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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, 2013 to Sept 30, 2014
Projected Income $26,072,623.00
Projected Expense $26,049,316.00

ProgramsMORE »

  • Centering Pregnancy/Centering Parenting
  • Patient Centered Medical Home
  • Project LAUNCH
  • School Based Health Center Program

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

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 (CSHC), founded in 1979, is a Federally Qualified Health Center, serving Boston’s South Dorchester and Mattapan neighborhoods. We are nationally recognized for our innovative programs and services and provide comprehensive clinical and non-clinical community services including Childbirth & Midwifery, Family Medicine, Family Planning, Internal Medicine, OB/GYN, Pediatrics, Prenatal Care, Women's Health, Medical Specialties; Urgent Care; Full Laboratory Services, Mammography, Radiology, Ultrasound; Oral Health; Behavioral Health, Case Management for Asthma, Diabetes and HIV, Substance Abuse Treatment, Optometry/ Ophthalmology and Nutrition. 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 clinic at Tech Boston Academy serving grades 6 – 12. CSHC employs over 250 individuals most of whom are Dorchester residents. The staff is multi-lingual and multi-cultural, with fluency in Haitian Creole, Spanish, and French, among other languages.

CSHC operates in Dorchester, Boston’s largest neighborhood with more than 130,000 residents. CSHC’s patient population reflects the community it serves; 82% are below the federal poverty level. The racial/ethnic composition of CSHC’s patient population is 82% Black, 8% Latino, 5% White, 1% Asian, and 4% other or unreported. Eighteen percent (18%) of patients do not list English as their primary language.

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. CSHC also offers prescription programs to local famers’ markets and Healthworks Community Fitness. In addition, CSHC is co-located with Codman Academy Charter Public School, partners with DotHouse Health (formerly Dorchester House Multi-Service Center), offers a school-based health center at Tech Boston Academy, 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 and PCMH is the focal point of planning and quality improvement.

Our efforts to improve and better connect our patients with the care they need across the organization include programs in child health; specialty care including optometry and oral health, expanding and linking our healthy weight programs to our many constituents and growing our expertise through participation in the Kraft Fellows and Practitioners program which promotes collaboration between academic medicine and health centers. We are pursuing these efforts while participating in payment reform efforts now underway.

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

Centering Pregnancy and Parenting programs for young parents; Baby Café promoting breast feeding; Project LAUNCH an early childhood mental health program and part of pediatric and family medicine; and the school based health center at TechBoston Academy.

2) Our oral health and optometry departments have strengthened services. Oral health now has one of the few endodontic services available to MassHealth patients in our area. Our optometric services are working to improve screening for glaucoma, a leading cause of vision loss among those we serve.

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 are working to expand these efforts into a more wide ranging Wellness Initiative.

4) CSHC is one of the most sought placements for the Kraft Practitioner program of the Mass. League of Community Health Centers. Our Kraft Practitioners enhance our services and promote collaboration of academic medicine and primary care.

5) As part of payment reform, CSHC is experimenting with global payments as part of a state-wide effort.

Needs Statement

1. Capital Projects – The Health Center has a large campus of older buildings that are not contiguous. There are many pressing facilities needs (roofing, façade, stairway, etc …) both structural and aesthetic. We also  need medical equipment upgrades in optometry and elsewhere.  $2M

 2. Website / Patient Access – This  important goal is part of our PCMH transformation. We must update our website and create a patient portal, allowing patients access to the Health Center and their records. We are looking at ways to use technology to increase patient engagement and reduce appointment not kept rates.   $250K 
3. Patient Centered Medical Home – Funding is needed for community health workers and staff to address this new approach to health care in which health centers are the primary focus - $1M
4. Child Health  – The Health Center has successfully instituted a Centering Program for pregnant patients and parents. Project LAUNCH addresses early childhood mental health; our school based health center and Codman Academy programs reach adolescents. This successful program needs to be expanded. $750K
5. Future growth and strategic planning - CSHC is embarking on a global payments project and other cost containment measures. A strategic plan underway addresses these changes - $150,000

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 the White House Office of Social Innovation visited to learn more about this potential.
 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.
· To encourage healthy eating, our physicians provide veggie prescriptions for produce from our local Codman Square Farmers Market to eligible families. We also  provide cooking classes teaching about healthy shopping and cooking on a limited budget.
· 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. 
· Project Launch provides early childhood mental health screenings through pediatric and family medicine. Project Launch staff ensure that families referred to outside services receive support and the services they need.
· As a Level 3 Patient Centered Medical Home, we are working to ensure that our providers collaborate to provide the care and clinical services our patients need. The PCMH is our over-arching clinical framework and informs the work we are doing to provide new services and specialty care.
· We are participating in Primary Care Payment Reform efforts.

