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CCI HEALTH & WELLNESS SERVICES, A GROUP PRACTICE, EMPOWERS PATIENTS TO PARTNER WITH STAFF FOR AN UNPARALLELED HEALTHCARE EXPERIENCE. THROUGH INTEGRATED TEAMS IN A LEARNING ENVIRONMENT, WE DELIVER HIGH QUALITY, AFFORDABLE CARE TO EVERY PATIENT DURING ALL STAGES OF LIFE.
Source: IRS Form 990 (Tax Year 2025)
Source: IRS e-Filed Form 990 (from the IRS e-File system), Tax Year 2024
Total Revenue
▼$55M
Program Spending
78%
of total expenses go to program services
Total Contributions
$21.3M
Total Expenses
▼$53.1M
Total Assets
$52.3M
Total Liabilities
▼$22.2M
Net Assets
$30.1M
Officer Compensation
→$1.8M
Other Salaries
$26.6M
Investment Income
$443.4K
Fundraising
▼N/A
Source: USAspending.gov · Searched by organization name
Total Federal Funding (partial)
$1.1B
Awards Found
100+
Additional awards may exist. View all on USAspending.gov →
Department of Health and Human Services
$14.8M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$11.5M
ARRA - FACILITY INVESTMENT PROGRAM
Department of Health and Human Services
$10.1M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$9.8M
COLUMBUS NCI COMMUNITY ONCOLOGY RESEARCH PROGRAM (NCORP)
Department of Health and Human Services
$9.5M
RYAN WHITE PART C OUTPATIENT EIS PROGRAM
Department of Health and Human Services
$7.9M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$7.9M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$7.7M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$7.1M
HEALTH CENTER CONTROLLED NETWORK
Department of Health and Human Services
$7.1M
CCI HEALTH & WELLNESS SERVICES' COMPREHENSIVE TITLE X FAMILY PLANNING PROGRAM
Department of Health and Human Services
$5.8M
RYAN WHITE PART C OUTPATIENT EIS PROGRAM
Department of Health and Human Services
$5.6M
CCI TITLE X FAMILY PLANNING SERVICES PROGRAM - CCI HEALTH SERVICES (CCI) REQUESTS FUNDING FROM THE DEPARTMENT OF HEALTH & HUMAN SERVICES – OFFICE OF POPULATION AFFAIRS TO SUPPORT ITS TITLE X FAMILY PLANNING PROGRAM. CCI IS A FEDERALLY QUALIFIED HEALTH CENTER THAT PROVIDES AFFORDABLE AND COMPREHENSIVE HEALTH SERVICES TO 60,000 COMMUNITY MEMBERS IN MONTGOMERY COUNTY AND PRINCE GEORGE’S COUNTY, MARYLAND ANNUALLY. ACCORDING TO THE GUTTMACHER INSTITUTE, APPROXIMATELY 95,000 WOMEN IN MONTGOMERY AND PRINCE GEORGE’S COUNTIES LIKELY NEED PUBLIC SUPPORT FOR CONTRACEPTIVE SERVICES AND SUPPLIES. IN 2020, 82.6% OF CCI FAMILY PLANNING USERS WERE HISPANIC/LATINX AND 10.4% WERE BLACK/AFRICAN AMERICAN. A STUDY BASED ON THE NATIONAL SURVEY OF FAMILY GROWTH NOTED THAT 63.0% OF BLACK WOMEN AND 48.0% OF HISPANIC WOMEN HAD UNINTENDED PREGNANCIES. MINORITY ADOLESCENT WOMEN EXPERIENCE DISPROPORTIONATE RATES OF UNINTENDED PREGNANCY. IN 2019, THERE WERE 2,609 TEEN BIRTHS AMONG GIRLS AGES 15 TO 19 IN THE STATE OF MARYLAND. OF TEEN BIRTHS IN THE STATE, 37.6% WERE AMONG BLACK GIRLS AND 33.7% WERE AMONG HISPANIC GIRLS. LIMITED ACCESS TO CONTRACEPTION HAS ALSO CONTRIBUTED TO RISING HIV/STI RATES. IN 2019, MONTGOMERY COUNTY HAD THE THIRD HIGHEST NUMBER OF NEW HIV INFECTIONS IN THE STATE AND RANKED FOURTH IN THE STATE FOR THE GREATEST NUMBER OF PEOPLE LIVING WITH DIAGNOSED HIV. PRINCE GEORGE’S COUNTY HAD THE SECOND HIGHEST RATE OF NEW HIV INFECTIONS IN THE STATE. IN 2009, CCI ESTABLISHED ITS FAMILY PLANNING PROGRAM AT ITS GREENBELT HEALTH CENTER IN PRINCE GEORGE’S COUNTY. IN 2014, CCI BEGAN CONTRACTING WITH MDH, WHICH FUNDED THE EXPANSION OF TITLE X FAMILY PLANNING SERVICES AT CCI. IN 2015, CCI EXPANDED AND FULLY INTEGRATED THE TITLE X FAMILY PROGRAM AT ALL PRIMARY CARE LOCATIONS. CCI’S FAMILY PLANNING PROGRAM GREW EXPONENTIALLY OVER THE NEXT THREE YEARS. IN 2018, CCI BECAME A FEDERAL TITLE X FAMILY PLANNING GRANTEE. WITH THE ADDED RESOURCES, CCI CONTINUED TO GROW THE PROGRAM. DESPITE THE PANDEMIC, CCI’S TITLE X FAMILY PLANNING PROGRAM SERVED 7,380 PATIENTS THROUGH 15,841 ENCOUNTERS IN 2020. THIS REPRESENTS A 6.7% INCREASE IN FAMILY PLANNING USERS AND A 13.4% INCREASE IN FAMILY PLANNING ENCOUNTERS FROM 2019 TO 2020. CCI HAS EXPERIENCED A 57.2% INCREASE IN PATIENT ENCOUNTERS OVER THE PAST THREE YEARS. TITLE X FAMILY PLANNING FUNDING WILL POSITION CCI TO CONTINUE INCREASING COMMUNITY AWARENESS AND PROVISION OF FAMILY PLANNING SERVICES. CCI WILL HIRE 1.0 FTE PROVIDER, LAUNCH A COMPREHENSIVE MARKETING AND OUTREACH CAMPAIGN, AND INTRODUCE A HEALTH EDUCATOR PROGRAM TO ENSURE THAT PATIENTS ARE KNOWLEDGEABLE ABOUT REPRODUCTIVE HEALTH TOPICS AND ARE POSITIONED TO MEET THEIR FAMILY PLANNING GOALS.
