Fenway Community Health Center, Inc.

Boston, MA   |


The mission of Fenway Health is to enhance the wellbeing of the LGBTQIA+ community and all people in our neighborhoods and beyond through access to the highest quality health care, education, research, and advocacy.

Ruling year info


Interim CEO

Jordina Shanks

Main address

1340 Boylston Street

Boston, MA 02215 USA

Show more contact info



NTEE code info

Health - General and Rehabilitative N.E.C. (E99)

AIDS (G81)

Other Mental Health, Crisis Intervention N.E.C. (F99)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2023, 2022 and 2021.
Register now



Programs and results

What we aim to solve

This profile needs more info.

If it is your nonprofit, add a problem overview.

Login and update

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Youth Services

The Sidney Borum, Jr. Health Center (the Borum) is Fenway Healths youth site and one of very few in the U.S. to target LGBTQ youth (ages 12-29), a diverse population that often feels uncomfortable in traditional health care settings. In addition to many low-income, homeless, at risk of homelessness, or otherwise marginalized patients, the Borum assists a number of youth who are affected by illness, abuse, addiction, discrimination, and violence. Patients have access to a full range of primary medical and behavioral health services as well as basic needs services, case management, and assistance with enrolling in an affordable insurance plan. All Borum staff are trained and equipped to respond to the complex behavioral health needs of LGBTQ homeless youth, and the Borum serves as a safe place for young people to receive care from considerate and culturally competent providers.

Population(s) Served
LGBTQ people
Homeless people

Fenway Health specializes in providing barrier-free access to HIV/AIDS care and services to those most vulnerable and at highest risk for HIV/AIDS. Fenway Health was the first medical provider in New England to diagnose and treat HIV/AIDS. Today, it is the largest non- hospital provider of comprehensive HIV/AIDS services in the region, and one of few in the nation to emphasize the LGBT community. In FY18, Fenway Health cared for 2,261 people living with HIV/AIDS (PLWH/A) and administered 18,500 HIV antibody tests. Beyond standard antibody testing, Fenway Health offers state of the art Generation 4 testing that is able to identify an antigen presence as soon as 14 days after exposure to HIV, an advantageous window period that can dramatically improve treatment outcomes. Additionally, 100% of patients who test positive are triaged into our care and services, including on- site pharmacy services. In FY18, Fenway Health provided nearly $1,600,000 in free and discounted medication, including delivery services for homebound patients. Fenway Health pharmacies fill 500-550 prescriptions daily, many of which go to PLWH/A who may not be able to obtain or afford HIV/AIDS treatment otherwise. In continuing our commitment to the most high-risk and vulnerable populations, people of color now comprise nearly 29% of our HIV patient population. Furthermore, a growing percentage of our HIV patients are over age 50, emphasizing the importance of incorporating the concerns of aging into HIV care.

Population(s) Served
Economically disadvantaged people
LGBTQ people

The Behavioral Health Department is a fundamental part of Fenway Health's primary care model. It offers individual, group, couples, and family therapy; psychiatric consultation; substance abuse services; medical social work; daily acupuncture, and substance use disorder services including alcohol and drug detox, counseling, and relapse prevention. Masters-level therapists as well as psychiatrists are equipped to meet the specific, individual needs of patients — particularly patients living with HIV, coming out, seeking transgender affirming healthcare, grieving the death of a partner, or experiencing anxiety and depression. As a NCQA PRIME Patient-Centered Medical Home (PCMH), Fenway Health’s behavioral health staff are also integrated into primary care and offer services to patients as part of a standard medical visit. The Behavioral Health department’s myriad services and programs seek to care for the whole person — both body and mind. In FY18, the department saw 4,200 patients who made 36,400 visits.      
Within Fenway’s behavioral health services is the Violence Recovery Program (VRP). Founded in 1986, the VRP provides counseling, support groups, survivor advocacy, and outreach services to LGBT survivors of intimate partner violence, sexual assault, hate crimes, and police misconduct. Most importantly, the VRP ensures that LGBT victims of violence are treated with sensitivity and respect. In FY18, 230 survivors of bias crimes, domestic violence, sexual assault, and police misconduct were helped by the VRP.

