Share |

Children's Hospital Corporation dba Children's Hospital Boston

 300 Longwood Avenue
 Boston, MA 02115
[P] (617) 355-6000
[F] (617) 355-6530
[email protected]
Sandra Fenwick
Facebook Twitter
 Printable Profile (Summary / Full)
EIN 04-2774441

LAST UPDATED: 10/01/2018
Organization DBA Boston Children's Hospital
Children's Hospital Boston
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

1. Provide worldwide leadership in pediatric health care.
2. Be the world's leader in pediatric research and discovery.
3. Educate the next generation of world-class leaders in child health.
4. Enhance the health and well being of the children and families in our local community.

Mission Statement

1. Provide worldwide leadership in pediatric health care.
2. Be the world's leader in pediatric research and discovery.
3. Educate the next generation of world-class leaders in child health.
4. Enhance the health and well being of the children and families in our local community.

FinancialsMORE »

Fiscal Year Oct 01, 2017 to Sept 30, 2018
Projected Income $1,756,619,000.00
Projected Expense $1,677,462,000.00

ProgramsMORE »

  • Advocating Sucess for Kids (ASK)

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

1. Provide worldwide leadership in pediatric health care.
2. Be the world's leader in pediatric research and discovery.
3. Educate the next generation of world-class leaders in child health.
4. Enhance the health and well being of the children and families in our local community.

Background Statement

Overview: Nearly 20 years ago, Boston Children’s Hospital was among the first academic medical centers in the country to expand the traditional missions of patient care, teaching, and research to embrace a fourth core mission: community health. Since then, the hospital’s community health mission has evolved and grown such that the hospital no longer sees it as a compliance issue but rather as an opportunity to fulfill its desire to be an agent of social change and responsive to the changing health care environment.

The hospital’s approach to improving child health includes embracing partnerships, proactively engaging its communities, and concentrating health programs in core areas where the hospital has the expertise, resources, and community partnerships to make a significant difference. This strategic approach has two key aims—focusing on the most pressing health care needs of children and providing services through program models that not only work locally but can lead to systemic change reaching children across the state and nation.

Leadership: To truly meet community need, the hospital follows the community’s lead. Children’s community health work is driven by the results of comprehensive needs assessment, with great emphasis placed on direct input from residents. Children’s determined its priority focus areas by identifying the intersection of community needs, hospital expertise, and the existence of community partners doing work in a given area. The hospital listens to its Community Advisory Board (CAB) about effective approaches to issues and partnerships. The 17 members of CAB are chosen based on their experience and effectiveness in working with the community. With these strong partnerships, the hospital is able to leverage community expertise and develop programmatic responses that have the ability not only to provide needed services but also lead to broader, systemic change.

Commitment: At Children’s, the culture of commitment to the community starts at the top and permeates throughout the hospital. In 1994, the Children’s Board of Trustees was among the first in the country to include community health in the hospital’s mission. Twelve years later in another example of being among the first in the nation, that same Board required that community health, along with the hospital’s other missions, be monitored and measured through a “quality dashboard” against benchmarks for safety, effectiveness, timeliness, patient centeredness, efficiency, and equitability. Children’s is among the first hospitals in the U.S. to include community health among its strategic goals. The Board also created a standing Committee on Community Service to oversee the hospital’s community mission and created a $20 million endowment for a board-designated fund to provide a steady source of additional funding for the community mission.

The Office of Child Advocacy (OCA) oversees, coordinates and stewards the hospital’s community mission. OCA receives advice and guidance from its CAB whose members represent a wide range of cultures, neighborhoods, and constituencies and provides the hospital with a direct link to community expertise.  The Vice President for Child Advocacy sits on the hospital’s senior management team. And, the hospital’s CEO and President/COO are active participants on the Board Committee on Community Service. 

In addition to the OCA, departments throughout the hospital – from psychiatry to allergy and immunology, from sports medicine to infectious disease – all offer programs and services aimed at improving the health and well-being of children and families in Boston and beyond.Even the hospital’s research enterprise has embraced the community mission. The Children’s Collaborative Center for Community Research (C-CORE), which was created in 2010 with funding from the National Institute of Health to reduce child health disparities in Boston, is an innovative partnership among four local cornerstones of child health and education—Children’s, the Boston Public Health Commission, the Boston Public Schools, and the Boston Conference of the Massachusetts League of Community Health Centers.