Department of Health and Human Services
$5.2M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$4.9M
COLUMBUS COMMUNITY CLINICAL ONCOLOGY PROGRAM
Department of Health and Human Services
$4.8M
AMERICAN RESCUE PLAN ACT FUNDING FOR LOOK-ALIKES
Department of Health and Human Services
$4.5M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$4.4M
HEALTH CENTER CONTROLLED NETWORKS
Department of Health and Human Services
$4M
SHASTA COUNTY CCBHC TO SERVE RURAL RESIDENTS WITH SMI, SED, SUD, AND COD - PROJECT SUMMARY: HILL COUNTRY IS A MULTI-SERVICE, NON-PROFIT COMMUNITY HEALTH CENTER WITH FEDERALLY QUALIFIED HEALTH CENTER (FQHC) OPERATING IN RURAL, MOUNTAINOUS, NORTHERN CALIFORNIA. WE ARE APPLYING FOR CCBHC-PDI FUNDING FOR OUR SITE IN REDDING, AS THERE IS GREATER DEMAND FOR ACUTE BEHAVIORAL HEALTHCARE CARE IN SHASTA COUNTY THAN CAN BE PROVIDED BY EXISTING RESOURCES. THIS SERVICE GAP CAN BE REDUCED, THROUGH EXPANSION OF SERVICES, INCLUDING ACCESS TO 24-HOUR CRISIS INTERVENTION, AND ACCESS TO TIMELY ASSESSMENT, FOR LOW-INCOME AND UNINSURED ADULTS AND CHILDREN WITH SERIOUS MH AND SUD CONDITIONS. GEOGRAPHIC CATCHMENT AREA: SHASTA COUNTY, CALIFORNIA, NORTH OF THE SACRAMENTO VALLEY PROJECT NAME: SHASTA COUNTY CCBHC TO SERVE RURAL RESIDENTS WITH SMI, SED, SUD, AND COD POPULATIONS TO BE SERVED: LOW-INCOME AND UNINSURED ADULTS AND CHILDREN OF SHASTA COUNTY WITH A BEHAVIORAL HEALTH DIAGNOSIS, WITH EMPHASIS ON THOSE WITH SMI, SED, SUD, AND COD. NUMBER TO BE SERVED: YEAR 1: 150; YEAR 2: 175; YEAR 3: 175 YEAR 4: 200; LIFE OF PROJECT: 700 PROJECT STRATEGIES/INTERVENTIONS: HILL COUNTRY WILL USE SEVERAL OF EVIDENCE-BASED- PRACTICES, INCLUDING COGNITIVE BEHAVIORAL THERAPY, MOTIVATIONAL INTERVIEWING, SEEKING SAFETY, WELLNESS RECOVERY ACTION PLAN, AND MEDICATION ASSISTED TREATMENT (MAT) FOR OPIOID USE DISORDER. ALL SERVICES WILL BE CONDUCTED THROUGH A PATIENT-CENTERED APPROACH, AND BE WILL BE DELIVERED IN A MANNER THAT IS COMPASSIONATE, CULTURALLY SENSITIVE, AND LINGUISTICALLY APPROPRIATE. PROJECT GOALS AND MEASURABLE OBJECTIVES: OUR GOALS INCLUDE: REDUCE SUICIDE RISK AND PREVENT DEATH BY SUICIDE; INCREASE ACCESS TO SUD SERVICES AND PREVENT OVERDOSE DEATHS; INCREASE ACCESS TO MH SERVICES TO THOSE WHO MAY NEED SERVICES ALONG W/ MEDICATION; AND INCREASE ACCESS TO CARE BY IMPROVING AWARENESS OF SERVICES. MEASURABLE OBJECTIVES ARE AS FOLLOWS: (1) EACH YEAR, SCREEN 500 INDIVIDUALS ACROSS ALL DEPARTMENTS, FOR DEPRESSION; (2) EACH YEAR, 100% OF THOSE AT-RISK FOR MAJOR DEPRESSION WILL BE REFERRED TO THE CCBHC FOR TREATMENT; (3) EACH YEAR, SCREEN 100% OF CCBHC PATIENTS FOR SUICIDE RISK; (4) EACH YEAR, 100% OF THOSE AT-RISK FOR SUICIDE OR MAJOR DEPRESSION WILL DEVELOP A CRISIS PLAN; (5) EACH YEAR, 65% OF CCBHC PATIENTS WILL HAVE REDUCED RISK FOR SUICIDE, AND REDUCED RISK- FOR DEPRESSION AS INDICATED BY IMPROVEMENTS IN SCORES BETWEEN ASSESSMENTS; (6) EACH YEAR, 65% OF INDIVIDUALS WHO SCREEN POSITIVE FOR DRUG AND/OR ALCOHOL ISSUES DURING INTAKE, WILL ATTEND THEIR REFERRAL APPOINTMENT; (7) EACH YEAR, 100% OF INDIVIDUALS WHO SCREEN POSITIVE FOR DRUG AND/OR ALCOHOL USE DURING INTAKE, WILL BE REFERRED TO SUD GROUPS; (8) WITHIN 6 MONTHS OF AWARD, WE WILL HIRE A PEER SUPPORT SPECIALIST AND A SUBSTANCE ABUSE COUNSELOR; (9) EACH YEAR, THE CCBHC WILL CONDUCT IN-REACH USING OUR EHR, TO IDENTIFY AND REFER PATIENTS PRESCRIBED PSYCHOTROPIC MEDICATION, BUT ARE NOT ENGAGED IN MH CARE; AND (10) EACH YEAR, WILL REACH 1,000 INDIVIDUALS THROUGH A SOCIAL MEDIA CAMPAIGN TO RAISE AWARENESS OF MH AND SUD SERVICES AT THE CCBHC, PROVIDED REGARDLESS OF ABILITY TO PAY, INSURANCE STATUS, OR ANY OTHER FACTOR, AND WITH A COMMITMENT TO REDUCING TRANSPORTATION AS A BARRIER TO CARE.
