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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
www.codman.org
[email protected]
Anthony Stankiewicz
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INCORPORATED: 1975
 Printable Profile (Summary / Full)
EIN 04-2678774

LAST UPDATED: 01/04/2019
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Mission: To serve as a resource for improving the physical, mental, and social well-being of the community.

Vision: Codman Square Health Center is our community’s first choice for comprehensive, holistic, and integrated services and empowers individuals to lead healthy lives and build thriving communities.

Mission Statement

Mission: To serve as a resource for improving the physical, mental, and social well-being of the community.

Vision: Codman Square Health Center is our community’s first choice for comprehensive, holistic, and integrated services and empowers individuals to lead healthy lives and build thriving communities.


FinancialsMORE »

Fiscal Year Oct 01, 2018 to Sept 30, 2019
Projected Income $36,738,378.00
Projected Expense $37,340,221.00

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.


Overview

Mission Statement

Mission: To serve as a resource for improving the physical, mental, and social well-being of the community.

Vision: Codman Square Health Center is our community’s first choice for comprehensive, holistic, and integrated services and empowers individuals to lead healthy lives and build thriving communities.


Background Statement

Codman Square Health Center (CSHC) 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, CSHC’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,” CSHC has gone on to help fuel the transformation of our neighborhood. As such, CSHC embraces a proactive, comprehensive, and holistic approach to health care by delivering exceptional medical care alongside social, family, community, and educational services – the social determinants of health.

Today, with a staff of over 310 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 110,000 visits a year, CSHC 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 (PCMH) recognition. Our comprehensive services include: primary medical care in Family Medicine, Internal Medicine and Pediatrics; Urgent Care; Maternal & Women’s Health including, OB/GYN, Family Planning, Prenatal and Postpartum Care; Laboratory and Radiology; Eye Care; Dental Care; Behavioral Health; Pharmacy; and Nutrition/WIC.

CSHC is known for its novel approach to health care. Our numerous accomplishments include implementing an innovative diabetes care model; group visit programs for our pregnant and parenting patients; integrated nutrition, behavioral health, substance use disorder, and oral health supports within primary care; enhanced case management supports through our Resource Connector; “prescribing” exercise through free gym membership Healthworks Community Fitness; “prescribing” healthy food to the first winter’s farmer’s market in Boston; offering healthy food cooking classes through the Teaching Kitchen, a dynamic space opened in partnership with The Daily Table; utilizing text messages for cancer screening appointment reminders; implementing self-service sexually transmitted infection testing; and much more.


Impact Statement

For years, CSHC has considered the reduction in commonly experienced and community-wide health disparities as the cornerstone for success. CSHC’s effort to provide care and reduce disparities includes a 3-pronged approach:

1. Addressing access indicators for the target patient population by hosting essential services on-site, such as radiology, pharmacy, dental, and behavioral health services that low-income and minority populations typically struggle to obtain.

2. Reaching up the causal chain to create programs that address the social determinants of health, known to be major contributing factors for poor health outcomes in our target population. This includes case management services and a partnership-oriented approach linking patients to social services that are instrumental in addressing social determinants of health.

3. Maintaining a robust multi-lingual capacity and implementing hiring practices developed to ensure that the staff profile reflects CSHC’s patient population. As such, we promote culturally competent care and ensure that every patient who walks in the building receives fair, competent, and appropriate care.

In 2010, CSHC joined the Patient-Centered Medical Home (PCMH) initiative to transform itself into a Patient-Centered Medical Home as a way to provide the highest quality primary care services. CSHC became PCMH in 2013 and has sustained recognition since that time. Our practice transformation is ongoing, with particular attention to clinical quality improvement, population health, and behavioral health integration with primary care. CSHC is also a member of the Boston Accountable Care Organization (BACO), the region’s Accountable Care Organization. BACO convenes like-minded doctors, hospitals, community health centers, and other health care providers to promote coordinated, high-quality care to their patients, avoid unnecessary duplication of services, and prevent medical errors.