Impact Statement

Nearly 20 years ago, Boston Children’s Hospital was among the first academic medical centers in the country to expand the traditional missions of patient care, teaching, and research to embrace a fourth core mission: community health. Over the years, Children’s approach to improving the health and well-being of children and families in our local community has evolved and matured. Today, the hospital concentrates its community programs in core areas where it has the expertise, resources and community partnerships to improve health outcomes and address significant health needs.
Children’s has a culture of commitment to the community that permeates throughout the institution. The hospital’s Board of Trustees sets the tone—including community health as one of the four core missions; measuring community health through the hospital’s “quality dashboard” against the same benchmarks used for measuring patient care, research and teaching: safety, effectiveness, timeliness, patient centeredness, efficiency, and equitability; forming a standing committee of the Board of Trustees on Community Service; and creating a $20 million board-designated fund to support this mission. The hospital’s executive leadership team led the charge by building the infrastructure to ensure an effective community mission (establishing the Office of Child Advocacy to oversee and steward the mission and placing its Vice President on the hospital’s senior management team); expanding the number of opportunities for residents to serve on governance and advisory boards; and making community health one of the hospital’s eight strategic priorities.
Within this culture, the hospital has developed a comprehensive strategy for improving the health and well-being of children in our community. This strategy has two key aims—focusing on the most pressing health needs of children and providing services through program models that not only benefit children locally but can lead to systemic change that can impact children throughout the state and nation. To accomplish this, the hospital developed a performance measurement system that guides community health activities—tracking performance and measurement, reporting progress and results, and learning from data to make informed decisions. The hospital also developed a program evolution model to ensure that the programs are making progress toward systemic change (e.g. building community capacity, taking programs to scale, achieving policy changes, etc.)

Needs Statement

Based on community needs, Boston Children’s has identified and prioritized four health focus areas (asthma, mental health, child development, and obesity) and has developed and implemented programs to address these health needs and improve child health outcomes.  The programs are viewed collectively as part of a portfolio that utilizes uniform standards. Each program must address specific health needs identified by the community, engage the community in the development and implementation of programs and provide services to address health disparities.

As a result of this approach, Boston Children’s is able to demonstrate the progress of its program in achieving social impact—improving health and/or quality outcomes, improving wellness and quality of life, proving that community-based models are cost-effective and building community capacity to ensure sustainability.


CEO Statement


Board Chair Statement


Geographic Area Served

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

Organization Categories

  1. Health Care - Hospitals
  2. Health Care - Ambulatory & Primary Health Care
  3. Medical Research - Pediatrics Research

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



Advocating Sucess for Kids (ASK)

The Advocating Sucess for Kids Program (ASK) provides access to needed services for families with children ages 2-14 experiencing school-functioniong problems and learning delays.  ASK focuses on providing evaluation and advocacy to diverse, urban populations in community-based pediatric practices- Children's Hospital Primary Care Center Clinic (CHPCC) and 3 Boston community health centers, Joseph M. Smith, Bowdoin Street, and Martha Eliot.
Budget  280,000
Category  Health Care, General/Other Ambulatory & Primary Health Care
Population Served Children and Youth (0 - 19 years) Minorities General/Unspecified
Program Short-Term Success   
  • In FY12 323 children were seen in the ASK program. 84 within the community health centers
  • Attended 144 school meetings (144 meetings/180 school days = 3 out of 4 school days ASK team members were onsite at local schools)
  • 89% of ASK patients completed their appointments at the CHCs
Program Long-Term Success  The ASK program model is now positioned to move into the area of ongoing care and treatment for children with developmental disabilities, particularly the traditionally underserved. ASK has an ongoing history of comprehensive, culturally competent, coordinated care for children with developmental needs; it is a medical home. They are currently focused on bridging the gap between the known benefit of the medical home for children with special health care needs and the reality of medical home implementation for children with autism. Care coordination is central to the medical home. ASK has always focused on care coordination and their community-based relationships and reputation continues to grow. The ASK team is increasingly involved in local and statewide efforts with their community partners: The medical director is currently working with BPS, serving on an autism task force, advising staff , and providing technical support for those working in the classroom with autistic students.
Program Success Monitored By 
Boston Children's Hospital
Examples of Program Success 
Sucess Story: José
José is 3½ and in pre-school. His mother brings him to his pediatrician, concerned about his slow language development. She hasn’t been able to get José evaluated in school despite the pediatrician’s earlier referral.
The pediatrician refers José and his mom to the ASK program. Members of the ASK team communicate with his school, where an evaluation is arranged and completed. As a result of the evaluation, the school offers José twice-a-week speech and language therapy.
The ASK team knows that’s not enough, given the significance of the child’s delayed pre-academic and language skills. But school representatives say that a child needs to have more than one disability to qualify for a special program. So the ASK team documents and reports José’s delayed academic and fine motor skills. This, plus the language development need, qualifies José for a special three-day-a-week, half-day pre-school program.
José has been in the program for about a year, he’s speaking in short sentences, and his mother is thrilled with his progress.