Population(s) Served
LGBTQ people

The Fenway Institute (TFI) is an interdisciplinary center for research, training, education, and policy development focusing on national and international LGBT health issues. As the research arm of Fenway Health, its mission is to ensure access to high-quality, culturally competent medical and behavioral healthcare for traditionally underserved communities, particularly lesbian, gay, bisexual, and transgender (LGBT) people and those affected by HIV/AIDS. Distinguished faculty chairs include Alex S. Keuroghlian, MD, Director of Education and Training Programs, Sean Cahill, Ph.D., Director of Health Policy Research, and co-chairs Jenny Potter, MD, Director of the Center for Population Research in LGBT Health, and Kenneth Mayer, MD, Medical Research Director. Located within TFI are the LGBT Population Health Program, the National LGBT Health Education Center, the National Center for Innovation in HIV Care, the LGBT Aging Project, and the Transgender Health Conference. TFI fulfills its mission by conducting innovative research and developing education and training programs grounded in LGBT advocacy. TFI acts as a catalyst for change through providing educational programs, resources, and consultation to healthcare organizations with the goal of optimizing effective healthcare for LGBT people and mitigating health disparities.

Population(s) Served
LGBTQ people
People with HIV/AIDS

Where we work


Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Ambulatory Care Accreditation 2012

Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Ambulatory Care Accreditation 2015

Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Behavioral Health Care Accreditation 2012

Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Behavioral Health Care Accreditation 2015

Federally Qualified Health Centers (FQHC) 2018

Federally Qualified Health Centers (FQHC) 2015

Federally Qualified Health Centers (FQHC) 2012


Affiliations & memberships

AFP (Association of Fundraising Professionals) 2013

National Association of Community Health Centers (NACHC) 2014

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Fenway’s most recent Strategic Plan from 2012 set 5-year goals for Clinical Services (focusing on the areas of quality, innovation, training, growth) and The Fenway Institute. 
Goals for Clinical Services:
The ultimate goal of Fenway Health, as stated by our mission, is to enhance the wellbeing of the lesbian, gay, bisexual, and transgender communities and all people in our neighborhoods and beyond through access to the highest quality health care, education, research, and policy.
1) Quality Goal 1: We will strive to provide care at Fenway that follows the principles defined by the Institute of Medicine.
2) Quality Goal 2: We will establish quality metrics to sustain and improve quality outcomes.
1) Innovation Goal 1: We will create the Patient Centered Medical Home (PCMH) model of care. Clinical services will be integrated and team-based and will include ancillary services to provide comprehensive care including behavioral health, pediatric, adolescent and senior care, dental, optometry, nurse case management, psychosocial case management, and other programs.
2) Innovation Goal 2: We will use advanced clinical information technologies to integrate patient care between all Fenway departments and affiliates to serve our patients at the highest level of quality.
3) Innovation Goal 3: We will continue to strengthen the integration with The Fenway Institute and collaborate with other academic institutions to research more effective ways to care for patients.
1) Training Goal 1: Fenway’s clinical departments will sustain, and increase, their commitment to educate and train other health care providers in culturally diverse LGBT care.
2) Training Goal 2: Current academic relationships will be maintained and new opportunities will be developed for graduate internships within Behavioral Health, residency medical programs, graduate RN/NP programs, and dental students.
1) Growth Goal 1: We will continue to grow our current services including dentistry, optometry, pharmacy, Women’s Health, and LGBT primary and behavioral health care.
2) Growth Goal 2: We will broaden the scope of care that we provide to develop a PCMH.
Goals for The Fenway Institute (TFI):
The overall goal for TFI is to be regarded as one of the top LGBT health research, training, education, and policy organizations in the world. TFI has developed the following strategic goals with this in mind:
     Research and Evaluation:
1. Build efforts in health services research, program evaluation, and global LGBT health. To accomplish this, we will recruit additional faculty and expand our collaborations to continue to grow our research and evaluation efforts.
2. Develop research on the health priorities on transgender people and sexual minority women.
     Professional Development &Training:
1. Further establish a primary care residency program focused on HIV/AIDS and LGBT health, develop a pool of trained clinicians available to provide on-site training in LGBT health and cross-cultural competence, and expand upon the Population Center’s Summer Institute. We will accomplish this by recruiting faculty and expanding our collaborations to continue to grow our professional development and training efforts.
2. Become a leader in providing training for providers in transgender health care.
     Community Education Programs:
1. Broaden our audience for TFI’s programming to include all members of the LGBT community, and be more national in scope. We will develop strategies for program development based on a matrix of target populations, methods, desired outcomes, and conceptual frames for planning.
     Health Policy Research & Advocacy:
1. Maintain a mission-driven policy advocacy plan which is based on our research.
2. Clarify internal decision-making and organizational relationships to ensure that policy goals are consistent across TFI/Fenway Health.
3. Produce high-quality, data-based publications to support our policy work.
4. Exert a positive influence on global standards of care for LGBT people.