Needs Statement

1. Capital & Space: As CSHC continues to expand, the structural challenges associated with the limited amount of space available become greater – and a primary organizational focus for improvement. Expanding the amount of space available will improve both patient and staff satisfaction and will allow us to to serve more patients. In addition, keeping facilities up-to-date – including carpeting, roofing, HVAC – is an ongoing priority. $2-3M

2. IT: As programs expand, they have an increased need for IT. In particular, maintaining our EHR and related HITs is vital to our ongoing success. Our EHR, is the essential tool that collects and centralizes patient data and through it we are able to demonstrate success. $250K

3. PCMH: Funding is needed for sustain CHWs and other staff such as complex care coordinators, case managers, and patient navigators to address the SDOH. $750K

4. SDOH: Funding is needed to address non-medical supports, including supporting the Resource Connector, Winter Farmers Market, partnership with Codman Academy, Daily Table, Healthworks Community Fitness, etc. $250K

5. Training: Ongoing funding is needed to support training to new program requirements so that we can achieve full integration of BH and SUD in with primary care and as new staff are brought in. $300K


CEO Statement

CSHC is responsive to the pressing health needs of the community we serve and has created specialized care models and care teams for high prevalence and high risk causes of morbidity and mortality that are notable among our patient population, including: diabetes, cardiovascular disease and associated risk factors, cancer, disparities in maternal and women’s health, disparities in child and adolescent health, behavioral health challenges, substance use disorders, oral health disparities, HIV/AIDS, hepatitis C, and asthma. CSHC has structured and designed programs to effectively address these health issues. In addition, because the optimal health status of our patients is largely determined by their social situations, we also offer a wide array of services and access to care including walk-in services, enabling services and social service programs, patient support, and wellness initiatives to meet our target population’s varied needs.

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.

Partnerships include:

- CSHC played a leading role in launching the award-winning Codman Academy Charter Public School, which provides guidance, space, and services to urban youth;

- CSHC partnered with Healthworks Foundation to develop a state-of-the-art fitness center for lower-income women and children at CSHC;

- CSHC collaborated first with the Dorchester Food Co-Op and Codman Square Neighborhood Council to bring a weekly organic Farmer’s Market to the community at CSHC, including the City of Boston’s first Winter’s Farmers Market;

- In collaboration with the Urban Food Initiative, CSHC facilitated the opening of the Daily Table, a non-profit grocery store that sells affordable prepared foods and groceries in a CSHC-owned building;

- In collaboration with Blue Cross Blue Shield of Massachusetts, CSHC has partnered to launch the Dot Rx Prescription Program, where our providers write “prescriptions” to patients to get healthy through access and use of our additional partners in this endeavor: Healthworks Fitness; The Daily Table; YMCA of Dorchester; and the Appalachian Mountain Club Outdoors Rx program.


Board Chair Statement

I am very proud of all that we achieved in 2017 at CSHC, and I’d like to recognize our wonderful community, patients, staff, and fellow board members. They helped make 2017 the monumental year that it was for CSHC as we brought innovative new programming, community resources, and, of course, high quality health care.

The year kicked off with us welcoming U.S. Congressman Joe Kennedy and showing him how the Affordable Care Act impacted families and the community here in Dorchester. The congressman promised to take our story back to Washington and told us to “keep doing what we are doing.” His comments brought out our Codman Pride for sure!

In the spring, we were delighted that a long time Codman provider went back to her home village in Haiti with three other CSHC staff members and some other Boston-area providers, opened up a pop-up medical clinic, and got to work. Not only did they treat 700 patients, they also distributed 700 pairs of glasses for those who needed them. It’s wonderful to see the Codman community spirit spread beyond our borders.

In the fall, we celebrated the 20th anniversary of Men of Boston Cook for Women’s Health. The integral event has become not only a culinary must (listed on Zagat’s Top 10 Can’t-Miss Food Events), but it raises money each year for lifesaving women’s health screening and treatment programs.