Department of Health and Human Services
$3.8M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$3.8M
HEALTH CENTER CONTROLLED NETWORKS
Department of Health and Human Services
$3.7M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$3.1M
NATIVE AMERICAN COMMUNITY CLINIC'S HEPATITIS C, HIV AND SYPHILIS SYNDEMIC PROJECT - NATIVE AMERICAN COMMUNITY CLINIC HIV, HCV, SYPHILIS SYNDEMIC PROJECT ABSTRACT SUMMARY AT NACC, WE WITNESS FIRSTHAND THE INTERSECTING EPIDEMICS OF HIV, HEPATITIS C, AND SYPHILIS WHICH ARE DISPROPORTIONATELY IMPACTING OUR AI/AN RELATIVES. TO ADDRESS THIS SYNDEMIC, OUR PROJECT WILL FOCUS ON THREE MAIN GOALS: EXPANDING STAFFING AND CARE COORDINATION, IMPROVING CLINICAL OPERATIONS AND WORKFLOW, AND STRENGTHENING COMMUNITY ENGAGEMENT AND OUTREACH. WE WILL BUILD UPON OUR CURRENT WORK BY CREATING A DEDICATED SYNDEMIC TEAM TO ENHANCE DOCUMENTATION AND FOLLOW-UP PROTOCOLS, WHILE PROVIDING COMPREHENSIVE WRAPAROUND SUPPORTS. ADDITIONALLY, WE WILL EXPAND HCV AND RAPID SYPHILIS SCREENING AND FORTIFY PARTNERSHIPS WITH COMMUNITY ORGANIZATIONS TO DELIVER TARGETED AND EFFECTIVE HEALTHCARE SERVICES TO THE URBAN AI/AN COMMUNITY.
Department of Health and Human Services
$3M
HEALTH CENTER CONTROLLED NETWORK - ADDRESS: 515 NORTH CABRILLO PARK DRIVE, SUITE 225, SANTA ANA, CA 92701-5003 PROJECT DIRECTOR: MIKE MATULL, HCCN PROJECT MANAGER CONTACT PHONE NUMBERS: VOICE: (714) 352-5990; FAX: (714) 352-5999 E-MAIL ADDRESS: MMATULL@COALITIONOC.ORG WEBSITE ADDRESS: HTTP://COCCC.ORG/ GRANT PROGRAM FUNDS REQUESTED: $500,000 PER YEAR FOR THREE YEARS (TOTALING $1,500,000) TYPE OF APPLICANT: HCCN (H2QCS30256) TOTAL PARTICIPATING HEALTH CENTERS: 11 TOTAL PARTICIPATING HEALTH CENTERS: 10 330-FUNDED FEDERALLY QUALIFIED HEALTH CENTERS (FQHCS), 1 FQHC LOOK-ALIKE TOTAL PARTICIPATING HEALTH CENTER SITES: 47 THE COALITION OF ORANGE COUNTY COMMUNITY HEALTH CENTERS (COCCC), AN ESTABLISHED NETWORK OF 26 INDEPENDENT, 501(C)(3) NON-PROFIT HEALTH CENTER ORGANIZATIONS THROUGHOUT ORANGE COUNTY, CALIFORNIA, HAS BEEN OPERATING A ROBUST HEALTH CENTER CONTROLLED NETWORK (HCCN) SINCE 2016 WITH SUPPORT FROM HRSA. COCCCC IS THE FIDUCIARY INTERMEDIARY OF THE HCCN, WHICH IS GOVERNED AND OPERATED BY THE ORANGE COUNTY PARTNERS IN HEALTH (OCPH). OCPH HCCN STAFF CONDUCT ONGOING NEEDS ASSESSMENTS OF THE 11 PARTICIPATING HEALTH CENTERS (PHCS) AND THEIR COMBINED 47 CLINICAL SITES THAT HAVE SHAPED THE NEEDS OF THIS PROPOSAL. THE HCCN INCLUDES 11 PHCS, OF WHICH 10 ARE 330-FUNDED FEDERALLY QUALIFIED HEALTH CENTERS (FQHCS) AND ONE IS AN FQHC LOOK-ALIKE. THE PHCS HAVE A COMBINED TOTAL OF 47 CLINICAL SITES SERVING DIVERSE POPULATIONS THROUGHOUT ORANGE COUNTY. OCPH AND ITS PHCS HAVE A STRONG TRACK RECORD OF SUCCESSFULLY LEVERAGING HEALTH INFORMATION TECHNOLOGY TO INCREASE VALUE-BASED PATIENT CARE THROUGH ENHANCING THE PATIENT AND PROVIDER EXPERIENCES, ADVANCING INTEROPERABILITY, AND USING DATA TO ENHANCE VALUE. OVERALL, OCPH’S KEY HEALTH IT STRATEGY IS TO USE TECHNOLOGY TO PLACE PERTINENT PATIENT DATA AT THE DISPOSAL OF THE CAREGIVERS AND PATIENTS. HEALTH IT ALSO ALLOWS FOR THE INTEGRATION OF NON-MEDICAL COMPONENTS SUCH AS COMMUNITY SERVICES AND BEHAVIORAL HEALTH RESOURCES TO BETTER ADDRESS THE HOLISTIC NEEDS OF THE PATIENT AT OCPH PHCS. HOWEVER, THE COVID-19 PANDEMIC HAS RESULTED IN SIGNIFICANT CHALLENGES FOR PHCS WHILE ALSO CATALYZING NEW OPPORTUNITIES TO EXPAND UTILIZATION AND OPTIMIZATION OF DIGITAL HEALTH TOOLS FOR PATIENTS AND PROVIDERS ALIKE, MAKING THE WORK OF THE HCCN MORE IMPORTANT THAN EVER. AS THE RECIPIENT OF HCCN FUNDING SINCE 2016, COCCC AND OCPH ARE POISED TO CONTINUE TO IDENTIFY AND ADDRESS THE INDIVIDUAL NEEDS OF EACH PHC IN THE COVID-19 ERA TO INCREASE VALUE-BASED HEALTHCARE BY ENHANCING PATIENT AND PROVIDER EXPERIENCES, ADVANCING INTEROPERABILITY, AND USING DATA TO ENHANCE VALUE. THE PHCS ARE ACCUSTOMED TO COLLABORATING WITH COCCN AND THE OCPH HCCN TO SHARE BEST PRACTICES TO ACHIEVE COMMON GOALS. OCPH AND ITS COLLABORATING PARTNERS WILL WORK DILIGENTLY WITH ITS PARTICIPATING HEALTH CENTERS TO IMPROVE THE QUALITY OF HEALTHCARE PROVIDED TO MORE THAN 125,000 OF THE MOST VULNERABLE AND MEDICALLY UNDERSERVED RESIDENTS OF ORANGE COUNTY, CALIFORNIA.
