GMHC-CALLEN-LORDE, from p.12
The merger could bring signifi cant changes
to the two organizations, including potential
job losses and a rebranded name. Louie told
employees it is “too early to tell” whether to expect
employment shakeups and noted that the
name of any new organization would seek to
honor “the legacy” of both GMHC and Callen-
Lorde.
In a joint written statement provided to Gay
City News, both organizations explained how
they envision the partnership improving services
for clients.
“Integrating Callen-Lorde’s healthcare services
with the social services GMHC provides
would help meet our communities’ needs more
comprehensively,” spokespeople for both organizations
noted. “By sharing our resources,
we believe that both organizations could be
stronger and more effective — in the care of
our communities, in advocacy work, in fundraising,
and in our efforts to achieve health
justice.”
Callen-Lorde also sent an email to staffers,
according to Louie, but attempts to obtain a
copy of that letter were unsuccessful.
The likelihood of such a partnership coming
to fruition is not clear and won’t be until
discussions advance past preliminary stages.
Both organizations told Gay City News they
have discussed the deal for months and that
DONNA ACETO
Wendy Stark, executive director of the Callen-Lorde Community
Health Center.
they are “now undergoing a due diligence process
to analyze and explore if this partnership
would make sense from a regulatory, fi nancial,
or operational perspective.”
In his email to staffers, Louie said, “If the
fi nancials of a merger don’t work, this discussion
will not continue.”
GMHC’s CEO invoking of “long-term sustainability”
in his email to employees raises
questions about the stability of the non-profi t
moving forward as a stand-alone. GMHC noted
that regardless of whether or not a partnership
is fi nalized, “both organizations are operating
on parallel tracks that do not involve a merger,
understanding that this process is still in the
beginning stages.”
Louie also addressed a series of questions
that could emerge from staffers and others
with an interest in the partnership. Acknowledging
that Callen-Lorde’s staffers are currently
unionized, he stated that it is not yet
clear whether GMHC staffers would then join
Callen-Lorde’s folks in that union, saying,
“that would entirely depend on how a merger
or strategic partnership was structured.”
GMHC’s Consumer Advisory Board, which
advocates for clients at the organization, met
with Louie to discuss the proposal and the
potential impact on clients, but details of that
meeting were not disclosed. Louie did, however,
state, “If this merger goes through, our clients
will be able to have direct healthcare access as
existing clients of GMHC.”
Recent years have seen a number of mergers
and other cooperating arrangements between
health-related service providers in New York.
GMHC previously established a strategic partnership
with ACRIA, an HIV research, education,
and prevention organization, while other
joint efforts have been forged between Bailey
House and Housing Works, and two Bronx organizations,
BOOM!Health and Argus Community,
Inc.
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