine CNM, DrPH Independent Consultant Voting
Benjamin D. Perkins MA, MDiv American Heart Association/American Stroke Association Voting
Michael L. Reney MBA Dana-Farber Cancer Institute Voting
Louise Rice RN Cambridge Public Health Department Voting
Jose Leopoldo Romero Jr. Entrepreneur Voting
Douglas Spencer Independent Branding and Marketing Consultant Voting
Gail Tsimprea PhD McLean Hospital Voting
John P. Wolfarth Mullen Voting
Joblin C. Younger Esq. Law Office of Joblin C. Younger, P.C. 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: 1
Asian American/Pacific Islander: 1
Caucasian: 16
Hispanic/Latino: 4
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 15
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 5
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Membership
  • Patient Care

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $99,533,245 $87,774,524 $80,300,022
Total Expenses $94,811,936 $83,925,142 $72,865,311

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $22,558,281 $22,138,286 $19,489,291
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $22,558,281 $22,138,286 $19,489,291
Individual Contributions $2,535,930 $2,474,896 $2,218,200
Indirect Public Support -- -- --
Earned Revenue $70,752,158 $60,017,020 $49,422,330
Investment Income, Net of Losses $1,580,543 $1,351,744 $649,629
Membership Dues -- -- --
Special Events $2,106,333 $1,792,578 $2,738,891
Revenue In-Kind -- -- --
Other -- -- $5,781,681

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $77,252,420 $68,088,714 $56,927,229
Administration Expense $15,858,786 $14,182,866 $14,450,169
Fundraising Expense $1,700,730 $1,653,562 $1,487,913
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.05 1.05 1.10
Program Expense/Total Expenses 81% 81% 78%
Fundraising Expense/Contributed Revenue 6% 6% 6%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $93,122,375 $88,349,167 $82,463,603
Current Assets $36,888,641 $31,948,267 $25,566,293
Long-Term Liabilities $22,564,097 $23,201,719 $23,851,354
Current Liabilities $10,307,108 $9,617,587 $6,931,770
Total Net Assets $60,251,170 $55,529,861 $51,680,479

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 $302,883.00
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 3.50

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 3.58 3.32 3.69

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 24% 26% 29%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above reflects the combined financials for Fenway Community Health Center and the Fenway Community Realty Association, per the audits posted above. Contributions from foundations and corporations are listed under individuals when the breakout was not available. For FY14 the Other revenue category includes forgiveness of debt and capital grants.
Per note 1 of the FY14 audit, Effective October 1, 2013, Fenway Community Health Center (FCHC) and Aids Action Committee of Massachusetts Inc (AAC) entered into a collaborative agreement, in which FCHC became the sole member of AAC and FCHC's Board of Directors became the Board of Directors of AAC. The corporate entity of AAC continues to exist, however, the financials operations of AAC have been combined with those of FCHC. As such, the data in the charts and graphs above, for FY16, FY15 and FY14, includes activity of AAC. 


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?