Department of Health and Human Services
$2.7M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$2.7M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$2.6M
HILL COUNTRY COMMUNITY CLINIC EXPANSION OF MAT SERVICES FOR INDIVIDUALS WITH OPIOID USE DISORDER IN SHASTA COUNTY - HILL COUNTRY COMMUNITY CLINIC (HILL COUNTRY) IS NON-PROFIT COMMUNITY HEALTH CENTER WITH FEDERALLY QUALIFIED HEALTH CENTER (FQHC) DESIGNATION, OPERATING THREE CLINIC SITES, A COUNSELING CENTER, AND A MOBILE CRISIS OUTREACH VAN IN RURAL SHASTA COUNTY, A MOUNTAINOUS REGION OF NORTHERN CALIFORNIA. IN ORDER TO MAXIMIZE ACCESS ACROSS THE COUNTY, OUR MEDICATION-ASSISTED TREATMENT (MAT) PROGRAM, WHICH INCLUDES FDA-APPROVED MEDICATION AND COMPREHENSIVE PSYCHOSOCIAL CARE, ARE PROVIDED AT TWO CLINIC SITES. ONE IN REDDING, AT 1401 GOLD STREET IN CENTRAL WESTERN SHASTA COUNTY, AND THE OTHER IN ROUND MOUNTAIN, AT 29632 HWY 299 E IN CENTRAL SHASTA COUNTY. THE POPULATION OF FOCUS FOR OUR MAT PROGRAM INCLUDES LOW-INCOME, UNINSURED, AND UNDER-INSURED RESIDENTS OF SHASTA COUNTY WHO HAVE AN OPIOID USE DISORDER (OUD) DIAGNOSIS, ARE JUSTICE-INVOLVED WITH OUD, AND/OR THOSE WITH CO-OCCURRING MENTAL HEALTH AND OUD. OUR GEOGRAPHIC CATCHMENT AREA COVERS ALL OF RURAL SHASTA COUNTY, WHICH HAS A POPULATION OF ABOUT 180,000 PEOPLE. DATA PUBLISHED BY THE CALIFORNIA DEPARTMENT OF PUBLIC HEALTH (CDPH) AND THE CONTROLLED SUBSTANCE UTILIZATION REVIEW AND EVALUATION SYSTEM (CURES) DATABASE EXAMINING RATES OF OPIOID USE, MISUSE, OVERDOSE, DEATHS, BABIES BORN OPIOID-EXPOSED, AND NUMBER OF PRESCRIPTIONS WRITTEN, INDICATE THAT SHASTA COUNTY EXPERIENCE SIGNIFICANT DISPARITIES, WHEN COMPARED WITH CALIFORNIA DATA. AS SUCH, HILL COUNTRY’S MAT PROGRAM IS CRITICAL TO REDUCE GAPS IN OPIOID TREATMENT, TO INCREASE ACCESS TO MAT SERVICES, AND TO IMPROVE OUR CAPACITY TO TREAT THOSE WITH OUD CURRENTLY UNSERVED AND/OR NOT YET IDENTIFIED. WE SEEK TO SERVE 375 UNDUPLICATED INDIVIDUALS. THE FOLLOWING PROJECT GOALS AND OBJECTIVES ARE DIRECTLY ALIGNED WITH THE NEED IN SHASTA COUNTY. GOAL 1: TO INCREASE AWARENESS OF MAT SERVICES AVAILABLE IN SHASTA COUNTY. OBJECTIVE 1: CONDUCT TARGETED OUTREACH TO OBTAIN A COMMITMENT TO TREATMENT FROM 150 INDIVIDUALS EACH YEAR; OF THESE, 50% WILL ATTEND THEIR FIRST MAT APPOINTMENT. OBJECTIVE 2: PARTICIPATE IN COMMUNITY LEADERSHIP AND/OR COALITION GROUPS MONTHLY. OBJECTIVE 3: DEVELOP A RESOURCE GUIDE FOR PRINT AND ELECTRONIC DISSEMINATION, HIGHLIGHTING AVAILABLE OUD SERVICES AND TREATMENT IN THE COUNTY; DISTRIBUTE 20,000 RESOURCE GUIDES. GOAL 2: TO INCREASE ACCESS OF MAT SERVICES TO INDIVIDUALS WITH OUD IN SHASTA COUNTY. OBJECTIVE 4: 100% OF MAT CLIENTS WILL BE GIVEN THE OPTION OF RECEIVING ONGOING COUNSELING AND CASE MANAGEMENT VISITS VIA TELEHEALTH OR TELEPHONE. OBJECTIVE 5: DEPLOY THE MOBILE UNIT MONTHLY TO RURAL AREAS OF THE COUNTY TO SERVE MAT CLIENTS. GOAL 3: TO INCREASE THE REMISSION AND/OR RECOVERY OF THOSE ENGAGED IN MAT SERVICES. OBJECTIVE 6: 35% OF INDIVIDUALS IN TIER 1 OF THE PROGRAM WILL STABILIZE ENOUGH TO MOVE TO TIER 2. OBJECTIVE 7: 55% OF INDIVIDUALS IN TIER 2 OF THE PROGRAM WILL STABILIZE ENOUGH TO MOVE TO TIER 3. OBJECTIVE 8: MAT CLIENTS WILL PARTICIPATE IN 70% OF SCHEDULED TOUCHES (CLIENT CONTACTS) IN ORDER TO BUILD RAPPORT AND REINFORCE THE THERAPEUTIC ALLIANCE WITH CLIENTS TO INCREASE PROGRAM RETENTION. OBJECTIVE 9: FROM CLIENT INTAKE TO THE 6-MONTH RE-ASSESSMENT, 50.0% OF MAT CLIENTS WILL DEMONSTRATE AN IMPROVEMENT IN SCORES ON THE AUDIT, DAST, ORT, AND/OR PHQ-9.
