Health—General & Rehabilitative

GARDNER FAMILY HEALTH NETWORK, INC.

#SaludInfluencers

aka Gardner Health Services

San Jose, CA

Mission

Gardner is dedicated to improving the health status of the communities we serve, especially the disenfranchised, disadvantaged and most vulnerable members. Our mission is to provide high quality, comprehensive health care, including prevention and education, early intervention, treatment and advocacy services which are affordable, respectful, culturally, linguistically and age appropriate.

Ruling Year

1970

CEO

Mr. Reymundo Espinoza

Main Address

160 E. VIrginia St. Suite 100

San Jose, CA 95112 USA

Keywords

medical, dental, optometry, pharmacy, nutrition, women's health services, podiatry, chiropractic services, integrated behavioral health, serving uninsured and underinsured

EIN

94-1743078

 Number

6895744991

Cause Area (NTEE Code)

Ambulatory Health Center, Community Clinic (E32)

Community Health Systems (E21)

Community Mental Health Center (F32)

IRS Filing Requirement

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

Sign in or create an account to view Form(s) 990 for 2016, 2016 and 2015.
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Social Media

Blog

Programs + Results

What we aim to solve New!

We are working to address the three (3) areas: 1. Internal Operations - Develop the infrastructure and practices to support an efficient, effective, and inclusive operation. 2. Access and Service - Expand access to care and ensure an exceptional patient experience 3. Financial Strength - Achieve financial stability and equip the organization for long-term sustainability

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

Gardner South County Health Center

Alviso Health Center

CompreCare Health Center

Gardner Health Center

St. James Health Center

Gardner Downtown Health Center & Resource Center

Gardner Packard Children's Health Center

Healthcare for the Homeless

Where we workNew!

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 and haven't they accomplished so far?

10% increase in the number of patients by 12/31/2018 All primary care sites to have 15 days to next available appointment 20% of Santa Clara County Medi-Cal managed care market share by 12/31/2018 85% annual provider and staff retention rate $5 Million cash balance (including $2 Million in reserves) by 12/31/2018

Our strategies for our three (3) areas we're working to address are as follows: Internal Operations 1. Develop efficient and standardized operations 2. Build organizational infrastructure and staffing 3. Invest in staff training, development, and retention 4. Promote open communication and transparency in the organization Access and Service 1. Expand primary care capacity and access at existing sites 2. Strengthen customer service training and accountability 3. Enhance care coordination and integration 4. Explore expansion of specialty services Financial Strength 1. Build cash reserves and liquidity 2. Increase individual and corporate giving 3. Evaluate Virginia St. site development options 4. Establish and promote Gardner brand 5. Explore creation of an endowment 6. Explore new payment models and risk arrangements

The current strategic plan spans from 2016 to 2018. As we near the end of 2018, we are on track with a majority of the strategies in place to reach our outcomes.

Strategic plan has been set to 4 phases. Quarterly meetings are held to track progress on all measures and reporting of phase levels.

Of our goals, we have completed the 15 days to next available appointment at all primary care sites. We are 95% completed with the annual provider and staff retention rate, 70% completed to the $5 Million cash balance, and 70% completed with the 20% of SCC Medi-Cal managed care market share.

External Reviews

Affiliations & Memberships

Health Resources and Services Administration (HRSA)

Healthcare Financial Management Association

National Association of Community Health Centers (NACHC)

United Way Member Agency

Financials

GARDNER FAMILY HEALTH NETWORK, INC.

Fiscal year: Jul 01 - Jun 30

Need more info on this nonprofit?

Need more info on this nonprofit?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2016, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to view a Sample Report.

Operations

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

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2016, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

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

BOARD ORIENTATION & 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 & 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?

Yes