TURNER HOUSE CLINIC INC
TURNER HOUSE CLINIC INC
EIN: 48-1151382
Mission
Vibrant Health's mission is to provide access to respectful, empowering, culturally sensitive and appropriate high quality health care for the community, regardless of socio-economic obstacles.
Ruling year
1994
President and CEO
Mr. Patrick Sallee
Main address
21 N 12th Street Suite 300
Kansas City, KS 66102 USA
Formerly known as
Turner House Children's Clinic
EIN
48-1151382
Out-patient medical care
Health care clinics
Mental health counseling
Family services
Population served
Children and youth
Adults
Economically disadvantaged people
NTEE code
Health Treatment Facilities (Primarily Outpatient) (E30)
Counseling Support Groups (F60)
Family Services (P40)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
There are inequities in health that are avoidable, unnecessary and unjust. These inequities are the result of systemic policies and practices at local, state and national levels that create an unequal distribution of money, power and resources among communities based on race, class, gender, place and other factors. To assure that everyone has the opportunity to attain their highest level of health, we must not only prevent and treat illness, we must address social determinants of health and support social justice reforms.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Primary Medical Care for Children and Adults
Vibrant Health provides culturally appropriate, person-centered preventive and acute care services and chronic disease management
for patients of all ages. Services include: Preventive exams and immunizations;
Urgent/Acute Care; Women's Health Services including including well woman exams with Pap smear tests, breast exams, and mammograms; pregnancy care (before, during and after pregnancy); sexually transmitted infection testing and treatment; family planning; and teen health counseling; Early Childhood Development Screening; Chronic Disease Management; Lab Services; Prescription
Assistance; Care Coordination including referrals for dental care and
behavioral health care services provided by Vibrant Health and external
referrals for specialist care and social services; plus Medicaid Enrollment
Assistance. Patients are assigned a primary care provider and care team to
improve continuity of care and nurture long-term relationships. Urgent/acute care time
is reserved during each clinic session for same-day appointments for children
and adults to treat illnesses and injuries. Interpreters are provided for
patients/patient families who are proficient in a language other than English.
Vibrant Health uses an electronic health record system to record patient data and measure patient-specific and health-population specific outcomes. The
system integrates medical, dental and behavioral health information into a patient-specific
health record.
Preventive and Restorative Dental Services for Children and Adults.
Dental hygiene and dental restorative services are provided in a 3-chair dental clinic along with patient/patient family education. Vibrant Health also provides preventive oral health services through a school-based outreach program. Vibrant Health has specialist referral relationships with (1) dental providers for procedures outside the dentist’s scope of care, requiring patient sedation and/or emergency care; (2) orthodontic services; (3) oral surgery services; (4) periodontal services. Vibrant Health uses an electronic health record system, with integrated medical-dental-behavioral health records. For patient families proficient in languages other than English, interpreter services are provided.
Mental Health/Behavioral Health Care for Children and Adults
Vibrant Health screens for and diagnoses children and adults
with behavioral health issues; provides brief intervention treatment to
patients with mild or moderate conditions; and manages referral of patients
with severe conditions or patients with chronic, long-term needs. Behavioral
health services are provided at the Vibrant Health clinic sites; through a
school-based outreach program; and through other community-based outreach
initiatives. Patients are self-referred; referred from their primary care
provider or dentist at Vibrant Health; or referred by a school or other
community provider. During the initial behavioral health visit, the Behavioral
Health Specialist evaluates the patient for diagnosis and determines with
patient and as appropriate family input, a desired plan for care. Our
Behavioral Health Specialists use a variety of interventions that are evidenced
based, such as: Cognitive Behavior Therapy, Eye Movement Desensitization
Reprocessing Therapy, and the Family Systems and Strengths Based Approach. Interpreters are provided for
patients/patient families who are proficient in a language other than English.
Vibrant Health uses an electronic health record system to record patient data
and measure patient-specific and health-population specific outcomes. The
system integrates medical, dental and behavioral health information into a
patient-specific health record.
Where we work
Accreditations
Patient Centered Medical Home 2020
Awards
Federally Qualified Health Center 2019
HRSA
Access Enhancer 2022
HRSA
Health Disparities Reducer 2022
HRSA
Affiliations & memberships
Patient Centered Medical Home 2020
External reviews
Our results
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
Related Program
Primary Medical Care for Children and Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of adults receiving colorectal cancer screening based on most recent guidelines
This metric is no longer tracked.Totals By Year
Related Program
Primary Medical Care for Children and Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of women counseled about Pap tests
This metric is no longer tracked.Totals By Year
Related Program
Primary Medical Care for Children and Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Women 23–64 years of age who were screened for cervical cancer.