Department of Health and Human Services
$2.5M
AMERICAN RESCUE PLAN ACT FUNDING FOR LOOK-ALIKES
Department of Health and Human Services
$2.5M
THE DADS' CLUB: A COMPREHENSIVE FATHERHOOD PROJECT FOR LOW-INCOME MEN IN NORTH COUNTY SAN DIEGO
Department of Health and Human Services
$2.3M
HEALTH CENTER CONTROLLED NETWORKS
Department of Health and Human Services
$2.2M
CONGRESSIONALLY DIRECTED SPENDING FOR CONSTRUCTION PROJECTS
Department of Health and Human Services
$2.1M
HEALTH CENTER CORONAVIRUS AID, RELIEF, AND ECONOMIC SECURITY (CARES) ACT FUNDING
Department of Health and Human Services
$2.1M
ARRA - CAPITAL IMPROVEMENT PROGRAM
Department of Health and Human Services
$2M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$2M
CONGRESSIONALLY DIRECTED SPENDING FOR CONSTRUCTION PROJECTS
Department of Health and Human Services
$1.9M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$1.8M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$1.7M
MINO BIMAADIZIWIN WELLNESS CLINIC EXPANSION - BEHAVIORAL AND CHEMICAL HEALTH - THE MINO BIMAADIZIWIN WELLNESS CLINIC PROJECT SEEKS TO ADDRESS THE OVERDOSE CRISIS FOR NATIVE AMERICANS (NAS) LIVING IN MINNEAPOLIS/ST. PAUL URBAN AREAS (INCLUDING ALL SURROUNDING SUBURBAN AREAS) BY FURTHER DEVELOPING OUR CULTURALLY RESPONSIVE CONTINUUM OF SERVICES, INCLUDING PREVENTION, HARM REDUCTION, TREATMENT, AND RECOVERY SUPPORT SERVICES FOR STIMULANT MISUSE, OPIOID USE DISORDER (OUD), AND CO-OCCURRING SUBSTANCE USE DISORDER THROUGH THE DEVELOPMENT AND EXPANSION OF BEHAVIORAL HEALTH INTEGRATION, EXPANDING COMMUNITY EDUCATION & AWARENESS OF PREVENTION ACTIVITIES. NAS IN MN HAVE THE HIGHEST RATE OF DEATH DUE TO DRUG POISONING (COMPARED TO WHITES); AND EXPERIENCE OVERDOSE DEATHS AT SEVEN TIMES THAT OF WHITE COUNTERPARTS (MHD, 2019). NAS ALSO EXPERIENCE DISPARITIES IN MENTAL HEALTH DISORDERS, AND LACK ACCESS TO AND DROP OUT OF MENTAL HEALTH TREATMENT AT HIGH RATES. NATIVE AMERICAN COMMUNITY CLINIC AND RED LAKE NATION’S MEDICATION ASSISTED TREATMENT (MAT) PROGRAMS, ESTABLISHED IN 2016, PRESCRIBES FDA-APPROVED ORAL SUBOXONE FOR THE TREATMENT OF OUD. IN ORDER TO ENHANCE THE CONTINUUM OF CARE AND HELP TO BETTER STABILIZE CLIENTS, WE WILL ADD HOUSING CASE MANAGEMENT, MENTAL HEALTH ASSESSMENT AND CASE MANAGEMENT, AND A CULTURAL COORDINATOR TO EMBED CULTURAL ACTIVITIES INTO EXPANDED PROGRAMMING AND ENSURE CULTURAL RESPONSIBILITY THROUGH ONGOING TRAINING. TO ADDRESS THE GOAL OF, “INCREASE AND ENHANCE THE CULTURALLY RESPONSIVE PREVENTION, HARM REDUCTION, AND RECOVERY SERVICES TO NA COMMUNITY MEMBERS TO REDUCE OVERDOSE DEATHS IN THE MINNEAPOLIS/ST PAUL AREA”, FOUR OBJECTIVES HAVE BEEN IDENTIFIED: OBJECTIVE 1. WITHIN THE FIRST 6 MONTHS, LAUNCH NEW RECOVERY SERVICES FACILITATED BY CASE MANAGERS AND/OR CULTURAL COORDINATOR. OBJECTIVE 2. IN YEAR 1, PROVIDE MENTAL HEALTH SUPPORT TO INDIVIDUALS IMPACTED BY SUD. OBJECTIVE 3. COLLABORATE WITH NATIVE AMERICAN COMMUNITY CLINIC TO INCREASE ACCESS TO HARM REDUCTION SERVICES ONSITE. OBJECTIVE 4. INTEGRATE CULTURAL PROGRAMMING AND ENHANCE CULTURALLY RESPONSIVE CARE THROUGHOUT THE SPECTRUM OF SERVICES. KEY ACTIVITIES INCLUDE BUT ARE NOT LIMITED TO: CREATE RECOVERY SUPPORT COMMUNITY, EXPAND TELEHEALTH ACCESS, INCREASED MENTAL HEALTH SUPPORT, PROVIDE OVERDOSE PREVENTION EDUCATION AND NARCAN SUPPLIES, COORDINATE CULTURAL COMPETENCY TRAINING, AND DOCUMENT AND SHARE CULTURALLY RESPONSIVE PROMISING PRACTICES. WE WILL SERVE 50 PEOPLE IN YEAR ONE AND 55 IN YEAR TWO FOR A TOTAL 105 UNIQUE INDIVIDUALS.
Department of Health and Human Services
$1.7M
HEALTH CENTER CORONAVIRUS AID, RELIEF, AND ECONOMIC SECURITY (CARES) ACT FUNDING
Department of Health and Human Services
$1.6M
HEALTH CENTER CONTROLLED NETWORKS
Department of Health and Human Services
$1.6M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$1.6M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$1.6M
HEALTH CENTER CONTROLLED NETWORK - HEALTH CENTER PARTNERS OF SOUTHERN CALIFORNIA (HCP) IS A REGIONAL PRIMARY CARE CONSORTIUM CONSISTING OF 17-MEMBER ORGANIZATIONS, OPERATING 170 PRACTICE SITES IN SAN DIEGO, IMPERIAL, RIVERSIDE, SAN BERNARDINO, AND ORANGE COUNTIES. THE HCP CONSORTIUM INCLUDES THIRTEEN FEDERALLY QUALIFIED HEALTH CENTERS (FQHCS), THREE TRIBAL HEALTH PROGRAMS, AND THE LOCAL PLANNED PARENTHOOD AFFILIATE. ALL THIRTEEN FQHCS ARE RECOGNIZED BY THE NATIONAL COMMITTEE FOR QUALITY ASSURANCE (NCQA) AS PATIENT CENTERED MEDICAL HOMES (PCMH). TO ADVANCE COMMON OBJECTIVES, TEN HCP MEMBERS THAT RECEIVE GRANT FUNDING UNDER THE HEALTH RESOURCES SERVICES ADMINISTRATION’S (HRSA) HEALTH CENTER PROGRAM (H80) AGREED TO COLLABORATE WITH HCP IN THE FORMATION OF A HEALTH CENTERED CONTROLLED NETWORK (HCCN) AND LEVERAGE HEALTH INFORMATION TECHNOLOGY (HEALTH IT) TO IMPROVE ACCESS TO CARE, ENHANCE QUALITY OF CARE, AND ACHIEVE COST EFFICIENCIES THROUGH THE REDESIGN OF PRACTICES TO INTEGRATE SERVICES AND OPTIMIZE PATIENT OUTCOMES. HCP APPLIED