CEO/Executive Director/Board Comments



CEO/Executive Director CEO Sandra L Fenwick
CEO Term Start Oct 2010
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Sandra Fenwick President and Chief Operating Officer --


Award Awarding Organization Year
Best Children's Hospital U.S News 2018
Best Children's Hospital U.S. News 2012
Best Places to Work in Academia The Scientist 2012
Most Wired Health Care 2012
Beacon Award for Excellence The American Association of Critical-Care Nurses (AACN) 2011
Stage 7 Award HIMSS Analytics 2011
Top Children's Hospital The Leapfrog Group 2011
Top Places to Work The Boston Globe 2011
Manget Status American Nurses Credentialing Center 2008


Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


Partnerships are essential to improving the health status of Boston’s children. The hospital is committed directing resources to build capacity within the existing infrastructure of care for Boston children and families. While supporting partners throughout the city, Children’s places special emphasis on key partners – the Boston Public Health Commission (BPHC), community health centers, and the Boston Public Schools (BPS).


One of the hospital’s most important partnerships is with the BPHC. The hospital strives to ensure that its priority focus areas are aligned with those of the city, ensuring the resources are leveraged for the greatest impact. Currently, the hospital is conducting a first-of-its-kind comprehensive Boston Child Health Study to assess the health status and needs of children in Boston. The results will be used not only by Children’s and BPHC but by health care providers, public health organizations, and community-based organizations to develop strategies to improve child health at the programmatic and policy levels. Children’s works with Boston’s other teaching hospitals to support BPHC’s public health initiatives and campaigns, but because of our unique focus on pediatric care, we have also partnered with BPHC individually on pediatric issues such as asthma and mental health. Children’s has supported BPHC’s efforts to replicate a youth violence intervention and prevention initiative pioneered by Children’s Martha Eliot Health Center and recognized by BPHC as a model for connecting at-risk youth and victims of trauma with community-based mental health and other support services. 


Because of the important role that community health centers play in Boston, Children’s partners with 11 of Boston’s 26 community health centers to increase access to high quality services and programs that benefit children and families. Children’s contributes to the centers with financial and technical assistance. Our ultimate goal is to ensure that as health centers continue to take a more prominent role in health service delivery, the hospital can align more of its community health programming with the centers so that care is more accessible and impactful, embedded in the neighborhoods where children and families live. By supporting measurement and partnering with the health centers in driving quality improvements, the hospital enables the health centers to continue to provide outstanding care. 


