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Codman Square Health Center Inc

 637 Washington Street
 Dorchester Center, MA 02124
[P] (617) 825-9660 x 8358
[F] (617) 825-0328
[email protected]
Anthony Stankiewicz
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 Printable Profile (Summary / Full)
EIN 04-2678774

LAST UPDATED: 02/08/2018
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

At Codman Square Health Center (CSHC) we go beyond providing clinical solutions to clinical conditions - our goal is promote a culture of health in our community. CSHC opened in 1979 with the mission to serve as a resource for improving the physical, social, and mental health of the community.

Mission Statement

At Codman Square Health Center (CSHC) we go beyond providing clinical solutions to clinical conditions - our goal is promote a culture of health in our community. CSHC opened in 1979 with the mission to serve as a resource for improving the physical, social, and mental health of the community.

FinancialsMORE »

Fiscal Year Oct 01, 2017 to Sept 30, 2018
Projected Income $34,125,989.00
Projected Expense $34,740,201.00

ProgramsMORE »

  • Behavioral Health Integration
  • Expanded Substance Abuse Services
  • HIV Services
  • Oral Health Integration
  • Transforming and Expanding Access to Mental Health in Urban Pediatrics (TEAM UP) for Children Initiative

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

At Codman Square Health Center (CSHC) we go beyond providing clinical solutions to clinical conditions - our goal is promote a culture of health in our community. CSHC opened in 1979 with the mission to serve as a resource for improving the physical, social, and mental health of the community.

Background Statement

Codman Square Health Center was founded in 1979 by a group of community visionaries seeking to transform a neighborhood on the brink of disaster. In the wake of racial violence, rampant house fires, and a vacated commercial district, Codman’s staff of two physicians began to provide critical services to our community.  Seeking not just to alleviate sickness but instead using our collective services and skills to create a “culture of health,” Codman Square Health Center has gone on to help fuel the transformation of our neighborhood.

Today, with a staff of over 300 employees, expert clinicians and medical staff, and an astounding depth and breadth of community programs, we see that “culture of health” has taken shape. With a 23,000 patient base and over 100,000 visits a year, Codman Square Health Center is the principal option for affordable, high quality, primary and preventive care in one of Boston’s underserved and most vulnerable communities.  Our comprehensive, wraparound services are built upon our Patient-Centered Medical Home Level 3 recognition and include primary care, urgent care, dental care, eye care, behavioral health and nutrition.  Our numerous achievements include developing an innovative Diabetes care model; group medical visit programs for our pregnant and parenting patients; collaborating with our co-located charter public school, the first of its kind in the country; providing fitness prescriptions to our partner Healthworks Community Fitness; a prescription program for fruit and vegetables to one of the two farmers markets we helped launch; and serving as an economic engine by bringing over 16,000 individuals to the Codman Square merchant district each month.

CSHC operates in Dorchester, Boston’s largest neighborhood with more than 130,000 residents. Our clinical services (both appointment, walk-in and urgent care) are available 7 days a week and 5 evenings a week. CSHC manages a school-based health center at nearby Tech Boston Academy serving grades 6-12.

CSHC has a long-standing history of partnering with neighboring organizations to serve the Codman Square area. We offer a variety of culturally- and linguistically-appropriate programs to assist patients with identifying and eliminating barriers to care. These programs strive to reduce patients’ social stressors, such as income, employment, housing status, and food security, and promote patients’ wellness. In addition, CSHC is co-located with Codman Academy Charter Public School, partners with DotHouse Health, and is connected to a host of other community agencies, including the Massachusetts Department of Public Health and Boston Public Health Commission. 

Impact Statement

In 2010, CSHC began the transformation into a Patient Centered Medical Home (PCMH) to increase the quality of clinical care, improve the patient’s experience and reduce health system costs. In January, 2013 we received a PCMH level 3 designation (the highest designation) and PCMH is the focal point of planning and quality improvement. Our Level 3 designation was renewed in December 2015. Additionally, CSHC achieved PCMH PRIME certification from the Massachusetts Health Policy Commission on November 26, 2016 in recognition of the health center’s work providing integrated primary and behavioral health care

Our efforts to improve and better connect our patients with the care they need across the organization include programs in child health; integrating oral health services into pediatrics, expanding and linking our healthy weight programs to our many constituents, working toward fully integrating behavioral health (mental health and substance abuse services) into primary care, and expanded HIV/ Sexually Transmitted Infection programs. We are pursuing these efforts while participating in the newly formed Boston Accountable Care Organization (BACO).

1) Child health - CSHC operates a number of programs aligning child health services including our

Centering Pregnancy and Parenting programs for young parents; The Boston Healthy Start Initiative, TEAM UP (Transforming and Expanding Access to Mental Health in Urban Pediatrics), Baby Café promoting breast feeding; Project; and the school based health center at TechBoston Academy. 