FOR AND RECEIVED A GRANT (H2Q) FROM HRSA FOR A THREE-YEAR PROJECT (AUGUST 1, 2016 – JULY 31, 2019) TO ESTABLISH THE HCCN WITH TEN PARTICIPATING HEALTH CENTERS (PHCS). UPON COMPLETION OF THAT PROJECT THE HCP HCCN WAS AWARDED AN ADDITIONAL THREE-YEAR PROJECT FOR THE PERIOD AUGUST 1, 2019 – JULY 31, 2022, TO IMPROVE QUALITY OF CARE AND PATIENT SAFETY BY STRENGTHENING HEALTH IT INFRASTRUCTURE TO ACHIEVE COST SAVINGS, ACCOMPLISH OPERATIONAL EFFICIENCIES, AND IMPROVE CARE COORDINATION. STRENGTHENED HEALTH IT WILL BE INSTRUMENTAL TO THE PHCS ACHIEVING VALUE-BASED CARE TRANSFORMATION WHICH WILL RESULT IN GREATER PATIENT EMPOWERMENT, IMPROVED TRANSPARENCY BETWEEN PATIENTS AND PROVIDERS, AND INCREASED VALUE AND QUALITY. TO FACILITATE THE TRANSITION TOWARDS VALUE-BASED CARE DELIVERY, THE NETWORK IS ENGAGED IN ACTIVITIES TO ADVANCE DATA SHARING AND ANALYTICS CAPACITY AND DEVELOP POPULATION HEALTH MANAGEMENT TOOLS. THE HCP HCCN WILL BUILD ON THE SUCCESSES OF THE TWO PREVIOUS PROJECTS (FY16 AND FY19) IN THE FY22 PROJECT BY LEVERAGING HEALTH IT AND DATA TO DELIVER HIGH-QUALITY, CULTURALLY COMPETENT, EQUITABLE, AND COMPREHENSIVE PRIMARY HEALTH CARE, WITH A SPECIFIC FOCUS ON IMPROVEMENTS IN CLINICAL QUALITY, PATIENT-CENTERED CARE, AND PROVIDER AND STAFF WELL-BEING. THE HCCN WILL HELP THE PHCS EFFICIENTLY USE DIGITAL HEALTH TOOLS SUCH AS ELECTRONIC HEALTH RECORDS (EHRS), TELEHEALTH, PATIENT PORTALS, ELECTRONIC REGISTRIES, REMOTE PATIENT MONITORING (RPM) DEVICES AND THE VIRTUAL CARE PLATFORMS THAT SUPPORT THEIR INTEGRATION, AND ARCADIA, HCP’S POPULATION HEALTH MANAGEMENT TOOL IN USE BY THE NINE PHCS THAT PARTICIPATE IN HCP’S CLINICALLY INTEGRATED NETWORK. THE HCCN WILL ALSO SUPPORT THE PHCS WITH TRANSLATING ROBUST CLINICAL AND POPULATION DATA INTO CULTURALLY COMPETENT, PATIENT-CENTERED CARE USING, IN PART, DATA COLLECTED THROUGH DIGITAL HEALTH TOOLS. WITH THIS DATA, THE PHCS WILL IMPROVE CLINICAL QUALITY, WHILE MORE EFFECTIVELY ADVANCING HEALTH EQUITY.
Department of Health and Human Services
$1.6M
HEALTH CENTER CONTROLLED NETWORKS
Department of Health and Human Services
$1.6M
NACC TRIBAL HEALTH MEDICATION ASSISTED RECOVERY SERVICES (MARS) PROGRAM
Department of Health and Human Services
$1.6M
CHASE (CURBING HIV/AIDS WITH SA IN ETHNIC YOUNG ADULTS)
Department of Health and Human Services
$1.5M
AMERICAN RESCUE PLAN ACT FUNDING FOR HEALTH CENTERS
Department of Health and Human Services
$1.5M
HEALTH CENTER CORONAVIRUS AID, RELIEF, AND ECONOMIC SECURITY (CARES) ACT FUNDING
Department of Health and Human Services
$1.5M
HEALTH CENTER CONTROLLED NETWORKS
Department of Health and Human Services
$1.5M
HEALTH CENTER CONTROLLED NETWORKS
Department of Health and Human Services
$1.5M
CONNECTING KIDS TO COVERAGE OUTREACH AND ENROLLMENT COOPERATIVE AGREEMENTS
Department of Health and Human Services
$1.5M
TOGETHER THE NATIVE AMERICAN COMMUNITY CLINIC (NACC) AND RED LAKE NATION PROPOSE TO EXPAND OUR MEDICATION ASSISTED TREATMENT (MAT) DOSING PROGRAM, WIIDOOKODAADIWIN CLINIC ?HELP EACH OTHER?. - THE NATIVE AMERICAN COMMUNITY CLINIC (NACC) AND RED LAKE NATION FORMED A PARTNERSHIP IN 2016, TO LAUNCH A MEDICATION ASSISTED TREATMENT (MAT) DIRECT PRESCRIBE PROGRAM. IN 2018, THE PROGRAM WAS EXPANDED TO INCLUDE A CULTURALLY RESPONSIVE MAT DOSING PROGRAM, WIIDOOKODAADIWIN CLINIC ?WE HELP EACH OTHER? (NAMED BY AN ELDER). THIS EXPANSION WAS FUNDED BY A 3-YEAR GRANT FROM SUBSTANCE ABUSE MENTAL HEALTH SERVICE ADMINISTRATION (SAMHSA) MAT PRESCRIPTION DRUG AND OPIOID ADDICTION (MAT-PDOA). ONE OF OUR GREATEST ACCOMPLISHMENTS HAS BEEN TO SECURE OUR ELDER IN RESIDENCE (THE SECOND AT NACC) WHO PROVIDES GUIDANCE ON ALL ASPECTS OF PROGRAMMING, ATTENDS MULTIPLE TEAM-BASED CONSULTATIONS, AND ALSO PROVIDES DIRECT CARE TO CLIENTS AND THEIR FAMILIES. SHE PROVIDES SPIRITUAL CARE, MIND-BODY MEDICINE, AND ALSO HOLISTIC CARE. THE PROGRAM HAS BEEN A GREAT SUCCESS. BETWEEN THE GOVERNMENT PERFORMANCE AND RESULTS ACT (GPRA) INTAKE AND THE 6-MONTH FOLLOW UP, MAT CLIENTS EXPERIENCED A DECREASE IN DRUG USE, INCREASE IN DRUG ABSTINENCE, INCREASE IN HOUSING STABILITY, DECREASE IN EMERGENCY ROOM VISITS, AND IMPROVEMENTS IN SOME MENTAL HEALTH AND WELL-BEING INDICATORS. HOWEVER, THERE IS MORE WORK TO BE DONE; THE PROJECT GOALS ARE 1) CLOSE THE GAP ON THE OUD DISPARITIES EXPERIENCED BY AIS IN MINNESOTA INCLUDING PREVALENCE OF OUD, OVERDOSES, AND DEATHS AND TO 2) IMPROVE TRIBES, COMMUNITIES, AND FAMILY?S ATTITUDES, BELIEFS, AND BEHAVIORS RELATED TO MAT AS A SUCCESSFUL TREATMENT OPTION FOR OUD. WE ARE APPLYING FOR INDIAN HEALTH SERVICE MAT FUNDING TO ENHANCE AND EXPAND THE PROGRAM IN THREE KEY AREAS; THE PROJECT OBJECTIVES: 1) INCREASE PUBLIC AWARENESS AND EDUCATION ON OPIOID PREVENTION, TREATMENT, AND RECOVERY PRACTICES; 2) DEVELOPING A COMPREHENSIVE SUPPORT SYSTEM AND TEAM TO STRENGTHEN AND EMPOWER AI/AN FAMILIES IN ADDRESSING THE OPIOID CRISIS; AND 3) INCREASE ACCESS TO MAT AND RELATED SERVICES.
