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Center for Community Health Education Research and Service, Inc.

 360 Huntington Avenue, 222 YMCA
 Boston, MA 02115
[P] (617) 3738466
[F] (617) 373-8797
Elmer Freeman
 Printable Profile (Summary / Full)
EIN 04-3286409

LAST UPDATED: 12/20/2018
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

 CCHERS mission is to promote the development of academic community health centers” that integrate service, education and research to influence and change health professions education, improve health care delivery, and promote health systems change, to eliminate racial and ethnic disparities in health.

Mission Statement

 CCHERS mission is to promote the development of academic community health centers” that integrate service, education and research to influence and change health professions education, improve health care delivery, and promote health systems change, to eliminate racial and ethnic disparities in health.

FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $780,000.00
Projected Expense $727,115.00

ProgramsMORE »

  • Community Advocacy Program

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Mission Statement

 CCHERS mission is to promote the development of academic community health centers” that integrate service, education and research to influence and change health professions education, improve health care delivery, and promote health systems change, to eliminate racial and ethnic disparities in health.

Background Statement

The Center for Community Health Education Research and Service, Inc. (CCHERS) is a nationally recognized community-based organization that is a community/academic partnership among Boston Medical Center, the Boston Public Health Commission, Boston University School of Medicine, Northeastern University Bouvé College of Health Sciences and an established network of fifteen community health centers in Boston, established in 1991 with a $6 million grant from the W.K. Kellogg Foundation to “redirect and reorient” health professions education to make it community-based, primary care focused, interdisciplinary, and serve underserved populations.In 1996, CCHERS was again funded by Kellogg’s Community Partnerships in Graduate Medical and Nursing Education to train primary care residents and advanced practice nurses in pediatrics and internal medicine. In 1997, CCHERS was incorporated, as an independent 501(c)(3) non-profit corporation, a structure its institutional, community health centers and community partners determined to be the most equitable way of sharing power and acquiring resources for the work and sustainability of the partnership.

Impact Statement

All partnerships are transformative for the individual partners and the venture they create. CCHERS is no exception, creating major change in how medical students from Boston University and nursing students from Northeastern University (NU) were educated. NU’s College of Nursing developed an entire curriculum based on CCHERS network of CHCs, becoming nationally recognized for its model of community based nursing education. At BU School of Medicine, the CCHERS partnership led to the receipt of a RW Johnson Foundation grant under the Generalist Physician Initiative and the creation of the Center for Primary Care. The second Kellogg initiative coincided with the RWJ grant and the merger of Boston City Hospital and Boston University Medical Center, enabling the creation of a new residency program in Family Medicine, with CCHERS recognized as a best practice model by the Council on Graduate Medical Education. Today community based research on racial and ethnic disparities in health and health care is the primary focus of CCHERS. CCHERS leadership engages community voices in research and public policy formation on eliminating racial and ethnic disparities.

Needs Statement

CCHERS defines its community as those served by its community health center partners which represent the most racially and ethnically diverse central city neighborhoods of Boston. Like other major cities, since the 2000 census Boston has begun to experience greater and greater diversity with growing minority and new immigrant populations emerging and dramatically changing the demographic composition of the City and its neighborhoods. Based on the experiences of how neighborhoods change and are being resettled by immigrant groups, community health centers are on the on the frontline of change and CCHERS is an important resource for helping them adapt and meet the needs of changing community dynamics. Achieving these goals requires organizational leadership that is knowledgeable about, and understands the dynamics involved in driving major policy and programmatic change and the challenges.CCHERS is the organizational leader of the Disparities Action Network, providing leadership to assure community voices and others concerned with racial and ethnic disparities are heard by decision makers and other policy leaders.