Fenway’s most recent Strategic Plan from 2012 set 5-year goals for Clinical Services (focusing on the areas of quality, innovation, training, growth) and The Fenway Institute. 
Goals for Clinical Services:
The ultimate goal of Fenway Health, as stated by our mission, is to enhance the wellbeing of the lesbian, gay, bisexual, and transgender communities and all people in our neighborhoods and beyond through access to the highest quality health care, education, research, and policy.
1) Quality Goal 1: We will strive to provide care at Fenway that follows the principles defined by the Institute of Medicine.
2) Quality Goal 2: We will establish quality metrics to sustain and improve quality outcomes.
1) Innovation Goal 1: We will create the Patient Centered Medical Home (PCMH) model of care. Clinical services will be integrated and team-based and will include ancillary services to provide comprehensive care including behavioral health, pediatric, adolescent and senior care, dental, optometry, nurse case management, psychosocial case management, and other programs.
2) Innovation Goal 2: We will use advanced clinical information technologies to integrate patient care between all Fenway departments and affiliates to serve our patients at the highest level of quality.
3) Innovation Goal 3: We will continue to strengthen the integration with The Fenway Institute and collaborate with other academic institutions to research more effective ways to care for patients.
1) Training Goal 1: Fenway’s clinical departments will sustain, and increase, their commitment to educate and train other health care providers in culturally diverse LGBT care.
2) Training Goal 2: Current academic relationships will be maintained and new opportunities will be developed for graduate internships within Behavioral Health, residency medical programs, graduate RN/NP programs, and dental students.
1) Growth Goal 1: We will continue to grow our current services including dentistry, optometry, pharmacy, Women’s Health, and LGBT primary and behavioral health care.
2) Growth Goal 2: We will broaden the scope of care that we provide to develop a PCMH.
Goals for The Fenway Institute (TFI):
The overall goal for TFI is to be regarded as one of the top LGBT health research, training, education, and policy organizations in the world. TFI has developed the following strategic goals with this in mind:
     Research and Evaluation:
1. Build efforts in health services research, program evaluation, and global LGBT health. To accomplish this, we will recruit additional faculty and expand our collaborations to continue to grow our research and evaluation efforts.
2. Develop research on the health priorities on transgender people and sexual minority women.
     Professional Development &Training:
1. Further establish a primary care residency program focused on HIV/AIDS and LGBT health, develop a pool of trained clinicians available to provide on-site training in LGBT health and cross-cultural competence, and expand upon the Population Center’s Summer Institute. We will accomplish this by recruiting faculty and expanding our collaborations to continue to grow our professional development and training efforts.
2. Become a leader in providing training for providers in transgender health care.
     Community Education Programs:
1. Broaden our audience for TFI’s programming to include all members of the LGBT community, and be more national in scope. We will develop strategies for program development based on a matrix of target populations, methods, desired outcomes, and conceptual frames for planning.
     Health Policy Research & Advocacy:
1. Maintain a mission-driven policy advocacy plan which is based on our research.
2. Clarify internal decision-making and organizational relationships to ensure that policy goals are consistent across TFI/Fenway Health.
3. Produce high-quality, data-based publications to support our policy work.
4. Exert a positive influence on global standards of care for LGBT people.

2. What are your strategies for making this happen?

Our strategies align with the goals described above.
1a) Continually monitor clinical dashboards on the board and staff level.
1b) Measure access to timely care and continually assess and implement potential actions for improvement.
1c) Prioritize customer service by developing quality improvement goals and annual plans that specifically measure patient satisfaction and solicit patient feedback. Use data gathered to identify quality improvement initiatives and continuous staff training.
1d) Maintain Joint Commission Accreditation. The Borum will achieve Joint Commission Accreditation through QI initiatives.
1e) Policies and procedures will continually be reviewed, revised, and created as new areas are identified.
1f) Quality Council and Clinical Committee will continue as effective working groups within the health center with representation from all clinical services and TFI.
1g) Meet the “Meaningful use” objectives set by federal regulation for our EMR.
1h) Apply Lean Principles to management training throughout the organization.
1i) Commitment to the professional training of our staff via consistent training plans that include in-service training series, seminars, forums, and rounds as well as participation in external training opportunities as a high priority.
1j) Achieve NCQA (National Committee of Quality Assurance) Recognition as a PCMH (Patient Centered Medical Home).
2a) Assess the need for new or revised measures; expand our dashboard to measure clinical quality and clinical outcomes in all areas of clinical services.
1a) Continue to assess the feasibility of bringing additional clinical and support services on-site to better integrate care, lower costs, and ensure quality.
1b) Evaluate and make strategic decision regarding Fenway’s role within Accountable Care Organizations.
1c) Evaluate the feasibility of adding new programs to reach seniors and youth such as home visits, day care, and drop in centers.
2a) Implement a new Practice Management system.
2b) Implement electronic billing.
2c) Meet the “Meaningful Use” objectives set by federal regulation for our EMR through upgrades.
1a) Seek funding to support our clinical providers to respond to requests from outside organizations to provide workshops, seminars, and trainings off-site at other institutions or at conferences and events.
1b) Provide internal training support for our providers as “train the trainers.”
2a) Continue to support our affiliation with HHS/HRSA funded BIDMC Primary Care Fenway Track – the first LGBT focused residency training program in the country.
2b) Continue to work with local graduate schools of social work, psychology, and counseling to place Master’s and Doctoral level graduate interns at Fenway.
2c) Continue our relationship with dental schools such as Boston University and the Lutheran Medical Center.
1a) Grow wisely and smartly, adding appropriate support staff when required.
1b) Develop a model of optimal practice support so that we can anticipate staffing needs and keep pace with our growth.
1c) Continue to support the growth of our pharmacy services recognizing the overall impact on Fenway’s financial health.
1d) Seek opportunities to expand to new sites and new neighborhoods to provide clinical services that best fulfill our mission to serve LGBT communities and those at high risk of HIV infection.
1e) Expand services and potentially seek new sites to provide services to youth through the Borum.
1f) Expand at our current sites, specifically the build out of the 6th floor for expanded dentistry and the 4th floor at 1340 for primary care. Pursue the potential for new and additional rental space at 142 Berkeley.
2a) Expand our Women’s health care, through mammography, ultrasound, and OB.
2b) Develop appropriate clinical services and possible new locations to reach seniors.
2c) Advocate for improved Transgender services including policy for improved surgical services, pediatric transgender care, and integration of behavioral health.