Our strategies align with the goals described above.Quality1a) Continually monitor clinical dashboards on the board and staff level.1b) Measure access to timely care and continually assess and implement potential actions for improvement.1c) Prioritize customer service by developing quality improvement goals and annual plans that specifically measure patient satisfaction and solicit patient feedback. Use data gathered to identify quality improvement initiatives and continuous staff training.1d) Maintain Joint Commission Accreditation. The Borum will achieve Joint Commission Accreditation through QI initiatives.1e) Policies and procedures will continually be reviewed, revised, and created as new areas are identified.1f) Quality Council and Clinical Committee will continue as effective working groups within the health center with representation from all clinical services and TFI.1g) Meet the “Meaningful use” objectives set by federal regulation for our EMR.1h) Apply Lean Principles to management training throughout the organization.1i) Commitment to the professional training of our staff via consistent training plans that include in-service training series, seminars, forums, and rounds as well as participation in external training opportunities as a high priority.1j) Achieve NCQA (National Committee of Quality Assurance) Recognition as a PCMH (Patient Centered Medical Home).2a) Assess the need for new or revised measures; expand our dashboard to measure clinical quality and clinical outcomes in all areas of clinical services.Innovation1a) Continue to assess the feasibility of bringing additional clinical and support services on-site to better integrate care, lower costs, and ensure quality.1b) Evaluate and make strategic decision regarding Fenway’s role within Accountable Care Organizations.1c) Evaluate the feasibility of adding new programs to reach seniors and youth such as home visits, day care, and drop in centers.2a) Implement a new Practice Management system.2b) Implement electronic billing.2c) Meet the “Meaningful Use” objectives set by federal regulation for our EMR through upgrades.Training1a) Seek funding to support our clinical providers to respond to requests from outside organizations to provide workshops, seminars, and trainings off-site at other institutions or at conferences and events.1b) Provide internal training support for our providers as “train the trainers.”2a) Continue to support our affiliation with HHS/HRSA funded BIDMC Primary Care Fenway Track – the first LGBT focused residency training program in the country.2b) Continue to work with local graduate schools of social work, psychology, and counseling to place Master’s and Doctoral level graduate interns at Fenway.2c) Continue our relationship with dental schools such as Boston University and the Lutheran Medical Center.Growth1a) Grow wisely and smartly, adding appropriate support staff when required.1b) Develop a model of optimal practice support so that we can anticipate staffing needs and keep pace with our growth.1c) Continue to support the growth of our pharmacy services recognizing the overall impact on Fenway’s financial health.1d) Seek opportunities to expand to new sites and new neighborhoods to provide clinical services that best fulfill our mission to serve LGBT communities and those at high risk of HIV infection.1e) Expand services and potentially seek new sites to provide services to youth through the Borum.1f) Expand at our current sites, specifically the build out of the 6th floor for expanded dentistry and the 4th floor at 1340 for primary care. Pursue the potential for new and additional rental space at 142 Berkeley.2a) Expand our Women’s health care, through mammography, ultrasound, and OB.2b) Develop appropriate clinical services and possible new locations to reach seniors.2c) Advocate for improved Transgender services including policy for improved surgical services, pediatric transgender care, and integration of behavioral health.