Board Chair Statement


Geographic Area Served

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

CSHC 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 64,313. A large proportion of the service area population is lower income (46.6% below 200% of the Federal Poverty Level (FPL) 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)



Centering Pregnancy/Centering Parenting

CSHC has been at the forefront of the nationwide effort to adopt and implement the Centering™ Pregnancy model since 2007. Centering™ Pregnancy is a unique model of group care that combines clinical visits with health education and support. Similar to other shared medical appointment models, Centering™ Pregnancy supports increased efficiency and productivity and Midwives, family physicians, social work, and case management are all involved in the group program ensuring that participants are receiving the full spectrum of services available at the Health Center. CSHC also offers Centering™ Parenting, group well-child visits that allow Centering™ Pregnancy participants to continue with group care. CSHC is one of only a handful of sites in the country who are implementing Centering™ Parenting. In the last year alone, CSHC ran over 100 Centering™ group visits, making it one of the most robust programs in the region.

Budget  $45,000
Category  Health Care, General/Other Health Care Issues
Population Served Families Females Children and Youth (0 - 19 years)
Program Short-Term Success 
The incidence of low birth weight births has declined. Women participating in Centering have a higher incidence of post-partum care and made and kept appointments for well-child visits.
Program Long-Term Success 
Centering Pregnancy began as a program to address the incidence of low birth weight babies in our population and now has the long-term goal of improved maternal and child physical and mental well-being.
Program Success Monitored By 
CSHC was one of the first health centers to implement and use electronic medical records. We use registries to monitor and track patients. We are also a patient centered medical home and the electronic medical record helps us coordinate primary and specialty care across the health center.
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. 

Patient Centered Medical Home

CSHC is a level 3 Patient Centered Medical Home (PCMH). As such we are embarking on changes including better patient engagement and communication. We are in need of funds to design and launch a patient portal and to enhance our ability to communicate with patients around appointments and other health reminders. This is an important part of our PCMH transformation and vital to the payment reform initiatives we are participating in.
Budget  $600,000
Category  Health Care, General/Other Health Care Reform
Population Served Families Adults Children and Youth (0 - 19 years)
Program Short-Term Success 
Our short term success is that we reached the initial goals for becoming a level 3 PCMH. This is the highest level of PCMH and reflects on our initial success in clinical care coordination.
Program Long-Term Success 
PCMH initiatives are the driving force behind our planning and goal setting. We have established PCMH measures around care coordination and provision. We are also required under our Federally Qualified Health Center status to monitor and report on the health status of our patients.  Our tracking and monitoring is done using the patient electronic medical record.
Program Success Monitored By 
We have a PCMH transformation team, a Quality Assurance/Quality Improvement process and other monitoring measures. Our primary source of data is the patient electronic medical record which provides us with data on health measures.
Examples of Program Success 
An example of PCMH success is Project LAUNCH, a program focusing on early childhood mental health (ECMH). Providers at CSHC routinely screen at each pediatric visit. Children screened in need of ECMH intervention have a mental health provider and family partner introduced during the clinic visit. The family partner continues to support and guide the family throughout the process. We are able refer patients not only to our in-house mental health providers but also to the child development resources at Boston Medical Center and in the community. Throughout the process the family partner continues to make certain the family is supported and that both the child and the caregiver, are provided with the services they need. 

Project LAUNCH

As part of our commitment to families CSHC is participating in Project LAUNCH, a prevention and promotion program which screens and identifies families with young children in need of early childhood mental health (ECMH) services while supporting families through the process of short term intervention and referrals. LAUNCH at CSHC was initiated under a SAMHSA grant to the Boston Public Health Commission. Providers at CSHC routinely screen at each pediatric visit. We are able to bring a mental health provider into a clinic visit and immediately introduce a family to a family partner who continues to be their support, navigator and guide throughout the process. We refer patients not only to our in-house mental health providers but also to the child development resources at Boston Medical Center and in the community. 

