Youth Development

Healthy Teen Network

Baltimore, MD


Healthy Teen Network envisions a world where all adolescents and young adults lead healthy and fulfilling lives. Founded in 1979, we promote better outcomes for adolescents and young adults by advancing social change, cultivating innovation, and strengthening youth-supporting professionals and organizations.

Ruling Year


Acting President and CEO

Janet Max MPH, CHES

Main Address

1501 Saint Paul Street Suite 114

Baltimore, MD 21202 USA

Formerly Known As



teens, health, sexual, reproductive, pregnancy, teen parenting, adolescent, young adult, sexual health education, sex education





Cause Area (NTEE Code)

Alliance/Advocacy Organizations (O01)

Reproductive Health Care Facilities and Allied Services (E40)

Reproductive Rights (R61)

IRS Filing Requirement

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

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Social Media


Programs + Results

What we aim to solve

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Our programs

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

SOURCE: Self-reported by organization

Center for Evidence & Innovation

Where we work

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

The Healthy Teen Network 2013-2016 Strategic Plan is a result of conversations with adolescent, reproductive health, and social justice professionals, state leaders, researchers, funders, and high level officials—in other words, some of the field’s best thinkers.

The plan is comprehensive, forward-thinking, and based in reality. It challenges our thinking and approaches, presents a Youth 360° frame for holistic health promotion, and uses data to support evidence-based approaches and new, research-based innovative approaches, to achieve better outcomes for all youth.

Our Goals
1. We will achieve better outcomes for youth across diverse populations by promoting the Youth 360° holistic health promotion frame, incorporating social determinants of health and building collaboration.
2. We will increase our impact by supporting evidence-based and innovative approaches, and by prioritizing populations of focus to address health disparities and social determinants.
3. We are steadfast in our capacity-building mission, and we continues to strengthen our internal sustainability through improved structure and function, as well as promoting new methods of support for the field and organizational capacity building.

Our strategic plan is not only a sustainability map for our organization and our youth-serving professional members; it is also evidence of our commitment as an organization to the process of assessment and implementation of evidence-based best practices and strategies.

Our three goals, illustrated in the 3 overlapping circles below, provide strategies for moving ever closer to our Vision:

Strategies for Goal 1, Promote the Holistic Youth 360 Frame:
Strategies include promoting the social-ecological health promotion theoretical approach throughout our communications, education and outreach, and public policy work; and integrating social determinants into our work. Social determinants of focus include, but are not limited to, access to education, economic, and job opportunities; access to healthcare; and social norms and culture.

Strategies for Goal 2, Increase Our Impact:
Strategies include creating research-based and evidence-based resources, expanding our research and evaluation activities and resources, developing resources and services related to our populations of interest. Populations of interest for Healthy Teen Network during this four-year period include, but are not limited to, pregnant and parenting teens, Latino youth, young men, system-involved youth (e.g., child welfare, juvenile justice, homeless assistance), and parents and adult caregivers of teens.

Strategies for Goal 2, Build Sustainability:
Strategies include expanding revenue streams, implementing alternative business models, increasing efficiency, establishing staff development and management structures, developing succession plans, and improving impact of our efforts.

Our capabilities are best explained through the ways in which we serve our members and the field of adolescent health professionals and organizations. We build the capacity of professionals and organizations through 5 interrelated strategies.

1. Networking and Dissemination: We pride ourselves on supplying the adolescent and young adult health community with relevant and timely resources, research, and support to help professionals effectively reach youth.

2. Research and Evaluation: Through research/program evaluation, we lead the way in promoting evidence-based approaches, programs, and policy, building knowledge on relevant issues and shining a light on innovative programs and services.

3. Capacity-Building Assistance: We provide a wide range of skills-building, interactive capacity-building assistance—such as professional development, trainings, customized technical assistance, coaching—with high impact results for local, state, and regional organizations to improve program, organizational, and community outcomes.

4. Organizational Capacity Building: As the national convener of state and local adolescent and young adult health organizations, such as the Healthy Teen Leadership Alliance, we understand the importance of and contribute to strengthening organizational sustainability, leadership development, and building coalition capacity to improve a broad array of health and well-being outcomes among youth.

5. Public Policy: We monitor youth-related policy and advocate for policy advancements supporting adolescent and young adult health, well-being, and parenting at state, local, and national levels.

We provide a wide range of services and resources, using varied methods of outreach, education, advocacy, and networking, to implement these strategies, or capabilities:
*Annual National Conference
*Training, Presentations, Technical Assistance (TA), and Other Services
*Healthy Teen Leadership Alliance
*Resources and Tools
*Public Policy Platform and Alerts
*Weekly Egram Newsletter
*Monthly Spotlight Newsletter
*Under the Currents Blog
*Social Media Networking and Dissemination

These extensive services and activities build capacity in the field at-large and incorporate our commitment to evidence-based approaches and the Youth 360° frame for holistic health promotion.

Indicators for Goal 1, Promote a Holistic Frame:
*We will build the capacity of youth-supporting organizations and individuals to adopt and sustain the holistic Youth 360 social-ecological health promotion frame, integrating social determinants to better address the sexual, reproductive, and parenting needs of all youth.
*We will increase our capacity, and the capacity of the field, to build partnerships and collaborate with organizations and agencies outside of the field of adolescent sexual and reproductive health.
*We will increase youth access to supports and services that contribute to youth sexual and reproductive health and well-being.
*We will increase federal support for pregnant and parenting teens.

Indicators for Goal 2, Increase Our Impact:
*We will build the capacity of youth-serving organizations and individuals to implement research based approaches, as well as evidence-based interventions, for adolescent sexual and reproductive health initiatives.
*We will increase its capacity to provide evaluation and research supporting the development of innovative programs, prioritizing programs for our populations of interest.
*We will build the capacity of youth-serving organizations and individuals to address health disparities and serve our populations of interest.
*We will secure regular federal funding streams to support the development, implementation, and monitoring of research- based and innovative approaches to adolescent sexual and reproductive health.

Indicators for Goal 3, Build Sustainability:
*We will become an Entrepreneurial Non-Profit agency, that is, a nonprofit that seeks to match its core competencies with marketplace opportunities in order to simultaneously generate more earned income and expand its social impact.
*We will improve organizational efficiency and profitability.
*We will develop and implement an organizational communications plan, so marketing and communications efforts across departments are coordinated, strategic, and continuously reviewed for effectiveness and efficiency.
*We will build and maintain a consistent brand, improving accessibility, sharing, and impact of Healthy Teen Network resources and services.
*We will increase capacity to provide capacity-building assistance to the field, in the form of training, technical assistance, tools, and resources.
*We will develop and implement an organizational evaluation plan, including continuous quality improvement, to assess the effectiveness and impact of Healthy Teen Network activities.
*We will have increased influence on the development, implementation, and monitoring of national-level public policy in an expanded set of issue areas of importance to youth.

Progress on our strategic plan goals and objectives is documented each year, in our annual report. Annual reports are available on our website:

External Reviews


Healthy Teen Network

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

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?