Number of women counseled about mammograms
This metric is no longer tracked.Totals By Year
Related Program
Primary Medical Care for Children and Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Women 51–73 years of age who had a mammogram to screen for breast cancer.
Number of children 6 through 9 years of age at moderate to high risk of cavaties who received a sealant on a first permanent molar
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Related Program
Preventive and Restorative Dental Services for Children and Adults.
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of patients 12 years of age and older who were (1) screened for depression with a standardized tool and, if screening was positive, (2) had a follow-up plan documented
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Related Program
Mental Health/Behavioral Health Care for Children and Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
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?
To improve community health by reducing health disparities and increasing access to care among the most needy in Wyandotte County and surrounding areas.
What are the organization's key strategies for making this happen?
Vibrant Health's strategic priorities are to improve access to quality primary medical, behavioral health, dental and enabling services in the community, regardless of socio-economic barriers, and to improve health outcomes through a patient-centered medical home practice model in conformance with requirements of a Federally Qualified Health Center (FQHC).
What are the organization's capabilities for doing this?
Vibrant Health's greatest strengths are its capacity to evolve the organization and transform the delivery of care to best meet the needs of the vulnerable populations served; improve health outcomes by adopting evidence based models of care, such as the Patient-Centered Medical Home practice model; and recruit and retain key staff and Board leadership with the vision, compassion, expertise and stamina required to purse the mission and achieve strategic goals. Among Wyandotte County safety net clinics, only Vibrant Health provides integrated primary medical, dental and behavioral health services in 55.5 clinic hours each week, including weekday evenings and Saturday mornings; is governed by a highly engaged, consumer-majority Board; and convenes an Advisory Community Board to ensure input from and responsiveness to residents and civic leaders.
What have they accomplished so far and what's next?
Turner House Clinic, Inc. received FQHC-LAL designation effective January 1, 2018, concurrent with the merger of KU Health Partner’s Silver City Health Center and UKHS’ Pediatrics Clinic at Children’s Campus Kansas City into Turner House operations and the rebranding of the merged organization as Vibrant Health. As a result of the FQHC-LAL designation, Vibrant Health is reimbursed at the higher FQHC rates of reimbursement for patients insured by Medicaid or Medicare, helping to improve revenue and financial sustainability. For 2018, the number of unique patients increased by 54% and total patient visits increased by 43% as compared to Turner House’s 2017 performance. Specifically, medical visits increased by 41%, dental visits by 21% and behavioral health visits by 237%. The dramatic patient volume growth in 2018 is attributable to a significant increase in personnel. As a merged organization, Vibrant Health went from approximately 30 to 50 employees. New clinical staff included nurse practitioners, behavioral health specialists, a family practice physician, and a dental hygienist. Also, the growth in patient visits was made possible by Vibrant Health's training of care teams to leverage patient workflow and EHR system efficiencies, enabling all providers to practice at the top of their licenses. Vibrant Health is an active member of the Health Access Planning Committee formed to pursue the priority strategies identified in the Community Health Improvement Plan (CHIP) for Wyandotte County. At the request of the Public Health Department, Vibrant Health is serving as the lead agency to implement the Health Access portion of the CHIP, in collaboration with other stakeholders. To support our goals, Vibrant Health will pursue marketing to new and existing patients; collaborating with community partners; engaging more volunteers and donors in our mission; integrating trauma-informed care practices in our patient and employee policies and interactions; managing growth to ensure long-term sustainability; and designation as a full, grant-funded FQHC.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Paper surveys, Case management notes, Suggestion box/email,
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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 inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,
-
With whom is the organization sharing feedback?
The people we serve, Our staff, Our board, Our funders, Our community partners,
-
Which of the following feedback practices does your organization routinely carry out?