Department of Health and Human Services
$1.5M
NURSE EDUCATION, PRACTICE, QUALITY, AND RETENTION - INTERPROFESSIONAL COLLBORATIVE PRACTICE
Department of Health and Human Services
$1.5M
HEALTH CENTER CONTROLLED NETWORKS
Department of Health and Human Services
$1.4M
AFFORDABLE CARE ACT - CAPITAL DEVELOPMENT GRANTS
Department of Health and Human Services
$1.4M
DADS' CLUB FORGETHIS PROJECT WILL ASSIST A GROUP OF PREDOMINANTLY YOUNG, LOW-INCOME FATHERS IN NORTH SAN DIEGO COUNTY TO BECOME MORE INFORMED, CAPABLE, AND PRESENT FATHERS FOR THEIR CHILDREN. - VISTA COMMUNITY CLINIC WILL IMPLEMENT THE DADS' CLUB FORGE PROJECT TO SERVE COMMUNITY FATHERS IN NORTH SAN DIEGO COUNTY THROUGH THE NURTURING FATHERS PROGRAM CURRICULUM. THE PROJECT WILL PROVIDE RESPONSIBLE PARENTING EDUCATION, HEALTHY MARRIAGE/RELATIONSHIP PROMOTION, AND ECONOMIC STABILITY ACTIVITIES AT SEVEN PEDIATRIC CLINIC SITES IN OCEANSIDE, VISTA, AND FALLBROOK. SERVICES WILL BE INTEGRATED WITH VCC'S HEALTHYSTEPS EARLY CHILDHOOD DEVELOPMENT PROGRAM. OVER FIVE YEARS, THE PROJECT WILL ENROLL 950 FATHERS, WITH 660 COMPLETING AT LEAST 90% OF WORKSHOP SESSIONS, AND PROVIDE INTENSIVE CASE MANAGEMENT TO 725 FATHERS ANNUALLY. THE PROJECT WILL IMPROVE PARENTING SKILLS, FATHER-CHILD ENGAGEMENT, FAMILY FUNCTIONING, AND ECONOMIC STABILITY.
Department of Health and Human Services
$1.4M
HEALTH CENTER CORONAVIRUS AID, RELIEF, AND ECONOMIC SECURITY (CARES) ACT FUNDING
Department of Health and Human Services
$1.4M
HEALTH CENTER CORONAVIRUS AID, RELIEF, AND ECONOMIC SECURITY (CARES) ACT FUNDING
Source: Federal Audit Clearinghouse (fac.gov)
Years audited
10
Clean years
5
Material Weakness
Yes
Noncompliance Issues
No
| Year | Status | Financial Report | Federal Expenditurecombined across all audits filed that year | Low Risk | Accepted |
|---|---|---|---|---|---|
| 2025 | Material Weakness | Unmodified (Clean) | $11.3M | No | 2025-12-08 |
| 2024 | Material Weakness | Unmodified (Clean) | $11.5M | No | 2025-04-22 |
| 2023 | Material Weakness | Unmodified (Clean) | $15.8M | No | 2024-10-16 |
| 2022 | Material Weakness | Unmodified (Clean) | $17.7M | Yes | 2023-08-29 |
| 2021 | Clean | Unmodified (Clean) | $16.2M | No | 2022-04-06 |
| 2020 | Clean | Unmodified (Clean) | $12.1M | No | 2021-04-30 |
| 2019 | Minor Findings | Unmodified (Clean) | $9.9M | Yes | 2020-03-29 |
| 2018 | Clean | Unmodified (Clean) | $10.2M | Yes | 2019-01-02 |
| 2017 | Clean | Unmodified (Clean) | $10.5M | Yes | 2018-01-24 |
| 2016 | Clean | Unmodified (Clean) | $8.6M | Yes | 2017-02-15 |
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$11.3M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$11.5M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$15.8M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$17.7M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$16.2M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$12.1M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$9.9M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$10.2M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$10.5M
Financial Report
Unmodified (Clean)
Federal Expenditure, combined across all audits filed that year
$8.6M
Tax Year 2025 · Source: IRS e-Filed Form 990Schedule J available
Individuals serving as officers, directors, or trustees of the organization.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other |
|---|
Source: IRS Publication 78, Auto-Revocation List & e-Postcard Data
Tax-deductible contributions: Yes
Deductibility code: PC
Sources: IRS e-Filed Form 990 (XML) & ProPublica Nonprofit Explorer
Scroll →
| Year | Revenue | Contributions | Expenses | Assets | Net Assets |
|---|---|---|---|---|---|
| 2024IRS e-File | $55M | $21.3M | $53.1M | $52.3M | $30.1M |
| 2023 | $46.5M | $20.5M | $42M | $53.1M | $26.7M |
| 2022IRS e-File | $46.5M | $20.5M | $42M | $53.1M | $26.7M |
| 2021 | $41M |
Sources: ProPublica Nonprofit Explorer & IRS e-File Index
Financial data: IRS e-Filed Form 990 (Tax Year 2024)
Leadership & compensation: IRS e-Filed Form 990, Part VII (Tax Year 2025)
Federal grants: USAspending.gov (live)
Organization info: IRS Business Master File
Tax-deductibility: IRS Publication 78
| Total |
|---|
| Sonya Bruton | CEO & President | 40 | $453.7K | $0 | $38.5K | $492.2K |
| Brian Harris | Chief Financial Officer End 09/24 | 40 | $241.4K | $0 | $25.4K | $266.8K |
| Kenneth Helt | Chief Financial Officer End 06/25 | 40 | $68.8K | $0 | $11.4K | $80.2K |
| Bibhash Mukhopadhyay | Treasurer | 1 | $0 | $0 | $0 | $0 |
| Della Cox | Board Secretary End 05/25 | 1 | $0 | $0 | $0 | $0 |
| Kevin Barksdale | Board Secretary Beg 05/25 | 1 | $0 | $0 | $0 | $0 |
| Marguerite Lucea | Chairperson | 1 | $0 | $0 | $0 | $0 |
| Susan Leggett-Johnson | Vice Chairperson | 1 | $0 | $0 | $0 | $0 |
| Cindy Wang | Chief Financial Officer Beg 06/25 | 40 | $0 | $0 | $0 | $0 |
Sonya Bruton