2) Oral health integration in Pediatrics - Dental services are now co-located in the pediatric department to encourage integrated well child care and dental visits.  

3) Our healthy weight programs - nutrition, physical activity and gym program - is the core of healthy lifestyle programs which are essential to patient health. We have worked with a number of partners to expand these efforts into a more wide ranging Wellness Initiative. We have added a second registered dietitian and integrated nutrition services into primary care. We have also opened a teaching kitchen in our Wellness and Fitness Center in collaboration with our partners, Health Community Fitness and the Daily Table. We are working with a number of partners to expand our healthy prescriptions programs for food and exercise.

4) CSHC is in the process of fully integrating behavioral health and substance abuse into primary care. The end product will be a coordinated system that combines medical and behavioral services to address the whole person, not just one aspect of his or her condition. Medical and mental health providers will partner to coordinate the detection, treatment, and follow-up of both mental and physical health. Combining this care allows consumers to feel that, for almost any problem, they’ve come to the right place.”

5) Since receipt of a HIV Partnership for Care grant in 2014, CSHC has greatly expanded its HIV services including same day PrEP (prophylactic use of anti-retrovirals) to prevent individuals at high risk for contracting HIV from doing so, a walk-in HIV and STD clinic and community wide testing for HIV.

Needs Statement

1. Capital Projects and Space needs, – The Health Center has a large campus of older buildings that are not contiguous. There are many pressing facility’s needs (roofing, carpeting, HVAC, etc.) both structural and aesthetic. We also need to update audio equipment in some of our community meeting spaces in order to improve community education and outreach. Also as our programs expand, we need to locate additional space. Funds are needed to secure and renovate this space. Finally, multi-phase operational improvement and redesign is need to de-centralize registration and integrate pre-registration with the call center. $2M

2. IT needs. As programs expand, they have an increased need for IT services including capturing data in new forms to meet regulatory and funding requirements. $100K

3. Patient Centered Medical Home. Funding is needed for sustain community health workers and other staff such as complex care coordinators, case managers and patient navigators to address the social determinates of health. $500K

4. Miscellaneous Needs to fund new program innovations, and sponsor programs such as the Winter Farmers Market and the Food Pantry. $100K

5. Staff training needs to meet new program requirements as we achieve full integration of behavioral health with primary care and as new staff are brought in. $100K

CEO Statement

While most community health centers are medical facilities, CSHC operates under the premise that medical care alone is not sufficient to address the needs of our community. We embrace a holistic approach involving social, community and educational services – the social determinants of health. We engage in partnerships to provide the services and support our community needs and apply the lessons learned and successful practices of caring for the medical needs of our patients to assist families to lead healthier lives.

Our partnership with the Codman Academy Charter Public School (CACPS) is the only one of its kind in the country- a school within a health center. CACPS not only prepares students to enter college, but to succeed in college and beyond. There is an added emphasis on health careers and health professions with CSHC staff regularly providing students with instruction on health topics as well as a formal student internship program providing experiences for students in various departments. We believe this model of health care and education is replicable on a national scale, and are working with the Zuckerberg Foundation to replicate the effort on the West Coast. In recent years, the partnership has been strengthen through the formation of Codman2 and the employment of a partnership director who has facilitated a number of joint projects including an integrated food service program, a patio garden, a mezzanine garden and incorporating dental screening for all Codman Academy students.

Other partnerships include:

Health Works for Women Foundation and CSHC partnered to develop a state of the art fitness center for low-income women and children. Memberships are low-cost or free depending on a patient's need and eligibility. 

As part of the Healthy Living Collaborative: Dorchester, CSHC is working with a number of partners including Blue Cross Blue Shield of Massachusetts, The Daily Table, HealthWorks Community Fitness, The Dorchester Y and the Appalachian Mountain Club to connect Dorchester community members to a new, personalized Rx experience that motivates them to make tangible progress toward improving their health through prescriptions for healthy food, exercise and the outdoors.

Centering Pregnancy and Centering Parenting, group visit programs for pregnant women and for families of infants, toddlers and preschoolers, address critical health and developmental needs with education about nutrition, parenting skills, child development and school readiness – a critical need for our families. 

As a Level 3 Patient Centered Medical Home and PCMH Prime site, we are working to ensure that our providers collaborate to provide the care and clinical services our patients need. The PCMH is our overarching clinical framework and informs the work we are doing to provide new services and specialty care. To carry out this work, we have received a number of grants to integrate care including behavioral health, oral health, HIV services and substance use health services.