However, what may be our greatest achievements of the year are the things we have done to give our patients the autonomy to utilize what is available to them so that they can manage their own health. We served 22,698 patients during medical visits, and through providing additional resources and programming, we equipped patients and community members to take charge of their own health.

CSHC added a dental suite right in the pediatric practice so that our youngest patients can be seen when the need arises. If a pediatrician learned a young patient is due for a cleaning, or has oral pain or obvious cavities, they can walk down the hall immediately after their medical appointment, and see a pediatric dentist. Patients and their families love it!

CSHC providers write “prescriptions” for patients who need assistance accessing healthy food and exercise opportunities through the DotRx Prescription Program. A peer health coach helps set goals for eating, exercise, getting outdoors, and accessing resources through our partners at the Daily Table, Dorchester YMCA, Healthworks Community Fitness, and Outdoors Rx.

The new patient app, MyChart, allows patients access to their medical information on their phone. Patients can see their test results, medications, appointment information, and bills. They also can request and cancel appointments, request prescription refills, and communicate with their providers. Thousands of patients have signed up and are taking control of their medical information and interactions.

We built a Teaching Kitchen at our 450 Washington Street Health and Wellness Center. Patients and other community members can learn in interactive lessons about healthy cooking on a budget, bring their children for cooking classes, and more. The Teaching Kitchen assists community members in making healthy, tasty, affordable meals for their family. It’s a fun way for individuals and families to learn something new and eat well.

Geographic Area Served

City of Boston- North Dorchester
City of Boston- Roxbury
City of Boston- Hyde Park
City of Boston- Citywide (Indiv. neighborhoods also listed)
Greater Boston Region-All Neighborhoods
City of Boston- Mattapan
City of Boston- South Dorchester

CSHC’s service area includes significantly underserved neighborhoods within the Dorchester and Mattapan sections of the City of Boston. Specifically, the service area is comprised of the following ZIP Codes: 02124, 02126, 02121, 02122, 02136, 02368, 02119, and 02125. The overall population within the service area is 263,998. The patient population of CSHC is low-income and racially, culturally, and ethnically diverse.

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)

No

Programs

Behavioral Health Integration

CSHC provides high quality integrated and specialty behavioral health and substance use disorder (SUD) services for adults and children. CSHC provides integrated therapy, psychiatry, and social services for children and adults, and provides the same services in our specialty clinic for patients with serious mental illnesses (SMIs) who may benefit from and have the capacity to engage in longitudinal appointment-based care. Social work therapists partnered with community health workers are embedded in our primary care departments and embedded with specialty teams providing substance use services and HIV services. The social work therapist and CHWs are available by warm hand off to see patients who have visits with primary care providers. The clinicians may provide brief interventions, provide short-term therapy, or refer for longer-term management in our specialty behavioral health department or with outside agencies, based on the individual need of the patient.

Budget  --
Category  Health Care, General/Other Patient Care/Health Care Delivery
Population Served Adults Adolescents Only (13-19 years) People/Families with of People with Psychological Disabilities
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 ages 5-12 and Survey of Well-Being of Young Children 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. The percentage of patients 12 years of age and older screened for depression for 2017 was 54.2%. The rate has improved from 43.5% in 2016 to 54.2% in 2017. Our goal is to achieve a rate of 80.0% by December 31, 2020.

Program Long-Term Success 

Full 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 

Success is measured in part through regular, required reporting to the Health Resources and Services Administration (HRSA) to ensure full compliance.

 

Examples of Program Success 

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

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

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

- CSHC has been conducting integrated psychiatry for adults in September 2016



Expanded Substance Abuse Services

 CSHC provides high quality integrated and specialty Substance Use Disorder (SUD) Services for adults and adolescents. Behavioral health (BH) clinicians and specialized SUD counselors provide integrated services embedded in primary care departments to patients by warm hand off from the primary care provider. CSHC offers a variety of SUD services, including age appropriate harm/risk reduction, age appropriate counseling, support for abstinence, outpatient management of withdrawal symptoms, and individual and group treatment counseling and case management. In response to the opioid epidemic in Massachusetts and our service area, CSHC currently provides medication assisted treatment (MAT) services for patients with opioid use disorder (OUD), including buprenorphine maintenance and injectable long-acting naltrexone. The MAT program provides patient-centered care to those with both opioid and alcohol use disorder, and provides regular visits with a primary care provider, a complex care nurse, a community health worker, and an integrated BH therapist.