Budget  $148,000.00
Category  Health Care, General/Other Patient Care/Health Care Delivery
Population Served Children and Youth (0 - 19 years) Families At-Risk Populations
Program Short-Term Success 

We are exploring the financial feasibility of LAUNCH as we have done through our Centering programs and other group programs for children and adults. We have worked with current reimbursement systems to ensure that as many services as possible are billable services. Massachusetts is also at the forefront of changes in reimbursement including the primary care payment reform for publically insured individuals that will include behavioral health integration into primary care with first round implementation in March 2014. As these structures change we will advocate for programs such as LAUNCH to be included in covered services to children and families.

Program Long-Term Success  We are also working to create a replicable Project Launch Child Mental Health Model to not only help families at CSHC but also throughout Massachusetts. The issue of ECMH is not that of CSHC alone. Statewide and throughout the U.S. parents and families struggle to access a system that is often fragmented and confusing. Many parents struggle with their own mental health issues or are parenting multiple children with child mental health issues. The compassionate care and family-centered programs being developed at CSHC are meant to be well-documented and replicable models. 
Program Success Monitored By  Project Launch has a robust evaluation and Quality Improvement process. CSHC uses a team approach in partnering with families because we believe this will result in the best possible outcomes. We document LAUNCH activities using the electronic health record (EHR) to ensure communication and the coordination of services. Documentation includes visit notes, any communication with family or collaterals, screening tools used, and referral given. This robust use of the EHR as well our regular patient feedback and surveys provides the basis and framework for a strong evaluation. 
Examples of Program Success 

My 6 year old granddaughter J. loves to come to the office because the staff works with her. They sit down with J. and help her focus on her emotions. I am a grandmother raising this child alone.

We started a walking group that supported me in staying healthy. I enjoyed walking and meeting other women in the group. We supported one another and it was so motivating for me and I looked forward to meeting every Friday.

Because of Project LAUNCH, women who are struggling with their childs behavior now have a place to come and receive support.

School Based Health Center Program

The School Based Health Center (SBHC) at TechBoston Academy serves Boston Public Schools students in grades 6 through 12. The SBHC provides medical, sexual health, behavioral health and oral health services and is run by a nurse practitioner. Other providers are social workers, a dentist and a dental hygienist.

Access to mental health services is a problem for many students and mental health services appropriate for adolescents are often difficult to obtain. We see students with depression and trauma and who have been witnesses or victims of violence.

Oral health checks are among the most sought after services and there is a waiting list to see the dentist. We encounter 11 and 12 year olds who have rarely if ever seen a dentist and who are sorely in need of treatment. Students seen by our dentist have visible dental caries, missing or rotting teeth, and other problems. At the SBHC, over 80% of students under age 17 have some form of tooth decay.  

Budget  $100,000.00
Category  Health Care, General/Other Health Care Issues
Population Served Adolescents Only (13-19 years)
Program Short-Term Success 
Oral health is a major health issue which for many teens goes unaddressed. Studies have shown that chronic illness can be eliminated through consistent dental care. Our intent is to increase our student dental numbers by 30%
Program Long-Term Success 
The implementation of services within the school addressing such health issues as general physical health, nutrition and wellness, concussion treatment, substance abuse, stress, neighborhood and family violence and LGBT support, will provide a secure, in school environment where access to these services is provided in a safe convenient location . Long-term success will be defined by the increased access of these services by the student population.     
Program Success Monitored By 
The program is monitored through regular reports to Massachusetts Department of Public Health, which provides some funding as well as information collected through the program's electronic medical record.
Examples of Program Success 
The program recently received funds to replace aging equipment and furniture. The updated equipment has allowed staff to provide services more effectively. We were also able to increase the days that dental services are available.

CEO/Executive Director/Board Comments

Challenges: In July 2012, the Massachusetts legislative session came to a close with the passage of Chapter 224, “An Act Improving the Quality of Health Care and Reducing Costs Through Increased Transparency, Efficiency and Innovation.” This law builds upon two previous laws enacted in 2008 and 2010 that expanded data transparency, reporting on cost trends and drivers in an effort to control premiums. The impetus for this cost containment law is that per capita health care spending in Massachusetts was projected to double by 2020 to $123 billion.

Chapter 224 created commissions and agencies to monitor established benchmarks for health care cost growth, placing scrutiny on market power, price variation, and cost growth at individual health care entities. All private and public insurance payers, including Medicaid, are transitioning to a new payment methodology that will incentivize high quality, coordinated, efficient and effective health care.

