BARRIO COMPREHENSIVE FAMILY HEALTH CARE CENTER INC

For All. For Life. Para Todos. Por Vida

aka CommuniCare Health Centers   |   San Antonio, TX   |  www.communicaresa.org

Mission

To improve the health of those we serve with a commitment to excellence in all we do.

Ruling year info

2005

President & Chief Executive Officer

Mr. Paul Nguyen MHA

Main address

3066 East Commerce

San Antonio, TX 78220 USA

Show more addresses

EIN

74-1724391

NTEE code info

Community Health Systems (E21)

Ambulatory Health Center, Community Clinic (E32)

Health (General and Financing) (E80)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

CommuniCare Health Centers aims to provide services to communities that are underserved. Our San Antonio locations serve 96 census tracts throughout Bexar County, of which 64 are deemed Medically Underserved Areas (MUAs). In central Texas, CCHC provides services to 26 census tracts in Hays County and 1 census tract in Caldwell County, all deemed MUAs as well. In 2015, CCHC expanded its service area to include 15 census tracts in Kendall, 6 in Bandera, and 14 in Kerr counties. This year, CCHC also opened new locations in Wimberley in Hays County. The Boerne site provides pediatric services to the uninsured and low-income community within Boerne and the surrounding Hill Country area. The Wimberley clinic provides primary care (pediatric and women's health) and specialty care to the community. In Hays County, Medical services are provided in Kyle, San Marcos, and Wimberley; Behavioral Health services are provided in Kyle and San Marcos. Dental services are offered at Kyle.

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?

CommuniCare

In 2017, CommuniCare provided health care services to nearly 66,000 patients, more than 33% of whom were uninsured. These health care services are offered at 12 locations located throughout San Antonio, as well as in Boerne, Kyle, San Marcos, and Wimberley. Health services offered include Family Medicine, Pediatrics, Women's Health, Dental, Behavioral Health, and WIC services.

Population(s) Served

Where we work

Accreditations

Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Ambulatory Care Accreditation 2009

Accreditation Association for Ambulatory Health Care (AAAHC) 2017

Awards

Best Places to Work 2015

San Antonio Business Journal

Affiliations & memberships

Best Places to Work by the San Antonio Business Journal 2015

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of children with age-appropriate immunization levels at age two

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

CommuniCare

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of pregnant women beginning prenatal care in the first trimester

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

CommuniCare

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Based only on women who had 1st prenatal care visit at CCHC clinic in their 1st trimester. Does not include prenatal patients that had their 1st visit with with another provider during 1st trimester.

Number of practicing medical doctors

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

CommuniCare

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Metric includes nurse practitioners and physician assistant's.

Number of adults receiving colorectal cancer screening based on most recent guidelines

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

CommuniCare

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of new clients within the past 12 months

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

CommuniCare

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of clinic sites

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

CommuniCare

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Number of practicing nurse practitioners

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

CommuniCare

Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Number of patient visits

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Related Program

CommuniCare

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

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.

Barrio Comprehensive Family Health Care Center, Inc., (dba CommuniCare Health Centers (CCHC)), established in 1972, is a full-service family health care provider. The organization provides primary and preventative healthcare services for its patients, which includes medical (family medicine, pediatrics, OB/GYN, internal medicine), dental, behavioral health, optometry, and health education services. CCHC has grown as a Federally Qualified Health Center and is accredited by the Accreditation Association for Ambulatory Health Care, Inc. In 2017, CCHC provided care to nearly 66,000 patients in over 240,000 medical, dental, behavioral health, and health education encounters (visits). High quality, compassionate, and culturally conscious health care is provided to infants, children, and adults. The organization's goals are to serve uninsured, underinsured, indigent, and low-income individuals and families. Lack of health insurance and/or financial resources makes it difficult for many patients to access quality, affordable health care. CCHC fills this need by providing services on a sliding-fee basis to those who need us most.

Our overall goal is to improve the physical and mental health of all our patients by providing an integrated, inter-professional patient care service. This goal will be achieved by increasing patient capacity to ensure patients are scheduled for appointments in a timely manner and decrease appointment availability wait times. By increasing the number of clients we serve in the community, we will address many more needs affecting our clients. A part of our long-term goal also includes achieving full capacity at all of our locations and increasing our patient base to fulfill our mission “To improve the health of those we serve with a commitment to excellence in all we do."

In the last 10 years, CCHC built two large healthcare facilities in San Marcos and Kyle, one large facility in San Antonio's Northwest Side, opened a family medicine office in Downtown San Antonio, opened a downtown OB Clinic, and acquired a San Antonio pediatric clinic in order to expand operations and services to areas that are in need of affordable healthcare services. In 2015, CCHC opened new locations in Wimberley and Boerne. Additionally, CCHC operates the Hays CISD wellness center and the San Marcos CISD behavioral health clinic. These programs lie within the SDF service area. CCHC is concentrating its efforts in attaining full capacity at all sites. Each site has the capacity to increase the number of clinician on staff, thereby increasing access to services. CCHC is persistently striving to expand its physical presence within medically underserved communities.

Outside of Bexar County, CCHC has increased the number of patients served at our existing locations in Hays County. This grant will enable CCHC to maintain the numbers of providers so that CCHC can continue to meet the behavioral health needs of the community at its current level. Treatment plans are coordinated with patients in order to maximize patient compliance and favorable outcomes. A strong emphasis is placed on prevention and education. Executive Leadership also works closely with the Texas Association of Community Health Centers (TACHC) to enrich health services and develop capacity. These processes strengthen CCHC's strategic approach.