Budget  --
Category  Health Care, General/Other Health Care Issues
Population Served Adults Children and Youth (0 - 19 years) Alcohol, Drug, Substance Abusers
Program Short-Term Success 

In response to the opioid epidemic in Massachusetts and our service area, CSHC currently provides medication assisted treatment (MAT) services for patients with opioid use disorder (OUD), including buprenorphine maintenance to roughly 90 patients per month and injectable long-acting naltrexone to an additional 10 patients. The MAT program provides patient-centered care to those with both opioid and alcohol use disorder, and provides regular visits with a primary care provider, a complex care nurse, a community health worker, and an integrated BH therapist. There are presently 5 primary care providers with DATA 2000 waivers who provide primary care and integrated MAT services and CSHC has plans to train more providers to provide MAT services. SUD services are licensed by MDPH.

Tobacco cessation counseling and treatment is provided by primary care clinicians in conjunction with integrated therapists and by referral to QuitWorks, a free service supported by the state for phone-based smoking cessation counseling. Percentage of patients 18 years of age and older who were screened for tobacco use increased from 89.1% in 2015 to 91.5% in 2017. Our goal is to maintain a rate of 90% by December 31, 2020.

Program Long-Term Success 

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

Program Success Monitored By 

 

The Substance Use Disorder 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) waivers
Examples of Program Success 

  • Enhancing Behavioral Health Workforce – CSHC partners with Simmons University as a sub-recipient to develop and host experiential rotations for 2 Simmons students per academic year preparing to become social workers, psychologists, counselors, addiction counselors, paraprofessionals, community workers, or other approved professionals. The training will teach integrated behavioral health and primary care services, and OUD and other SUD treatment, including MAT.
  • Expanding Access to Quality SUD and MH Services –  to support the implementation and advancement of evidence-based strategies to expand access to quality integrated SUD prevention and treatment services. Additionally, we will expand access to integrated mental health services, with a focus on conditions that increase risk for, or co-occur with SUD, including OUD.


HIV Services

CSHC provides routine HIV screening for adolescents and adults at primary care visits and provides specialty care for patients living with HIV in our internal medicine primary care department. CSHC provides primary care and specialty HIV/AIDS care to over 180 patients living with HIV/AIDS. CSHC offers comprehensive HIV/AIDS services to patients and to the community at large. HIV/AIDS services available include Education and Outreach, HIV/AIDS routine testing, HIV/AIDS specialty clinical care, clinical and social services case management, and a psychosocial support group.

Budget  --
Category  Health Care, General/Other Health Care Issues
Population Served Adults People/Families of People with HIV/AIDS At-Risk Populations
Program Short-Term Success 

CSHC provides routine HIV screening for adolescents and adults at primary care visits and provides specialty care for patients living with HIV in our internal medicine primary care department. CSHC provides primary care and specialty HIV/AIDS care to over 180 patients living with HIV/AIDS. Funded by Ryan White Part A through BPHC, CSHC offers comprehensive HIV/AIDS services to patients and to the community at large. DotHouse Health (DHH) has been a long-time partner on this grant. HIV/AIDS services available include Education and Outreach, HIV/AIDS routine testing, HIV/AIDS specialty clinical care, clinical and social services case management, and a psychosocial support group. Through a grant from the MDPH, CSHC provides prevention services including PrEP and testing and treatment for HCV. HIV/AIDS prevention activities include a spectrum of interventions ranging from the display and dissemination of educational materials to one-on-one educational encounters with individuals at risk for HIV/AIDS infection. Additionally the prevention team disseminates condoms for harm reduction and CSHC runs an STI Clinic in the primary care department.