-
What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
1.50
Months of cash in 2019 info
1.4
Fringe rate in 2019 info
18%
Funding sources info
Assets & liabilities info
TURNER HOUSE CLINIC INC
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
TURNER HOUSE CLINIC INC
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of TURNER HOUSE CLINIC INC’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $64,394 | $6,564 | -$203,287 | $558,964 | -$246,504 |
| As % of expenses | 2.4% | 0.2% | -6.4% | 10.2% | -3.9% |
| Unrestricted surplus (deficit) after depreciation | -$27,528 | -$92,546 | -$309,966 | $450,417 | -$345,447 |
| As % of expenses | -1.0% | -3.1% | -9.4% | 8.0% | -5.4% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $2,743,633 | $2,836,698 | $3,526,743 | $5,701,450 | $7,235,177 |
| Total revenue, % change over prior year | -2.4% | 3.4% | 24.3% | 61.7% | 26.9% |
| Program services revenue | 41.3% | 40.3% | 35.6% | 37.3% | 38.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
| Government grants | 6.2% | 6.4% | 5.8% | 26.5% | 24.9% |
| All other grants and contributions | 51.6% | 53.2% | 58.5% | 35.8% | 33.7% |
| Other revenue | 0.8% | 0.1% | 0.0% | 0.4% | 2.5% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $2,714,685 | $2,911,123 | $3,175,086 | $5,498,132 | $6,357,266 |
| Total expenses, % change over prior year | -1.4% | 7.2% | 9.1% | 73.2% | 15.6% |
| Personnel | 54.6% | 51.0% | 62.6% | 58.4% | 59.3% |
| Professional fees | 5.5% | 6.5% | 11.4% | 12.0% | 8.9% |
| Occupancy | 5.4% | 5.1% | 5.2% | 4.5% | 5.0% |
| Interest | 0.0% | 0.0% | 0.2% | 0.0% | 0.2% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 34.6% | 37.4% | 20.6% | 25.0% | 26.7% |
| Full cost components (estimated) info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,806,607 | $3,010,233 | $3,281,765 | $5,606,679 | $6,456,209 |
| One month of savings | $226,224 | $242,594 | $264,591 | $458,178 | $529,772 |
| Debt principal payment | $0 | $0 | $100,000 | $0 | $0 |
| Fixed asset additions | $107,751 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $3,140,582 | $3,252,827 | $3,646,356 | $6,064,857 | $6,985,981 |
Capital structure indicators
| Liquidity info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Months of cash | 0.8 | 1.0 | 1.0 | 0.2 | 1.4 |
| Months of cash and investments | 0.8 | 1.0 | 1.0 | 0.3 | 1.4 |
| Months of estimated liquid unrestricted net assets | 0.6 | 0.3 | -0.7 | 1.0 | 0.4 |
| Balance sheet composition info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Cash | $191,874 | $248,825 | $275,624 | $80,390 | $734,918 |
| Investments | $0 | $0 | $0 | $35,332 | $0 |
| Receivables | $764,973 | $660,540 | $1,062,363 | $1,312,410 | $1,778,344 |
| Gross land, buildings, equipment (LBE) | $815,978 | $895,354 | $930,253 | $965,556 | $1,010,943 |
| Accumulated depreciation (as a % of LBE) | 40.1% | 47.6% | 57.3% | 66.5% | 73.4% |
| Liabilities (as a % of assets) | 6.8% | 14.0% | 16.5% | 19.2% | 21.9% |
| Unrestricted net assets | $623,036 | $530,490 | $220,524 | $670,941 | $325,494 |
| Temporarily restricted net assets | $812,214 | $731,342 | $1,286,287 | $940,241 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Total restricted net assets | $812,214 | $731,342 | $1,286,287 | $940,241 | $2,050,594 |
| Total net assets | $1,435,250 | $1,261,832 | $1,506,811 | $1,611,182 | $2,376,088 |
Key data checks
| Key data checks info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and CEO
Mr. Patrick Sallee
Patrick Sallee has been an integral part of the Kansas City nonprofit landscape over the past decade with positions at Samuel U Rogers Health Center, Big Brothers Big Sisters and American Red Cross. Prior to joining Vibrant Health, Mr. Sallee served as Executive Director for the Samuel U Rogers Health Center Foundation. He has led community engagement, government relations, strategic communications and major fund development initiatives. Mr. Sallee received his Bachelor degree in Interdisciplinary Studies at Oklahoma Baptist University and his Masters in Public Administration from the University of Missouri, Kansas City.
Number of employees
Source: IRS Form 990
TURNER HOUSE CLINIC INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
TURNER HOUSE CLINIC INC
Highest paid employeesSOURCE: IRS Form 990
Compensation data
TURNER HOUSE CLINIC INC
Board of directorsas of 02/27/2023
Board of directors data
Tracy Lockton
Community Volunteer/Consumer
Term: 2022 - 2024
Claudia Vasquez-Puebla
Community Volunteer / Consumer
Deryl Wynn
Lawyer
Pha Thao
Unbound
Amanda McGannon
MVP Law
John Rios
Retired Educator
Cynthia Finter
Consultant
Brenda Dykstra
The University of Kansas Health System
Diosselyn Tot
NeighborWorks America
Evelyn Hill
Avenue of Life
Jason Wartman
Glass Lewis
Oscar Orozco-Aguilar
KC Hospice & Palliative Care
Raymond Rico
Garcia Immigration Law Firm
Rob Steele
Children's Mercy Kansas City
Theresa Cummings
Jackson County Community Mental Health Fund
Tony Carter
Salem Baptist Church
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? Not applicable
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
Sexual orientation
No data
Disability
No data
Contractors
Fiscal year endingGuideStar Pro Reports
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