CCHC enlists an outside firm, The Crossroads Group, to conduct patient satisfaction surveys in order to better understand patient needs and expectations. The metrics gathered from these monthly evaluations provide CCHC with tangible feedback used to improve programs and services. Survey results are used to design and track quality improvement over time, to recognize staff and work groups with stellar performance, and to better serve our patients through quality care. The data derived from the Crossroads data is utilized in the internal quality review process to develop the agency's performance improvement plan, which is approved by the Board of Directors. This approval process is done with input from medical, dental, behavioral health staff, clinical leadership, and staff members. The agency continually conducts analysis of system data, industry trends and practices, and administrative databases to evaluate, recommend, and implement quality improvement initiatives. The dedication to patient satisfaction is a strategic decision to ensure the successful growth of the organization is based on community needs and requests.

The health center recruited Dr. Martha Medrano several years ago to enhance the Behavioral Health program due to her experience with program design, planning, implementation, and evaluation. She continues to serve as a clinical adjunct professor at the institution. Dr. Medrano has done an excellent job managing the Behavioral Health Department. She serves as the Chief of Behavioral Health to oversee integration, standardization, and outcome measures for the entire organization.

An important partnership in maintaining the integrated behavior health program has been the collaboration with TACHC's Improving Integrated Primary Care Programs. This has allowed the organization to network with TACHC and other community health centers that are in the process of integrating their behavioral health programs within their primary care center. CCHC was previously invited to present the agency's model of care at a TACHC annual meeting.

The agency is partners with the St. David's Foundation and the Seton Family of Hospitals. The agency has an arrangement with Seton Hospital to provide Women's Health services. CCHC is also a member of Hays Health Coalition, a collaborative of elected officials and community leaders who focus their efforts to improve the overall health of the community. The health center works closely with other community agencies, such as Community Action, Inc., and the National Center for Farmworker Health (NCFH) to coordinate access to care.

Other key partners within our referral network regarding behavioral health include, but are not limited to: Hill Country MHMR (Scheib Clinic), several Alcoholics Anonymous groups, Cedar Creek Associates, Hays-Caldwell Women's Center, CTMC Family Grief Center, Samaritan Center, Greater San Marcos Youth Council, Inc., Hays Consolidated I.S.D., Hays-Caldwell Council on Alcohol and Drug Abuse, Austin Recovery, Starlight Recovery in Austin, the Patrician Movement, DAPA in San Antonio, and Serenity House in Fredericksburg.

CCHC has established new health sites in Boerne and Wimberley in an effort to increase support to various communities that have a high population of Medicaid, uninsured, and underinsured individuals. By increasing the number of clinicians on staff, we are able to increase appointment availability and patient access to affordable, timely healthcare services. Additional sites reduce transportation barriers and appointment commute times for patients by making healthcare accessible in their communities.

Since acquiring the two San Marcos ISD based counselors from Lone Star Circle of Care, the San Marcos High School has utilized counselor very well however the Miller Middle School has been in leadership transition. The Middle School had an interim principal for two years and in school year 2015-16 acquired a new principal. The school also had major renovations which displaced a number of school staff and our school based counselor.

We are meeting with the Hays CISD Superintendent facilitated by our school liaison to discuss plans for continuing to provide services at Miller Middle School or other opportunities within other school campuses next school year.

CCHC has also established a new position, the Hays CISD liaison. This position was filled by a nurse practitioner who had previously worked in Hays CISD and had a strong interest in serving this community. This year we have acquired the management of a school based clinic in Hays ISD, the Well Clinic. Our Hays CISD was one of three individuals instrumental in the initial implementation of this clinic. We now have a Behavioral Health Program presence in this facility as of October 2015. We have one LPC at the clinic on Thursdays and BH medication management team member two days per week.

CCHC has a full time psychiatric nurse practitioner added to the team to assist in maintaining decreased wait times and uninterrupted patient access to care. Presently, CCHC has 3 counselors of which two counselors spend the equivalent of 1 FTE at San Marcos clinic.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Focus groups or interviews (by phone or in person), Suggestion box/email, Google Reviews,

  • 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,

  • What significant change resulted from feedback?

    We have created the accessibility for our patients to book an appointment online directly from our own website. This will alleviate the time spent on the phone talking to our call center to make a simple appointment.

  • With whom is the organization sharing feedback?

    Our staff, Our board, Our community partners,

  • What challenges does the organization face when collecting feedback?

    Our Google reviews seem to be our biggest challenge to ensure the feedback received is not biased. ,

Financials

BARRIO COMPREHENSIVE FAMILY HEALTH CARE CENTER INC
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Operations

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

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Connect with nonprofit leaders

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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

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

BARRIO COMPREHENSIVE FAMILY HEALTH CARE CENTER INC

Board of directors
as of 2/17/2020
SOURCE: Self-reported by organization
Board co-chair

Mr. Jesse Gonzalez, CPA

Self Employed


Board co-chair

Mrs. Celeste Monforton, DrPH

George Washington University

Matthew Kelly

Consumer

Jesse Gonzalez

At Large

Clemencia Villagran

Consumer

Deidre Wolf

At Large

Marilyn Harris

Consumer

Gloria Garcia

Consumer

David Gilbertson

At Large

David Moreno

Consumer

David Wiley

At Large

Shawn Lovorn

Consumer

Celeste Monforton

Consumer

Linda Le

Consumer

Calvin Humphrey

Consumer

Josh Loden

Consumer

Ricardo Aguilar

Consumer

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

Organizational demographics

SOURCE: Self-reported; last updated 01/17/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Asian American/Pacific Islanders/Asian
Gender identity
Male, Not Transgender (Cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data