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 2015 CSHC received supplemental funding from the Minority AIDS initiative to increase staffing for HIV care and social service case management. Through this grant we were able to create sustainable programming to better serve our patients. CHWs trained in HIV/AIDS are responsible for the implementation of these activities onsite, at the community level, and in collaboration with other organizations – including health centers, shelters, domestic violence support groups, organizations that specialize in housing services, and youth programs – to serve their client population.

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 

The clinical team is led by a primary care physician with specialized fellowship training in HIV care. The clinical program uses an inter-disciplinary 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 weekly support group focused on medical adherence.


Oral Health Integration

Since inception CSHC has prioritized access to dental care for vulnerable populations, especially children. CSHC operates a comprehensive onsite dental clinic providing preventative and restorative treatment, by specially trained dentists, supported by dental hygienists and dental therapists. Our dentists educate primary care providers about pediatric oral health and have worked with primary care teams and prompts and questions about oral health are embedded in the EHR at all well-child visits.

Budget  --
Category  Health Care, General/Other
Population Served Children and Youth (0 - 19 years) Adults At-Risk Populations
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 EHR 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 

Percentage of children, 6 through 9 years of age, at moderate to high risk for caries who received a sealant increased from 18.7% in 2015 to 87.8% in 2017. Our goal is to maintain a rate of greater than 50% by December 31, 2020.

 

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  --
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 to promote care team development and build off the basics of integration.

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


Management


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

Sandra Cotterell joined CSHC in 1994 as Chief Operating Officer and was appointed as CEO in 2011. During her nearly 25 years with the organization, Ms. Cotterell has been involved in every aspect of CSHC’s management. As CEO she pursues a vision of building a foundation of preventive and primary care services that engage consumers and embrace innovation, while never losing sight of our mission to provide access to care. Ms. Cotterell’s career has been centered on providing quality health care and community services to the underserved. Her commitment to community health was honored by the Massachusetts League of Community Health Centers with its Outstanding Health Care Administrator Award in 2007. For her service to the Dorchester Community she received the Hidden Hero Award from the Codman Square Neighborhood Council. She and CSHC were named as one of the Top 100 Women-Led Businesses in Massachusetts in 2014, 2015, 2016, and 2017. She holds a Bachelor of Science in Nursing from Simmons College and began her career in nursing working at both Massachusetts General Hospital and the New England Medical Center. In 1985 she transitioned into the health insurance industry at Bay State Health Care where she held several positions including Vice President of Clinical Services.

Ms. Cotterell currently serves on several Boards including, Boston Medical Center, BMC Health Net, Codman Academy Charter School, Health Work Fitness Centers for Women, and the Greater Four Corners Coalition. Ms. Cotterell is also President of the Board of the Boston Accountable Care Organization (BACO) and serves as a member of The Neighborhood Health Plan Advisory Committee.

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. 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.

Awards

Award Awarding Organization Year
Patient-Centered Medical Home National Committee for Quality Assurance (NCQA) 2018
Top 100 Women-Led Business The Commonwealth Institute 2018
Boston Mayor’s Innovation in HealthCare Award City of Boston 2011

Affiliations

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

Collaborations

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

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Foundation Comments

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Staff Information

Number of Full Time Staff 208
Number of Part Time Staff 95
Number of Volunteers 33
Number of Contract Staff 0
Staff Retention Rate % 92%

Staff Demographics

Ethnicity African American/Black: 200
Asian American/Pacific Islander: 3
Caucasian: 72
Hispanic/Latino: 13
Native American/American Indian: 0
Other: 0
Other (if specified): 15 Multi-Racial
Gender Female: 257
Male: 46
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

Governance


Board Chair Mr. Robert MacEachern
Board Chair Company Affiliation Home for Little Wanderers
Board Chair Term June 2018 - June 2020
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: 7
Asian American/Pacific Islander: 0
Caucasian: 6
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

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Foundation Comments

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Financials


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

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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.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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, prenatal 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 health record (EHR). The EHR 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?