In 2013, CSHC joined the Boston Accountable Care Organization (BACO) to improve the health care of the populations the health centers serve while operating more efficiently through quality-based contracts. Members of BACO include BMC and ACO professionals including physicians who are members of Boston University (BU) faculty and BMC medical staff, BU affiliated physicians (BUAP), and seven local community health centers that work closely with BMC. The creation of this ACO integrates the resources of BMC and its affiliated health centers to provide more effective, higher quality and less expensive care for patients.

Board Chair Statement


Geographic Area Served

Greater Boston Region-All Neighborhoods
City of Boston- Mattapan
City of Boston- South Dorchester

CSHC's service area includes some of Boston’s most underserved neighborhoods within Dorchester and Mattapan. Specifically, zip codes within the service area include 02121, 02122, 02124 and 02126. The overall population within the service area is 63,873.  A large proportion of the service area population is lower income (46.6% below 200% of the Federal Poverty Level compared to 30.5% nationally and 25.9% in the state. More than 70% of our patients are on government assisted insurance products.

Organization Categories

  1. Health Care - Community Health Systems
  2. Health Care - Community Clinics
  3. Health Care - Public Health

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



Behavioral Health Integration

CSHC has taken many steps to integrate Behavioral Health (BH) – both mental health and substance abuse – with medical care. The BH Department is housed in the same facility as our primary and urgent care departments, and shares an Electronic Health Record (EHR) with the medical departments to enable ease of communication. With an integrated record, the medical and behavioral health departments share problem lists, medication lists, and progress notes, enabling visibility into and collaboration on diagnoses and medication treatment plans. In addition to being able to refer patients to our on-site BH Department, primary care teams connect patients to an Integrated Behavioral Health Clinicians, a licensed social worker who works directly out of primary care and serves as the cornerstone of our integration work. Medical and BH providers partner to coordinate the detection, treatment, and follow-up of both BH and physical conditions.

Budget  $25,000.00
Category  Health Care, General/Other Patient Care/Health Care Delivery
Population Served Adults Adolescents Only (13-19 years)
Program Short-Term Success 

Improved Access - Reaching patients where and when behavioral problems show up; The third next available appointment a Behavioral Health Integrated Therapist (BHIT) is 0 days on average; for other behavioral health clinicians, its 12 days on average


To date, CSHC has achieved the redesign of clinical flow to include: 1) self-administered prescreens for depression at all primary care visits for adolescents and adults and full screens for those screening positive; 2) pediatric behavioral health and development screening with the Pediatric Symptom Checklist (PSC) ages 5-12 and Survey of Well-Being of Young Children (SWYC) ages 0-4. All screening tools are incorporated in the EHR for universal documentation, tracking, and reporting. Primary care visit flow redesign includes a social needs screener documented and tracked in the EHR. This has resulted in an increase in the rate of annual depression screening in adults from 21.41% in 2014 to 59.46% in 2015.

Program Long-Term Success 

Continued integration to include Substance Use Disorder (SUD) Integrated Therapists and a HIV Integrated Therapist allowing CSHC to move toward full integration of primary care and behavioral health services.

Program Success Monitored By 

Increased screening rates and number of visit by Integrated Clincans.

Examples of Program Success 

  1. Universal screening and warm-handoffs - Reaching patients where and when behavioral problems show up

  2. Transformation of the primary care team - Integrated Behavioral Health Clinicians attending daily huddles and scrubbing schedules to identify patients

  3. Improved ability to identify gaps in care - Using the rhythm of primary care to re-engage

  4. CSHC began piloting integrated psychiatry for adults in September 2016

Expanded Substance Abuse Services

Program to improve and expand substance abuse services with a specific focus on treatment of opioid use disorders. Goals are to: 1) Enhance existing integrated primary care/behavioral health model; 2) Increase number of patients screened for substance use disorders and connected to treatment; 3) Increase number of patients with access to Medication Assisted Treatment; 4) Coordinate services necessary for patients to achieve and sustain recovery; and 5) Provide training and educational resources to help health professionals make informed prescribing decisions and address the overprescribing of opioids.


The programs includes an community outreach component in which a Community Health Worker provides community outreach, education, and assistance with connecting patients to local resources. 

Budget  $425,000.00
Category  Health Care, General/Other Health Care Issues
Population Served Adults
Program Short-Term Success 

Up to 100 MAT patients from 30 and up to 6 DATA (certified to provide MAT) physicians from 3. Additionally, through our community education program, we were able to provide access to naloxone through direct distribution or referral to the pharmacy to 54 individuals at risk for overdose, or who may encounter an individual with overdose risk. Finally, the added support of a dedicated community health worker has allowed us to provide wrap-around social support services which have a direct impact on health outcomes through improved housing stability, nutrition, and access to care services.

Program Long-Term Success 

Center wide substance abuse screening; integration into primary care and complex care management.

