Foundation for Community Care
Our Community, Our Health, Our Future
Programs and results
What we aim to solve
Rural healthcare not only struggles to attract quality services and professionals, the Foundation recognizes the impact of retaining those services once they are here. We consistently look forward to identify ways to impact local care, and identify issues before they have a wide reaching community impact.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Bridge Fund
Assists local residents who must travel outside of the area for medical treatment not available at Sidney Health Center.
Cancer Coaltion
Helping individuals with a cancer diagnosis and undergoing cancer treatment residing primarily in Richland County. Supporting cancer patients in offering assistance with non-medical household expenses.
Scholarships
Scholarships to help offset the costs of education and encourage education in medical fields to those returning to the Richland County area.
Healthcare Grant Program
Each May the Foundation’s Board votes to distribute grants to provide financial support for local healthcare in Richland county and surrounding areas. These grants equal a percentage of the Endowment Fund, funded through local donations. Requests for grant funding must be related to a project or equipment that will benefit healthcare for a large number of residents in Richland County and the surrounding area, not medical funding for an individual.
Where we work
Affiliations & memberships
Association of Fundraising Professionals - Member
Association of Healthcare Philanthropy
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of new donors
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Healthcare Grant Program
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
The Foundation recognizes that the future of healthcare rests in our ability to grow our donor base.
Number of donors retained
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Healthcare Grant Program
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
The Foundation looks to ensure service and quality metrics through the amount of donors that are retained over a 5+ year giving cycle.
Average number of dollars per person served
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Healthcare Grant Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The Foundation looks to ensure quality in administrative efforts through a steady increase in average gift size per donor.
Amount of funds raised
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Healthcare Grant Program
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Growth in annual giving is measured to make sure donations outpace expenses and inflation.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The Foundation for Community Care recognizes the only way to control the destiny of the hospital and community healthcare organizations through the philanthropic environment in Richland County.
What are the organization's key strategies for making this happen?
An endowment (savings account, think of a more layman's term for this) has been established to ensure long-term growth. Each year the board gives 5% of this investment in grants. It is a fair statement to say that there is not a single Richland County resident that hasn't been impacted in some way by the grants distributed through the foundation. Over $3 million has been granted to Sidney Health Center, as well as health organizations throughout Richland County. Each year the Foundation is able to distribute a higher total amount in grants due to the investment performance and growth in the endowment.
What are the organization's capabilities for doing this?
As a benefit of the unique relationship between Sidney Health Center, the Foundation for Community Care Senior Executive serves on the Administrative Board at the hospital. This partnership provides access to the needs and challenges in rural healthcare from an insider perspective.
What have they accomplished so far and what's next?
Current Sidney Health Center Clinic Remodel Project:
In most U.S. cities, access to physicians and hospitals is a quick drive, a cheap public transit fare, or a taxi ride away. However, people in rural settings are likely to live further away from health care providers, particularly specialist services. Additionally, the deficiency of dependable transportation can be a barrier. Transportation services that exist in urban areas are often lacking or non-existent in rural areas.
Besides the geographical barriers to accessing health care, there are fewer providers. As noted earlier, about 20% to 25% of the population is rural; however, only about 10% of physicians practice in these communities. Ask any rural hospital or skilled nursing CEO to list the top issues in the industry; most would likely tab finding qualified staff as a key concern. Per "Healthy People 2010: A Companion Document for Rural Areas," a project funded by the Office of Rural Health Policy, more than 33% of rural Americans live in “health professional shortage areas," and nearly 82% of rural counties are classified as “medically underserved areas."
Compounding these issues is the rate at which rural health care facilities are shutting down. The National Rural Health Association recently teamed with the University of North Carolina and iVantage, a health analytics firm, to conduct a study that identifies current and potential rural hospital closures. The ultimate goal is to identify potential closings before they occur. The research targeted approximately 2,000 rural hospitals across the country, and labeled 210 as "most vulnerable" with another 463 labeled as "at risk." Those dubbed “most vulnerable" could close any day, while “at risk" ratings are reserved for hospitals that may only last another few years without adjustment. Ultimately, closing these sites will not only have a negative impact on the access to care in the service area, but also eliminate a top employer in the community.
With that in mind, the Foundation for Community Care is focused on funding for the portion of the clinic remodel that will provide access to two new physicians at Sidney Health Center beginning in 2019. The project budget, listed on page 14-15 of the attached document, titled Phase 4A – 3 More Providers (10-11 Total). Total planning budget for this phase of the clinic remodel, adjusting for escalation & inflation, is $631,769. That amount will pay for full construction costs, as well as furnishings, professional fees, and miscellaneous contingency items. This portion of the project will ensure that 2 family practice physicians, Dr.'s Seth Larson & James Hickey, would have space to begin building their practice here in Sidney in Summer of 2019. The two physicians, both finishing their residency programs, have committed to Sidney Health Center, and the added space would allow greater and more consistent access to quality health care professionals.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild 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.
Foundation for Community Care
Board of directorsas of 01/23/2023
Mr. Carl Dynesson
Sidney Public Schools
Term: 2017 - 2023
Mrs. Lana Watson
Edward Jones
Term: 2014 - 2023
Paula Bostrom
Sidney Health Center
Larry Christensen
Tri-County Implement
Kristan Haugen
Doug Hettich
LYREC
Duane Mitchell
Richland County
Larry Riggs
Yellowstone Painting
Joe Steinbeisser
Retired
Rosemary Weber
Retired
Margaret Bradley
Retired
Rance Haralson
Retired
Todd Verhasselt
Oneok
Mark Kraft
Sidney Police Department
Karen Arnold-Truax
Sidney Health Center
Stasia Creek
406 East Realty
Mark Tombre
Tombre, Inc.
Dave Williams
Rcihland Pump & Supply
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 11/23/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.