CEO & President
$492.2K
Hrs/Wk
40
Compensation
$453.7K
Related Orgs
$0
Other
$38.5K
Brian Harris
Chief Financial Officer End 09/24
$266.8K
Hrs/Wk
40
Compensation
$241.4K
Related Orgs
$0
Other
$25.4K
Kenneth Helt
Chief Financial Officer End 06/25
$80.2K
Hrs/Wk
40
Compensation
$68.8K
Related Orgs
$0
Other
$11.4K
Bibhash Mukhopadhyay
Treasurer
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Della Cox
Board Secretary End 05/25
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Kevin Barksdale
Board Secretary Beg 05/25
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Marguerite Lucea
Chairperson
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Susan Leggett-Johnson
Vice Chairperson
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Cindy Wang
Chief Financial Officer Beg 06/25
$0
Hrs/Wk
40
Compensation
$0
Related Orgs
$0
Other
$0
Highest compensated employees who are not officers or directors.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other | Total |
|---|---|---|---|---|---|---|
| Wilfredo Giordano-Perez | Chief Medical Officer | 40 | $383.2K | $0 | $41.2K | $424.4K |
| Parastoo Golestani | Chief Dental Officer | 40 | $266.4K | $0 | $35K | $301.4K |
| Ekwueme Onyemaechi | Chief Information Officer | 40 | $261.7K |
Wilfredo Giordano-Perez
Chief Medical Officer
$424.4K
Hrs/Wk
40
Compensation
$383.2K
Related Orgs
$0
Other
$41.2K
Parastoo Golestani
Chief Dental Officer
$301.4K
Hrs/Wk
40
Compensation
$266.4K
Related Orgs
$0
Other
$35K
Ekwueme Onyemaechi
Chief Information Officer
$293.4K
Hrs/Wk
40
Compensation
$261.7K
Related Orgs
$0
Other
$31.7K
Members of the governing board. Board members often serve without compensation.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other | Total |
|---|---|---|---|---|---|---|
| Beth Durham | Board Member | 1 | $0 | $0 | $0 | $0 |
| Debra Adkins | Board Member Beg 06/25 | 1 | $0 | $0 | $0 | $0 |
| Emmett Jordan | Board Member | 1 | $0 | $0 | $0 | $0 |
| Eric Stroud | Board Member End 02/25 | 1 | $0 | $0 | $0 | $0 |
| Monica Hawkins | Board Member End 10/24 | 1 | $0 | $0 | $0 | $0 |
| Rachel Pagen | Board Member |
Beth Durham
Board Member
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Debra Adkins
Board Member Beg 06/25
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Emmett Jordan
Board Member
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
| $22.8M |
| $34.8M |
| $25M |
| $19.5M |
| 2020 | $29.7M | $13.3M | $31.1M | $20.3M | $12.8M |
| 2019 | $26.9M | $10.3M | $28.1M | $18.4M | $14M |
| 2018 | $27M | $10.9M | $25.1M | $16.8M | $14.9M |
| 2017 | $31.5M | $11.2M | $23.9M | $14.8M | $12.9M |
| 2016 | $21.3M | $9.4M | $21.9M | $7.8M | $5.3M |
| 2015 | $19.6M | $9.3M | $19.4M | $8.5M | $5.9M |
| 2014 | $17.7M | $8.6M | $16.7M | $9M | $5.6M |
| 2013 | $14.2M | $6.7M | $13.5M | $8M | $4.3M |
| 2012 | $13.7M | $7.1M | $12.6M | $5.9M | $3.6M |
| 2011 | $12.7M | $7.5M | $11.6M | $4.2M | $2.5M |
| 2022 | 990 | DataIRS e-File |
| 2021 | 990 | Data | PDF not yet published by IRS |
| 2020 | 990 | Data |
| 2019 | 990 | Data |
| 2018 | 990 | Data |
| 2017 | 990 | Data |
| 2016 | 990 | Data |
| 2015 | 990 | Data |
| 2014 | 990 | Data |
| 2013 | 990 | Data |
| 2012 | 990 | Data |
| 2011 | 990 | Data |
| 2010 | 990 | — |
| 2009 | 990 | — |
| 2008 | 990 | — |
| 2007 | 990 | — |
| 2006 | 990 | — |
| 2005 | 990 | — |
| 2004 | 990 | — |
| 2003 | 990 | — |
| 2002 | 990 | — |
| 2001 | 990 | — |
| $0 |
| $31.7K |
| $293.4K |
| Shiria Anderson | Chief People Officer | 40 | $250.9K | $0 | $40.5K | $291.5K |
| Parvej Malik | Physician | 40 | $243.3K | $0 | $47.4K | $290.7K |
| Dolores Glenn | Chief Operating Officer | 40 | $253.9K | $0 | $21.1K | $275K |
| Bethlehem Kassaye | Physician | 40 | $237.8K | $0 | $24.7K | $262.5K |
| Mia Riley | Physician | 40 | $236K | $0 | $8,854 | $244.8K |
Shiria Anderson
Chief People Officer
$291.5K
Hrs/Wk
40
Compensation
$250.9K
Related Orgs
$0
Other
$40.5K
Parvej Malik
Physician
$290.7K
Hrs/Wk
40
Compensation
$243.3K
Related Orgs
$0
Other
$47.4K
Dolores Glenn
Chief Operating Officer
$275K
Hrs/Wk
40
Compensation
$253.9K
Related Orgs
$0
Other
$21.1K
Bethlehem Kassaye
Physician
$262.5K
Hrs/Wk
40
Compensation
$237.8K
Related Orgs
$0
Other
$24.7K
Mia Riley
Physician
$244.8K
Hrs/Wk
40
Compensation
$236K
Related Orgs
$0
Other
$8,854
| 1 |
| $0 |
| $0 |
| $0 |
| $0 |
| Robert Wise | Board Member | 1 | $0 | $0 | $0 | $0 |
| Sharon Thames | Board Member | 1 | $0 | $0 | $0 | $0 |
Eric Stroud
Board Member End 02/25
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Monica Hawkins
Board Member End 10/24
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Rachel Pagen
Board Member
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Robert Wise
Board Member
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Sharon Thames
Board Member
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0