Program Success Monitored By 

The Expanded Substance Abuse Program is monitored by a number of required reports. Measures tracked include:

  • Number of patients receiving substance abuse services

  • Number of visits for substance abuse services

  • Number of physicians who obtained a Drug Addiction Treatment Act of 2000 (DATA) waiver

  • Number of patients who received MAT

Examples of Program Success 

CSHC serves a population of MAT patients with unstable housing and opiate addiction through an affiliation with the Boston Public Health Commission’s needle exchange program, AHOPE. This collaboration developed as part of the 2014 Thomas M. Menino Primary Care Challenge Grant received by a CSHC Internal Medicine resident. Through the grant, CSHC created a low barrier program for connecting high-risk patients with opioid dependence to primary care and MAT services. A major component of this program was use of a CHW to address the myriad social barriers to access to care. This CHW was trained by Justice Resource Institute, a collaborator in this grant. As an example of the type of seemingly simple but challenging obstacles encountered by patients on MAT, many patients lacked suitable government issued IDs in order to pick up buprenorphine, a Schedule II medication. The CHW was effective in helping patients navigate this process so that they could obtain this necessary medication.

HIV Services

CSHC provides primary care and referral specialty HIV/AIDS care to over 170 patients living with HIV/AIDS. The clinical program uses a multidisciplinary team approach. Social and clinical case managers coordinate proactive case reviews at monthly care management meetings to improve clinical care and track quality measures. Patients have access to individual social services case management and secondary disease prevention support, and an active bimonthly support group. In 2014, CSHC received Supplemental Funding to Increase HIV Prevention and Care among Health Centers Partnering with State Health Departments. The goals of this funding were to expand the provision of HIV prevention, testing, care and treatment services within communities most impacted by HIV; improve HIV health outcomes for people living with HIV (PLWH), especially racial/ethnic minorities; integrate HIV services into primary care and improve collaboration and leverage expertise among HRSA-funded health centers and CDC-funded state health departments.

Budget  $868,464.00
Category  Health Care, General/Other Health Care Issues
Population Served Adults
Program Short-Term Success 

We provide PrEP (PreExposure Prophylaxis) through our primary care practice and STI (Sexually Transmitted Infections) clinic. PrEP is a once-a-day pill that reduces the risk of becoming infected with HIV. When taken as directed, PrEP is over 90% effective at preventing HIV infection. Same day PrEP was launched in 2016 and provides PrEP to fight AIDS by preventing HIV infections. Same Day PrEP provides a preventive medication, Truvada to those at high risk for contracting HIV. PrEP patients may enter care through our dedicated PreP phone line with appointments generally scheduled the same or next business day. Our PrEP Navigator works closely with PrEP Dap staff and our onsite pharmacy to eliminate barriers and ensure Truvada prescriptions are picked up the same day.. PrEP is part of a comprehensive plan to reduce HIV and other sexually transmitted infections (STIs).

Program Long-Term Success 

CSHC has been providing comprehensive HIV prevention, screening and treatment since 1992 and receives Ryan White Part A funding through BPHC to support case management. In 2014, with P4C funding our program expanded to expand our multi-disciplinary teams and improve collaborations with JRI and the Massachusetts Department of Public Health. We were a CDC demonstration site for rapid HIV testing in community settings and are early adopters of new technologies and innovations in testing, prevention and treatment.

Program Success Monitored By 

Program results are monitored by required grant reports. Patients seen at the Health Center are tracked through the electronic medical record and reports are regularly provided to senior leadership. The HIV Program Manager also works with staff to to provide quality assurance checks on a regular basis and ensure that data collection is completed timely and correctly. Regular chart reviews are conducted and documented. Additionally, the Program Manager conducts on-going process evaluation and adjusts programmatic strategies as appropriate.

Examples of Program Success 

CSHC is committed to expanding access to Centering™ Groups and continually improving the quality of the group experience for patients. CSHC believes that the social support and empowerment-based curriculum of the Centering™ program lends itself to providing CSHC a “pipeline” to school success that starts with a healthy pregnancy and comprehensive well childcare visits for our patients. 

Oral Health Integration

  To expand CSHC’s capacity to provide pediatric dental services, CSHC has integrated oral health within primary care. This innovative approach integrates oral health prevention measures in a child’s medical home starting in infancy. Pediatric and Family Medicine providers perform routine cavity risk assessment, oral screening and oral health anticipatory guidance during pediatric visits for children from birth to three years of age. To further facilitate this transition, CSHC has established a dental suite staffed by a full time Pediatric Dentist within the pediatric clinic keeping the children in familiar surroundings and reducing anxieties. We have also implemented pediatric dental group visits to support dental integration into primary care. The program, strategy is to focus on our most vulnerable population (children) through innovative collaboration and partnership with Pediatrics & Adolescent Medicine Department; and Codman Academy Charter Public School students Grades K-12.
Budget  $114,085.00
Category  Health Care, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success   