CSHC has completed a strategic planning process to prepare for the many changes this law is bringing about, including a value-based care management framework, global payments and the onset of integrated networks (Accountable Care Organizations – ACO). We want to understand, prepare for, and position ourselves within the current value-based care, and integrated services discussions taking place at the federal, state and local levels.

A new payment methodology to incentivize high quality, coordinated, efficient and effective health care - the MassHealth Primary Care Payment Reform Initiative (PCPRI) – is underway to improve access to primary care, enhance patient experience, quality, and efficiency through care management and coordination. This comprehensive primary care payment system combines a shared savings/risk arrangement with quality incentives. CSHC joined with other Boston area health centers and primary care departments at Boston Medical Center in a PCPRI pool caring for almost 50,000 MassHealth patients. And, we must do all this work while dealing with a growing number of patients.


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

Sandra joined Codman Square Health Center in 1994 as Chief Operating Officer. In February of 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. She worked as a nurse 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 Care where she held several positions. She ended her career there as the Vice President of Clinical Services.

In addition to her role as CEO of Codman Square Health Center, she is also co-CEO of Dotwell, a partnership organization that was formed between the Dorchester House Multi-Service Center and Codman Square Health Center. Dotwell provides non-clinical services to patients of both health centers.

In June 2007, the Massachusetts League of Community Health Center honored Sandra with an Outstanding Employee Award. She also holds a Bachelor of Science from Simmons College and RN certification. She served on the Women’s Health Partnership Board. She currently serves on the Dotwell Board of Directors, Boston Medical Center Board of Directors, Neighborhood Health Plan Advisory Committee, BMC HealthNet Board and the Codman Academy Charter School Board of Directors.

Cotterell has been involved in nearly every aspect of running Codman. She plans on continuing the vision of building 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.

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. Heidi Crim Chief Nursing Officer

Heidi Crim brings a wealth of experience to the role of Chief Nursing Officer. Prior to joining Codman, she was the Nurse Director of the Academic Emergency Department at Brigham and Women’s Hospital where she was responsible for hiring, evaluating and managing over 175 employees. Also in that position, she was responsible for maintaining standards of practice in emergency nursing, regulatory compliance and providing a positive work environment which fostered professional growth. Heidi successfully implemented a project utilizing LEAN technology of change and opened a new 12-bed unit, accompanied by a complete care design. Before her work at Brigham and Women's Hospital, Heidi worked at a number of other hospitals throughout Massachusetts in various leadership positions. At Codman, Heidi is leading the transformation of nursing and assigned clinical practices as envisioned by the patient centered home environment. She ensures compliance with regulatory requirements, maintain quality standards, and advance professional excellence while ensuring that patient flow is safely and effectively managed.

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 Codman, Debbie is responsible for all functions within the Human Resources Division, to include strategic planning, workforce development, talent management and engagement, and compensation and benefits.

A highly skilled and seasoned HR Executive, Debbie has a track record of effectively developing and motivating the organization’s workforce. Her broad experience in the health care and social services industries has equipped her with strong strategic, operations, compliance, and workforce planning skills to ensure successful delivery of the organization’s mission, goals, and objectives.


Prior to joining the Codman Executive Team, Debbie 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 roles, Debbie has served in the role of Executive Director for Rocky Mountain Health Care Services in Colorado; formerly known as Home and Health Care, Inc.


Debbie 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 and 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 manager with extensive administrative and operational skills, strong business acumen and the ability to collaborate al all organizational levels. Her expertise includes strategic planning, accounting control and guidance, budgeting, forecasting and process improvement. She has significant experience with a variety of health care reimbursement systems and regulatory compliance. Yi joined the Codman Square Health Center in 2012 as its interim CFO. Prior to working at the Health Center, Yi ran her own consulting business, focused on organizations needing assistance with such matters 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, Fiscal Affairs at Continuum Corporation – a company that owned and operated multiple skilled nursing facilities. She has also worked at Mediplex Group, a publicly traded skilled nursing facility organization and was a senior manager at Coopers & Lybrand. Yi has a Master of Science from Harvard University – School of Public Health and a Bachelor of Science, Accounting, from Northeastern University.