Fenway Health’s clinical successes over the last twelve years have placed the organization in a very advantageous position. The preceding growth has created a favorable environment that now allows us to focus on resource allocation, further staff training, and exploration of new opportunities as they present themselves. Our clinical staff is mission driven, well-trained, and experienced. A low staff turnover rate allows for incremental skill-building and continuous improvement, both in quality of care and in levels of customer service. The presence of a well-established electronic medical record (EMR) and other health information technologies translates into greater patient safety and communication enhancements. The ability to serve patients at three clinical sites affords Fenway the opportunity to reach more communities than ever. Having on-site pharmacy and lab services is a convenience to patients and providers that also allows us to provide life-saving medication and diagnostic testing to the neediest members of our community. Expanded access of clinical services—including evening and weekend hours and a focus on same-day appointment availability—means more patients are able to get the appointment that they want when they want it. Finally, Fenway’s contractual alignment with the Beth Israel Deaconess Provider Organization (BIDPO) has resulted in more favorable reimbursement rates for care involving commercially insured patients. These clinical strengths have helped to boost Fenway Health’s clinical reputation as a leader in LGBT health and HIV care. Additionally, The Fenway Institute (TFI) has strong administrative and scientific leadership, an enthusiastic, diverse, and committed staff, an ability to develop sophisticated grant proposals, and the capability to implement complex projects. The Fenway Institute is made up of a multidisciplinary team with a can-do attitude, who can be nimble and flexible enough to take advantage of opportunities that are both planned and unforeseen. Our close relationship with the clinical departments is a key asset in our work. We value and provide strong mentorship of the next generation of researchers, health professionals, and advocates. We have recently expanded our program evaluation capacity. TFI also has the ability to translate research into clinical training and community education quite seamlessly. We produce and disseminate high quality, cutting edge texts, papers, and other products, We have a strong compliance program and our own IRB, which closely monitors our research work and ensures it is of the highest quality. We have an existing national and international presence. TFI has a reputation for doing high quality work and has developed unique research capacities, especially around HIV prevention and LGBT health research. Students seek opportunities to train with us as they develop into LGBT and HIV researchers, clinicians, and advocates.

Examples of recent accomplishments include: 1) Expansion of Women’s health care, through the addition of mammography, ultrasound, and OB services (Growth Goal 2); 2) Recognition in 2014 as an NCQA Level 3 PCMH (Quality Goal One); 3) Maintained Joint Commission accreditation (Quality Goal One); 4) Implemented a new Practice Management System (Innovation Goal Two); 5) Relocation of the Borum to a larger site (Growth Goal One); 6) Expansion of 142 Berkeley (Fenway: South End) (Growth Goal One); 7) Built out the 6th floor for expanded dentistry and the 4th floor at 1340 for primary care (Growth Goal One); 8) Strategic partnerships with the AIDS Action Committee and the LGBT Aging Project. 9. Recognition in 2016 of NCQA PRIME PCMH for Fenway: South End 10. Recognition in 2017 of NCQA PRIME PCMH certification for Fenway Health 11. Official merger of AIDS Action Committee with Fenway Health, the former now operating as Fenway Health's public health division.


Fenway Community Health Center, Inc.

Unlock financial insights by subscribing to our monthly plan.


Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more about GuideStar Pro.


The people, governance practices, and partners that make the organization tick.


Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.


Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Fenway Community Health Center, Inc.

Board of directors
as of 04/04/2024
SOURCE: Self-reported by organization
Board chair

Scott Walker

MFS Investment Management

Harold duFour-Anderson, M.Ed, LADC I

Beacon Health Options

Diane Tucker

Boston University

Scott Walker, CFA

MFS Investment Management

Benjamin Davis, MD

Massachusetts General Hospital

David Davis, RN

Boston Children's Hospital

Colin Gibbons, MHA

Philips Healthcare

Vincent Smith, MD, MPH

Boston Medical Center

Jennifer Chrisler

Hampshire College

Julian Serrao

SDI Communications

Allen Gove, MBA


Kat Delos Reyes

Burns & Levinson LLP

Brandon Greer


Madge Kaplan

Mark A. Merante

Commonwealth of Massachusetts

Mai-Khoi Nguyen-Thanh

Securities and Exchange Commission

Tej Ntuhulaganti

Clinton Health Access Initiative

Jennifer Petter

Arrakis Therapeutics

Mike Yepes

Bridgespan Group

Cris Yordan

Safety Partners

Organizational demographics

SOURCE: Self-reported; last updated 4/4/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Gender identity
Female, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


No data