The Dental Department at CSHC:

  • Developed a 3 Question Prompt utilized by Medical Assistants and Medical Providers to determine the patient’s oral health need;

  • Utilized the EMR for internal dental referrals for dental appointments;

  • Hired an a new Dentist to allow for hold slots for pediatric dental visits and eliminate some capacity challenges in the schedule;

  • Established time for bi-monthly pediatric dental groups;

  • Provided same day access through PEDI DENTAL MONDAYS

  • Established Codman Academy DENTAL MONDAYS

Program Long-Term Success   

Pediatric Dental Suite construction completed in Pediatrics Department in October 2016

Ribbon Cutting Ceremony April 21st w/ Council Member Ayanna Pressley

Co-located fully integrated patient care started in November 2016


Pediatric Dental Access on Mondays & Wednesdays

Completed 616 Dental Visits from Nov 2016 to June 2017

Plan to expand access to Thursdays in the Fall

Program Success Monitored By   

Reports to funding sources; monitoring growth in dental patients and visits and monthly well child visits that include a dental referral as well as the number of pediatric patients referred, treated and appointed for dental care.

Examples of Program Success   

Through a collaboration with Codman Academy Charter Public School, a process was set up provide oral health screens for all Codman Academy students. The School/Health Center Partnership Director reached out to parents to gain consent. The Dental Clinical Care Coordinator manages referrals, consents, and appointment and registration. The Dental Hygienists and Dental Student Externs provide classroom oral health education to students.

Transforming and Expanding Access to Mental Health in Urban Pediatrics (TEAM UP) for Children Initiative

TEAM UP for Children is a 4-year, $10M initiative, which supports increased access to mental health care for children by expanding the ability of community health centers to prevent, identify and treat mild to moderate mental illnesses and behavioral disorders including anxiety, depression and ADHD. The initiative, funded by the Richard and Susan Smith Family Foundation will help shape the future of pediatric mental health care by delivering accessible, high-quality services to the state’s most vulnerable children, right in their pediatricians’ offices. The goal of the program is to develop a state-of-the-art model of mental health integration for their pediatric patients. It is anticipated that the findings from the initiative will provide a detailed roadmap on pediatric mental health care for policy makers, payers, providers, and other key stakeholders within the context of nationwide healthcare reform.

Budget  $411,758.00
Category  Health Care, General/Other
Population Served Children and Youth (0 - 19 years) Families
Program Short-Term Success 

To date, the culture change among the Pediatric Behavioral Integration staff has taken hold due in large part to the strong presence of a primary care Clinical Champion, shared space on the primary care units, participation in meetings and huddles, and regular time as a group to process the changes in workflow and scope..

Program Long-Term Success 

With shared space and face-to-face interactions playing a key role in the transformation, we have seen the particular challenge Family Medicine faces in having one dyad work alongside 25 PCPs and Residents. Additional trainings are planned for early 2017 to promote care team development and build off the basics of integration, including how to best introduce FPs and PICs to patients.

Program Success Monitored By 

A comprehensive evaluation assessing implementation strategies, child and family outcomes and costs is a key component of initiative. 

Examples of Program Success 

Each day, providers and medical staff come together to huddle and discuss staffing, resources, and patients for the day. With the addition of TEAM Up dyads, The BH Integration staff participate in the huddles. Providers have traditionally reported on number of well visits, asthma follow ups, vaccine needs, and available slots. Now they also comment on whether there is a high volume of high-risk families or BH needs. This helps the whole team prepare for patients’ needs during the day. When providers run their lists more specifically, patient by patient, they now do so not only with their Medical Assistant, but with the Pedi BH Integration team to let them know about planned and possible warm handoff opportunities and to conduct brief case review. At least half of the providers are now reviewing their lists of patients before morning huddle specifically with an eye toward planning for BH needs throughout the day.

CEO/Executive Director/Board Comments

2017 is ushering in a number of challenges and uncertainties. Eleven years into health reform in Massachusetts and seven years after the beginning of the affordable care act, the health care environment is again in turmoil. The gains of the past 10 years are threatened by the potential repeal or significant restructuring of the ACA and the continuing rise in costs both in the state and the nation by making health care again unaffordable to millions of consumers. 


In the meantime, the state continues to implement payment reform through accountable care organizations (ACOs). The State Executive Office of Health and Human Services has recently awarded ACO grants to 17 organization statewide. CSHC is participating on one of these ACOs – the Boston Accountable Care Organization (BACO).


The state is dealing with fallout from the ACA, which allows employees to pass up employer provider insurance for the less expensive MassHealth option. The latter is straining the state budget. The state is filing a waiver request with the Federal government to get out from under this provision of the ACA. CSHC has recently completed an update of tri-annual strategic planning process to prepare for the many changes anticipated in the coming years. 