Dr. Philip Severin Chief Medical Officer

Dr. Severin joined Codman Square Health Center in 1995, and has served as its Medical Director since 2004. He was named Chief Medical Officer in February 2011. Prior to joining the Codman team, he served as a physician and Director of Public Health at Serabu Hospital in Sierra Leone. He has also worked as an Emergency Room doctor in Wisconsin and volunteered at L’Hopital Albert Schweitzez in Deschapelles, Haiti. Dr. Severin was awarded the Outstanding Massachusetts Community Health Center Physician Award by the Massachusetts League of Community Health Centers in 2013. Dr. Severin is credited with building a high quality staff that has deep experiences in community health and medicine. He has spearheaded many new patient-centered practices over the years.

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 Codman, 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, Tony serves or 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. Tony is a graduate of Boston College (’84) and Suffolk University Law School (’87).


Award Awarding Organization Year
Top 100 Women-Led Business The Commonwealth Institute 2014
Level 3 Patient Centered Medical Home National Committee for Quality Assurance (NCQA) 2013
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


CSHC collaborates with DotHouse Health (formerly Dorchester House Multi-Service Center) through its DotWell management services organization incorporated in 1998 as Health Services Partnership of Dorchester. DotWell provides both health centers with IT infrastructure and other management functions.
We collaborate with Codman Academy Charter Public School, have a relationship with Codman Square area public schools including the Joseph Lee, Holmes and TechBoston Academy. We also collaborate with numerous community groups.
Boston Medical Center (BMC) is our largest referral site for specialty, secondary and tertiary care. CSHC admits over 1,200 patients a year to BMC and many CSHC physicians have faculty appointments and admitting privileges at the hospital.
We have clinical/teaching arrangements with Boston University (BU) Medical School, the  New England College of Optometry, BU and Tufts dental schools, and other medical training programs. We are a preferred site for the Kraft Fellows and Practitioners program of the Massachusetts League of Community Health Centers.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 201
Number of Part Time Staff 60
Number of Volunteers 3
Number of Contract Staff 0
Staff Retention Rate % 92%

Staff Demographics

Ethnicity African American/Black: 168
Asian American/Pacific Islander: 10
Caucasian: 61
Hispanic/Latino: 17
Native American/American Indian: 0
Other: 0
Other (if specified): 5 Unknown
Gender Female: 212
Male: 49
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. Marva Serotkin
Board Chair Company Affiliation The Boston Home
Board Chair Term June 2014 - June 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Thabiti Brown Codman Academy Charter Public School Voting
Ms. Julia Charley Finances and Revenue Solutions Voting
Mr. Isaac Colbert Retired Voting
Reverend Egobudike J Ezedi Empowerment Christian Church Voting
Ms. Anahid Kulwicki Ph.D UMass Boston 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 Greenwood Memorial Methodist Church 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: 1
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


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $33,506,197 $31,188,316 $27,931,412
Total Expenses $31,603,783 $29,766,713 $26,589,951

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$5,066,364 $3,898,406 $2,541,273
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue $27,823,169 $26,878,669 $24,733,919
Investment Income, Net of Losses $545,164 $154,531 $497,970
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- $70,000 $70,000
Other -- $186,710 $88,250

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $24,694,592 $23,531,341 $20,904,521
Administration Expense $6,909,191 $6,235,372 $5,685,430
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.06 1.05 1.05
Program Expense/Total Expenses 78% 79% 79%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $34,429,166 $29,830,511 $28,641,752
Current Assets $10,093,874 $7,732,397 $6,381,232
Long-Term Liabilities $5,380,081 $3,500,000 $3,500,000
Current Liabilities $4,422,744 $3,606,584 $3,839,428
Total Net Assets $24,626,341 $22,723,927 $21,302,324

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
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 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.28 2.14 1.66

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 16% 12% 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, FY14 and FY13 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 and completed in 2014.  The process included a comprehensive community needs assessment, which took a look at 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 is being implemented with goal and strategies around five priority areas: 1) operational excellence; 2) programs and Services; 3) clinical care; 4) collaborations and partnerships; and 5) impact measurement.

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 determined by the Health Resource Services Administration. 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. 

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. We are seeking funds to develop and launch a patient portal allowing patients access to records and appointments. We are interested in experimenting with technologies such as patient reminder texts to reduce the number of patients who do not keep appointments. We also need to employ and train more community health workers for patient outreach and engagement. 
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 both the Afffordable Care Act and through Massachusetts' payment reform efforts.