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

Fenway Health’s clinical successes over the last twelve years have placed the organization in a very advantageous position. The preceding growth has created a favorable environment that now allows us to focus on resource allocation, further staff training, and exploration of new opportunities as they present themselves.

Our clinical staff is mission driven, well-trained, and experienced. A low staff turnover rate allows for incremental skill-building and continuous improvement, both in quality of care and in levels of customer service. The presence of a well-established electronic medical record (EMR) and other health information technologies translates into greater patient safety and communication enhancements. The ability to serve patients at three clinical sites affords Fenway the opportunity to reach more communities than ever. Having on-site pharmacy and lab services is a convenience to patients and providers that also allows us to provide life-saving medication and diagnostic testing to the neediest members of our community. Expanded access of clinical services—including evening and weekend hours and a focus on same-day appointment availability—means more patients are able to get the appointment that they want when they want it. Finally, Fenway’s contractual alignment with the Beth Israel Deaconess Provider Organization (BIDPO) has resulted in more favorable reimbursement rates for care involving commercially insured patients. These clinical strengths have helped to boost Fenway Health’s clinical reputation as a leader in LGBT health and HIV care.

Additionally, The Fenway Institute (TFI) has strong administrative and scientific leadership, an enthusiastic, diverse, and committed staff, an ability to develop sophisticated grant proposals, and the capability to implement complex projects. The Fenway Institute is made up of a multidisciplinary team with a can-do attitude, who can be nimble and flexible enough to take advantage of opportunities that are both planned and unforeseen. Our close relationship with the clinical departments is a key asset in our work. We value and provide strong mentorship of the next generation of researchers, health professionals, and advocates. We have recently expanded our program evaluation capacity.

TFI also has the ability to translate research into clinical training and community education quite seamlessly. We produce and disseminate high quality, cutting edge texts, papers, and other products, We have a strong compliance program and our own IRB, which closely monitors our research work and ensures it is of the highest quality. We have an existing national and international presence. TFI has a reputation for doing high quality work and has developed unique research capacities, especially around HIV prevention and LGBT health research. Students seek opportunities to train with us as they develop into LGBT and HIV researchers, clinicians, and advocates.

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

At the June 2, 2012 Strategic Planning Retreat, participants decided that every year, each of the planning teams would report to the Board of Directors on the progress toward its strategic goals. This report includes a review of progress to date, and plans for the next year. There is an emphasis on specific and measurable accomplishments, and these measurable results will be used to shape future strategic plans.

The benefits of this approach are twofold. First, it encourages active pursuit of Fenway’s strategic goals in a practical way, so that our collective progress can be understood in measurable terms. Second, by the time Fenway embarks on its next strategic plan, each team’s series of annual reports will form a strong foundation for that process.

Reports are structured to follow the goals included in the strategic plan and begin with several broad questions: 1) Are these goals still applicable to our team? If not, what changes are needed and why? 2) What has been our progress toward these goals? 3) What is the plan for achieving our goals in the coming year?

Specific measurements will be developed by each team and shared with the board.

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

Examples of recent accomplishments include: 1) Expansion of Women’s health care, through the addition of mammography, ultrasound, and OB services (Growth Goal 2); 2) Recognition in 2014 as an NCQA Level 3 PCMH (Quality Goal One); 3) Maintained Joint Commission accreditation (Quality Goal One); 4) Implemented a new Practice Management System (Innovation Goal Two); 5) Relocation of the Borum to a larger site (Growth Goal One); 6) Expansion of 142 Berkeley (Fenway: South End) (Growth Goal One); 7) Built out the 6th floor for expanded dentistry and the 4th floor at 1340 for primary care (Growth Goal One); 8) Strategic partnerships with the AIDS Action Committee and the LGBT Aging Project.