We have also undergone a recent expansion of our compliance office to provide health center staff with additional resources to meet increasing regulations, implement compliance standards, and respond to detected offenses and breaches. In addition, the Compliance Office will be conducting internal monitoring and auditing, developing compliance procedures and safeguards, and providing compliance training.


CEO/Executive Director Ms Sandra Cotterell
CEO Term Start Feb 2011
CEO Email [email protected]
CEO Experience

Sandra joined CSHC in 1994 as Chief Operating Officer. In 2011, the Board of Directors appointed her as Chief Executive Officer of the Health Center. She began her career in health care as a nurse working for Mass General Hospital and New England Medical Center. In 1985 she transitioned into an administrative role in the health insurance industry. She worked at Bay State Health where she held several positions, and completed her time there as the Vice President of Clinical Services.


In 2007, the Mass. League of Community Health Center honored Sandra with an Outstanding Employee Award. Every year since 2014, Sandra has been recognized as one of the Top 100 Women Leaders in Business in Massachusetts by The Commonwealth Institute. She holds a Bachelor of Science in Nursing from Simmons College. She currently serves on the BMC Board of Directors, Mass. League of Community Health Center Board of Directors, Healthworks Community Fitness Board of Directors, Daily Table Community Advisory Board, Greater Four Corners Action Coalition Board of Directors, Neighborhood Health Plan Advisory Committee, BMC HealthNet Board, Codman Academy Charter School Board of Directors, and is the President of the BACO Board of Directors. Ms. Cotterell is also a guest lecturer at Harvard T.H. Chan School of Public Health and Brandeis University Heller School for Social Policy and Management.


Ms. Cotterell has been involved in nearly every aspect of running CSHC. She has continued building on the vision of a foundation of preventive and primary care services that engages consumers and embraces innovation while never losing sight of our mission to provide access to care. Under her leadership, CSHC underwent a 32,000 ft2 Gold LEED certified expansion and transformed our 450 Washington St. location into the Wellness and Fitness Center complete with our partner fitness center, Healthworks Community Fitness, our partner non-profit grocery store, Daily Table, and our community Teaching Kitchen.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. William J. Walczak Aug 1979 Feb 2011

Senior Staff

Name Title Experience/Biography
Ms. Debbie Hilton-Creek Chief Human Resources Officer

Debbie Hilton-Creek joined the Codman Square Health Center’s Leadership Team in November, 2014.  She brings over 25 years’ experience in Human Resources and operations, and has worked in the health care industry since 1993.  As the Chief HR Officer for CSHC, she is responsible for all functions within the Human Resources Division, including strategic planning, workforce development, talent management and engagement, and compensation and benefits. Ms. Hilton-Creek also has broad experience in the health care and social services industries with expertise in organizational development, operations, and compliance.

Prior to joining the Codman team, Ms. Hilton-Creek also served in the role of Chief Human Resources Officer for the Greater Lawrence Family Health Center and as the Human Resources Director for the South Middlesex Opportunity Council and the Town of Hopkinton.  In addition to these, she has served in the role of Executive Director for Rocky Mountain Health Care Services in Colorado; formerly known as Home and Health Care, Inc.

Ms. Hilton-Creek holds a Bachelor’s in Business Management with a minor in Psychology from Denver Technical College, and an MBA with a minor in Operations from Colorado Technical University.  Debbie is a Veteran of the United States Armed Forces where she was assigned to the 142nd Supply and Service Battalion in Wiesbaden, Germany, and to the 984th Military Police Company at Fort Carson, Colorado.

Ms. Yi Jung Chief Financial Officer Yi Jung is a seasoned financial professional who joined Codman Square Health Center in 2012. Ms. Jung has brought exceptional fiscal conservatism and management expertise to the Health Center’s administrative and operational infrastructure.  Her expertise also includes strategic planning and process improvement.  In addition, her significant experience with a variety of health care reimbursement systems and regulatory compliance has been crucial to the CSHC’s financial stability.  Prior to joining the CSHC team, Ms. Jung operated her own consulting firm which focused on organizations needing assistance with matters such as systems conversions, compliance and reporting, and budgetary and financial forecasts and stability.  She also served as CFO to Vinfen, a $100M human services provider in Massachusetts.  She worked as Director of Fiscal Affairs for Continuum Corporation, an organization that owned and operated multiple skilled nursing facilities.  She has also worked at Mediplex Group, a publicly traded, skilled nursing facility and was a senior manager at Coopers & Lybrand. Ms. Jung has a Master of Science from Harvard University – School of Public Health, and a Bachelor of Science in Accounting from Northeastern University.