For more than 10 years, Children’s has partnered closely with the BPS. The hospital’s overarching goal has been to support students while building the capacity of families and individual schools to address health-related issues that can impact a student’s ability to learn. Support has included preparing parents for their children’s entrance into the school system, educating parents on various health issues through participation in Parent University, promoting positive child health and development, offering scholarships and training for school staff, and helping students overcome barriers that may prevent them from functioning in school.  Two of Children’s programs have directly provided services to more than 2,000 children in BPS—the Advocating Success for Kids Program, which provides access to needed services for children experiencing school-functioning problems and learning delays; and the Children’s Hospital Neighborhood Partnerships Program. Children’s has also made contributions to help the school system overall. The hospital has provided support to convert the school paper medical records to an electronic medical record format and is currently partnering with the BPS to develop and implement a district-wide behavioral health model that will enable schools to provide more integrated and appropriate levels of behavioral support for all students.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 6,375
Number of Part Time Staff 2,626
Number of Volunteers 971
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 14
Asian American/Pacific Islander: 10
Caucasian: 69
Hispanic/Latino: 0
Native American/American Indian: 1
Other: 0
Other (if specified): --
Gender Female: 0
Male: 0
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
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 Mr. Stephen R. Karp
Board Chair Company Affiliation New England Development Real Estate
Board Chair Term Jan 1989 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Douglas A. Berthiaume Waters Corporation Voting
Allan Bufferd Boston Children's Hospital --
Kevin Churchwell MD Boston Children's Hospital --
Alex Dimitrief General Electrics --
Sandra Fenwick Boston Children's Hospital --
Dr. Steven Fishman Boston Children's Hospital --
Dr. Gary Fleisher Boston Children's Hospital --
Winston Henderson Nano Terra, Inc. --
Dr. Paul Hickey Boston Children's Hospital --
Stephen R. Karp New England Development --
Dr. James Kasser Boston Children's Hospital --
Steven Krichmar Putnam Investments --
Robert Langar PhD Massachusetts Institute of Technology --
Harvey Lodish Ph.D Whitehead Institute --
Gary Loveman PhD Aetna --
Sheila Marcelo --
Ralph Martin Bingham McCutchen LLP --
Thomas Melendez MFS investment Management --
Kathleen Regan The Commonwealth Fund --
Robert A. Smith Castanea Partners --
Alison Taunton-Rigby Ph.D. RiboNovix.Inc. --
Marc B. Wolpow Audax Group --
Laura Wood DNP Boston Children's Hospital --
Dr. Greg Young Boston Children's Hospital --

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: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 24
Other (if specified): --
Gender Female: 0
Male: 0
Not Specified 24

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees


CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year Oct 01, 2017 to Sept 30, 2018
Projected Income $1,756,619,000.00
Projected Expense $1,677,462,000.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

Audit Documents

2017 Audited Financials

2016 Audited Financials

2015 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $1,659,001,037 $1,569,063,479 $1,514,532,808
Total Expenses $1,597,940,706 $1,461,285,943 $1,403,456,656

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $192,657,752 $179,742,822 $187,214,893
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $192,657,752 $179,742,822 $187,214,893
Individual Contributions $146,197,508 $124,002,731 $138,212,377
Indirect Public Support $18,606 $29,790 $25,563
Earned Revenue $1,267,310,506 $1,181,510,739 $1,127,049,491
Investment Income, Net of Losses $21,394,346 $50,594,862 $31,411,708
Membership Dues $0 $0 $0
Special Events $4,209,216 $4,954,879 $4,191,023
Revenue In-Kind -- -- --
Other $27,213,103 $28,227,656 $26,427,753

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $1,405,873,949 $1,299,209,643 $1,232,028,209
Administration Expense $162,997,663 $135,587,832 $146,957,364
Fundraising Expense $29,069,094 $26,488,468 $24,471,083
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.04 1.07 1.08
Program Expense/Total Expenses 88% 89% 88%
Fundraising Expense/Contributed Revenue 8% 9% 7%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $4,856,437,562 $4,627,706,004 $4,453,644,764
Current Assets $2,590,044,168 $2,509,716,496 $2,331,436,500
Long-Term Liabilities $900,392,808 $868,836,859 $869,580,978
Current Liabilities $776,813,225 $640,365,394 $504,018,744
Total Net Assets $3,179,231,529 $3,118,503,751 $3,080,045,042

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 --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? Anticipated In 3 Years
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 3.33 3.92 4.63

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 19% 19% 20%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.


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?


2. What are your strategies for making this happen?


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


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


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