CEO Statement


Board Chair Statement


Geographic Area Served

City of Boston- Citywide (Indiv. neighborhoods also listed)

Organization Categories

  1. Health Care - Community Health Systems
  2. Employment - Employment Preparation & Procurement
  3. -

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

Under Development


Community Advocacy Program

The Community Advocacy Program (CAP), established in 1995 (through Mass Office of Victim Assistance funding), is a successful initiative of CCHERS, Inc. The CAP is partnership of domestic violence intervention program based in Community Health Centers. The CAP's primary goals are: A) to provide direct services for victims of domestic violence (e.g., crisis intervention, safety assessment and planning. B) to improve health care response to domestic violence (by providing outreach and consultant for health care providers and staffs regarding screening for and identifying domestic violence, enhancing early detection, and intervention) and C) to collaborate in efforts to improve the community response to domestic violence.
Budget  $300,000.00
Category  Human Services, General/Other Case Management
Population Served Victims Adults General/Unspecified
Program Short-Term Success  The Boston Foundation award launched CAP’s efforts to formally organize, assess, document, and catalogue the CAP’s structure, training, policies, and practices, which have developed day-by-day, through the life of the program, into a template for potential replication/adaptation in other community health centers.In addition, our efforts are designed to grow our overall programmatic capacity.
Program Long-Term Success  CAP is recognized as an innovative, practical, and cost-effective model of service delivery.The varied backgrounds and experiences of the Advocates enable them to be particularly sensitive to the cultural, economic, social, and linguistic needs of the vulnerable and often isolated clients CAP serves and provides this support as clients take their first tentative steps away from the control, abuse and manipulation of their partners.Providing these services at familiar, easily accessible – and safe – community health centers, as well as training health care providers on how to inquire about violence in the home during routine health care visits, provides the opportunity for early identification and intervention, greatly reducing the risk of escalating violence for victims and their children.
Program Success Monitored By  Not necessary, but found and reformatting
Examples of Program Success  The completion of this Psycho-Educational and Support Group Implementation Curriculum (see Table of Contents, attached) has been immensely useful to us in preparing new Advocates and group co-facilitators (e.g., interns and/or staff at CAP health centers, and staff of collaborating community organizations), and has enabled CAP to support collegial organizations in their work to integrate a lens of working with domestic violence in their own programming and services.

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Elmer R Freeman
CEO Term Start July 1997
CEO Email
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
-- -- --


Award Awarding Organization Year
-- -- --


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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 2
Number of Part Time Staff 0
Number of Volunteers 0
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 4
Asian American/Pacific Islander: 1
Caucasian: 1
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): --
Gender Female: 6
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 3
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy No
Whistle Blower Policy No
Document Destruction Policy --
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 Ms. Patricia A Toney
Board Chair Company Affiliation Community Volunteer
Board Chair Term Jan 1999 - Dec 2017
Board Co-Chair Mr. Joel Connor
Board Co-Chair Company Affiliation Madison Park Technical Vocational High School
Board Co-Chair Term July 2010 - Dec 2016

Board Members

Name Company Affiliations Status
Ms. Jennifer Siegel University of Massachusetts 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: 9
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 1
Native American/American Indian: 1
Other: 0
Other (if specified): --
Gender Female: 10
Male: 10
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 8%
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 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $780,000.00
Projected Expense $727,115.00
Form 990s

2014 990

2013 990

2012 990

Audit Documents

2014 Audited Financials

2013 Reviewed Financials

2012 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $562,921 $413,556 $684,588
Total Expenses $554,225 $535,506 $815,773

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
$269,115 $144,605 $392,094
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events $22,759 -- --
Revenue In-Kind $199,613 $197,084 $222,601
Other $71,434 $71,867 $69,893

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $369,008 $371,802 $640,369
Administration Expense $185,217 $163,704 $175,404
Fundraising Expense $0 $0 $0
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.02 0.77 0.84
Program Expense/Total Expenses 67% 69% 78%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $362,015 $274,874 $444,296
Current Assets $331,715 $253,223 $415,661
Long-Term Liabilities $30,300 $21,651 $28,635
Current Liabilities $240,276 $170,480 $211,008
Total Net Assets $91,439 $82,743 $204,653

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
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 Yes
Reserve Fund Yes
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? --

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 1.38 1.49 1.97

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 8% 8% 6%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in charts and graphs are per the organization's audited financials. 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?