Dr. Philip Severin Chief Medical Officer

Dr. Severin joined Codman Square in 1995, and served as the Medical Director for seven years before taking on the role of the Chief Medical Officer (CMO) in 2011. Dr. Severin oversees the medical staff, clinical quality, performance improvement, and practice transformation at the Health Center.  Under his leadership, CSHC achieved the designation as a Level 3 Patient Centered Medical Home.  Also under his leadership, CSHC has developed and maintained robust teaching programs and the Health Center is a preferred fellowship site for the Kraft Center for Leadership and Training in Community Health.  Dr. Severin is a clinical instructor of family medicine at the BU School of Medicine and oversees CSHC’s collaboration with residency training programs in Family Medicine, Internal Medicine, and Pediatrics, as well as nurse practitioner programs.  

Prior to joining the CSHC team, Dr. Severin served as a physician and Director of Public Health at Serabu Hospital in Sierra Leone.  He has also worked as an emergency room physician for the Rural Wisconsin Hospital Cooperative and as a physician at l’Hopital Albert Schweitzer in Deschapelles, Haiti.  Dr. Severin attended the University of Missouri Medical School, completed his residency in Family Medicine at the University of Wisconsin-Madison and post-residency work in International Health at Case Western Reserve University.  Dr. Severin was awarded the Outstanding Massachusetts Community Health Center Physician Award by the Massachusetts League of Community Health Centers in 2013.

Mr. Anthony Stankiewicz Esq. Chief Advancement Officer/Chief of Staff

Tony focuses his practice on strategic, development, and external relations efforts including government and community relations, marketing, public relations, communications and governance matters. He also manages the Codman Square Health and Education Center capital projects as required.  Prior to joining CSHC, he served as Chief Governance Officer at the Boston Stock Exchange, where his responsibilities included external relations, communications, governance and membership.  An attorney by training, Mr. Stankiewicz has served on a number of non-profit and foundation boards including the Massachusetts Bar Foundation (past-president), Boston Securities Traders Foundation, Holy Family Hospital of Methuen (Caritas), Andover Retirement Board, and the Women’s Educational and Industrial Union, among others. He is a graduate of Boston College and Suffolk University Law School.

Ms. Tarsha Weaver Chief Operation Officer Tarsha comes to CSHC with wealth of experience in community health, healthcare administration, clinical operations, health information technology and health insurance.  Her most recent community health experience comes from time spent at the Martha Elliot Health Center, and she is currently stepping down from her position as the Director of eHealth Services where she is responsible for the management of the Electronic Health Record Incentive Program.  Tarsha received her Master of Science in Management from Eastern Nazarene College.


Award Awarding Organization Year
PCMH PRIME Health Policy Council 2016
Top 100 Women-Led Business The Commonwealth Institute 2016
Level 3 Patient Centered Medical Home National Committee for Quality Assurance (NCQA) 2015
Boston Mayor’s Innovation in HealthCare Award City of Boston 2011


Affiliation Year
National Association of Community Health Centers (NACHC) 2000
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 2013


BMC is CSHC’s largest referral site for specialty, secondary and tertiary care and serves as a partner in many research projects to improve health outcomes and the patient experience. 


CSHC is a residency-training site for BMC/Boston University School of Medicine’s primary care residency programs, and for BMC/Boston University School of Dentistry.


Codman Academy Charter Public School has a long and deep partnership with CSHC. It began in 2001 when Codman Academy became the first public school to be co-located in a health center. 


The Daily Table and CSHC jointly operate a teaching kitchen on-site that allows us, along with other community agencies, to offer nutrition and cooking classes to address food access issues in the community.


CSHC and DotHouse Health have a longstanding and formal partnership. A key shared service of this partnership is Information Technology/Information Services. 


In 2008, CSHC partnered with Healthworks Community Fitness to build a community fitness center at 450 Washington Street, a CSHC owned building, for women and children. Through a partnership with the health center, many of the members are referred by a free three-month ‘prescription’ from CSHC physicians in order to address health problems such as diabetes and obesity. 

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 210
Number of Part Time Staff 97
Number of Volunteers 33
Number of Contract Staff 0
Staff Retention Rate % 92%

Staff Demographics

Ethnicity African American/Black: 186
Asian American/Pacific Islander: 10
Caucasian: 77
Hispanic/Latino: 24
Native American/American Indian: 0
Other: 0
Other (if specified): 10 Multi-Racial
Gender Female: 247
Male: 60
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Ms. Garvin Warden
Board Chair Company Affiliation Retired
Board Chair Term June 2016 - June 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Katherine Bowes none Voting
Mr. Thabiti Brown Codman Academy Charter Public School Voting
Ms. Julia Charley CONDUENT Voting
Mr. Isaac Colbert Retired Voting
Reverend Egobudike J Ezedi Empowerment Christian Church Voting
Mr. Robert J MacEachern Home for Little Wanderers Voting
Mr. Charles O'Hara Retired Voting
Mr. Emmett Schmarsow Elder Services of Boston Voting
Ms. Marva Serotkin The Boston Home Voting
Ms Ardis Vaughan Tyco International Voting
Reverend Garvin Warden Retired Voting
Ms. Sandy Warren Retired Voting
Mr. Stephen J. Weymouth Esq. Stephen J. Weymouth and Associates 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: 6
Asian American/Pacific Islander: 0
Caucasian: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 8
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 70%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • --
  • Executive
  • Finance
  • Nominating

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $38,201,190 $33,506,197 $31,188,316
Total Expenses $35,593,930 $31,603,783 $29,766,713

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$6,105,806 $5,066,364 $3,898,406
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue $31,365,706 $27,939,634 $26,878,669
Investment Income, Net of Losses $658,178 $428,699 $154,531
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $71,500 $71,500 $70,000
Other -- -- $186,710

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $28,331,232 $24,694,592 $23,531,341
Administration Expense $7,262,698 $6,909,191 $6,235,372
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.07 1.06 1.05
Program Expense/Total Expenses 80% 78% 79%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $35,802,538 $34,429,166 $29,830,511
Current Assets $10,742,471 $10,093,874 $7,732,397
Long-Term Liabilities $5,180,426 $5,380,081 $3,500,000
Current Liabilities $3,388,511 $4,422,744 $3,606,584
Total Net Assets $27,233,601 $24,626,341 $22,723,927

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
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 No
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? No

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 3.17 2.28 2.14

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 14% 16% 12%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.  The above display reflects the Health Center only. Grants and Contracts are listed under Foundations and Corporations above, as the breakout was not available.
Please note: For FY15 capital grants are included in the Other category.


Other Documents

No Other Documents currently available.


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?

In accordance with evidence-based recommendations from the Institute of Medicine, CSHC has introduced the integrated Patient Centered Medical Home (PCMH) care model to provide ‘whole person’ care. The PCMH model (1) establishes multidisciplinary care teams that work in concert to provide coordinated, planned care to individuals and populations; and (2) cultivates partnerships between patients and care teams with the purpose of providing patients with the education and support they require to make decisions and participate in their own care. This model maximizes patients’ access to care, improves care coordination, and decreases the fragmented, duplicative care that often results in high costs and clinical errors.

2. What are your strategies for making this happen?

PCMH and the goal setting required of us as a Federally Qualified Community Health Center are driving our current strategies. A strategic plan process was started in 2013, completed in 2014 and updated in 2017.

The process included a comprehensive community needs assessment, which surveyed the needs of our service area and the needs of our current patients. Following the community needs assessment, a three-year strategic plan was developed and implemented. The 2017 update has goal and strategies around three priority areas: 1) Quality of Care; 2) Patient Experience; 3) Growth.

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

As a Federally Qualified Health Center, CSHC is required to have a framework and process to collect, track and report on a set of clinical measures of health and wellness as determined by the Health Resource Services Administration of the U.S. Department of Health and Human Services. To do this we track and monitor information on patient health status and clinical measures using an electronic medical record. Measures we track and report on include diabetes, hypertension, cardiovascular disease, cancer, pre-natal care, low birth weight, childhood immunization, behavioral health, oral health, weight assessment, tobacco use and asthma.

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

CSHC was one of the first health centers in the Boston area to use an electronic medical record (EMR). The EMR is the primary tool for tracking measures and monitoring performance. CSHC has an established Quality Improvement/Quality Assurance program and process in place with an annual list of projects. We also have a PCMH transformation team in place and are pursuing projects as required for our PCMH transformation. In 2016, we upgraded our electronic medical record to Epic OCHIN. Our patient portal, MyChart was rolled out in 2017.

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

While we have accomplished much in coordinating care and clinicians within the health center, our next challenge is to better engage patients in their own care. The patient portal is allowing patients access to records and appointments. We are in the process of signing patients into the new portal. This enhanced patient communication and engagement is vital to our ability to not only offer high quality care but to control costs under the payment reform initiatives underway through Massachusetts' payment reform efforts. We also need to employ and train more community health workers for patient outreach and engagement.


We have been successful in our behavioral health integration efforts and now have three Pediatric Integrated Clinicians, two Behavioral Health Integrated Therapists, one HIV Behavioral Health Integrated Therapist and two Alcohol and Drug Integrated Therapist working in primary care to provide universal screening and warm-handoffs. We have also co-located a dental suite in our pediatric department and now offer integrated dental care with well child care. Finally, our registered dieticians have set up their schedules to see patients while they are here for primary care. Primary care providers can call on them if they are with a patient who would benefit from a nutrition visit.