Health360
Building a healthier nation one community at a time: Innovate Collaborate Educate
Health360
EIN: 01-0648561
as of September 2024
as of September 09, 2024
Mission
Health360, formerly known as Northwestern Connecticut AHEC, builds a healthier nation one community at a time. Health360 implements innovative, collaborative educational program across the United States. Health360 works with local stakeholders to implement programs that address issue of national importance.
Ruling year
2003
Executive Director
Patricia Harrity
Main address
5 Commerce Drive, Unit 42
Newtown, CT 06470 USA
Formerly known as
Northwestern Connecticut AHEC
EIN
01-0648561
Health
Education services
Population served
Adults
Young adults
NTEE code
Educational Services and Schools - Other (B90)
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
Communication
Programs and results
What we aim to solve
This program leverages national service to advance implementation of evidence based mental health programs in diverse communities across the nation. AmeriCorps: AmeriCorps is a network of local, state, and national service programs that connects over 0,000 Americans each year in intensive service to meet community needs in education, the environment, public safety, health, and homeland security. AmeriCorps’ members serve with more than 2,000 non-profits, public agencies, and community organizations. The largest initiative is Healthy Minds Alliance (HMA) which is the first AmeriCorps program focused on the mental health crisis in the United States. Healthy Minds Alliance initiative has been strategically expanding programs to strengthen crisis call center workforce capacity in partnership with Vibrant Emotional Health, the federally designated administrator for 988 (National Suicide Prevention Lifeline) and the CDC. The goal is to expand the health/mental health workforce.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Youth Health Service Corps
Engage youth from under represented backgrounds to health professions by engaging them in education and service learning projects that address pressing community health issues.
HEALTHForward
HEALTHForward is a program that tackles health disparities and the impact of social determinants of health in at risk diverse communities. AmeriCorps members engage a pipeline of high school, collect and health professions students from diverse racial, ethnic backgrounds in programs that prepare them as future health care professionals to address the health disparities with diverse populations.
Mental Health First Aid Corps
AmeriCorps members, trained as Mental Health First Aid Instructors, focus their full-time service year certifying community members in Mental Health First Aid. AmeriCorps members are placed at host sites across the nation to begin or bolster MHFA activities in local communities.
Healthy Minds Alliance
Healthy Minds Alliance (HMA) is program that increases the capacity of health partners to address mental health needs in their local communities. HMA partners with universities, school districts, community health centers health care systems, mental health centers and public health departments to host one or more AmeriCorps members whose service builds capacity to address local mental health needs. This program is currently located in more than 29 communities across the nation.
Where we work
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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 overall mission and purpose of the organization is to improve health equity in our nation's communities through innovative partnership-based initiatives in education, service and leadership development.
We envision communities where all people have equal opportunity to live long, healthy and productive lives.
We strive for Health360 to:
● Be aligned and integrated in all of the work that we do to maximize our impact
● Have strong collaborative partnerships with national, state, local, and community health
agencies in places where we work
● Have an expanded footprint serving more communities with more partners, host sites and
national service members
● Be financially self-sufficient with a wider and more diverse array of funding sources
● Be well-known in the communities in which we work
● Prioritize (re)investment in our agency to ensure sufficient staff and organizational
capacity to fulfill our commitments and continue to grow and innovate
● Become/be viewed as a leader in health and mental health-related national service
The Health360 goals are to:
Goal #1 Strengthen, Align, and Expand Our Current Suite of Programs and Services to Additional Communities Around the Nation
Goal#2 Create an Intentional Relationship Development Strategy to Expand and Deepen our Partnerships
Goal #3 Invest in Our Internal Capacity to Support Our Current Work and Desired Growth
Goal #4 Expand, Diversify, and Develop the Board to Reflect Our Local Roots and National Footprint
What are the organization's key strategies for making this happen?
Goal #1 Strengthen, Align, and Expand Our Current Suite of Programs and Services to Additional Communities Around the Nation
Strategy 1: Establish a Hub Structure to Expand Healthy Minds Alliance
Strategy 2: Align Our Programs Though Putting Health Equity at the Center of our Work
Strategy 3: Prepare/Explore Potential to Expand HEALTHForward
Goal#2: Create an Intentional Relationship Development Strategy to Expand and Deepen our Partnerships
Strategy 1: Strengthen and Grow our Local and National Partnerships to Deliver and Support Our Programs
Strategy 2: Create a Fund Development Strategy that Includes Corporate Sponsorships, Collaborative Grant Efforts, and the Development of an Individual Donor Base to Diversify Funding Sources
Strategy 3: Develop and implement a marketing plan that introduces the agency’s brand and
builds greater awareness and support for agency activities
Goal #3: Invest in Our Internal Capacity to Support Our Current Work and Desired Growth
Strategy 1: Reposition Health360 as a National Organization
Strategy 2: Strengthen our Infrastructure to Better Deliver and Expand Our Programs
Strategy 3: Re-envision Data Collection and Quality Assurance to Support Agency Learning and Collective Impact
Goal #4: Expand, Diversify, and Develop the Board to Reflect Our Local Roots and National Footprint
Strategy 1: Expand our Board to Broaden our Racial and Ethnic Diversity, Geographic Diversity, and Array of Skills, Knowledge, and Experience
Strategy 2: Develop a Board Structure that Best Supports our Agency
Strategy 3: Enhance Board Member Knowledge in Governance, Philanthropy, Health Equity,
and Other Key Content Areas
What are the organization's capabilities for doing this?
Health360 has a seasoned staff and has expanded the leadership team to support the financial growth of the organization with experienced finance and fund development team members. It has developed a regional staff support structure designed to support the scaling of partnerships for the Healthy Minds Alliance projects which are designed to increase the workforce pipeline in mental health services and support the roll out of the 988 suicide prevention line nationwide.
Health360 uses evidenced based practices across its program model to provide education, service learning and leadership based projects in health/mental health. It has a strong history of formal partnerships with colleges/universities, school districts, public health departments, government and health/behavioral health nonprofits to influence health impact with targeted efforts in addressing disparities in health access for marginalized and at-risk populations.
What have they accomplished so far and what's next?
Health360 operates in 70 communities across 29 states with several programs dedicated to reducing health disparities.
In 2022 the organization was awarded a Public Health AmeriCorps grant which is a partnership between AmeriCorps and the Centers for Disease Control and Prevention. The new grant will promote the development of a new generation of public health leaders and help to meet the mental health needs across the country.
In 2022 Health360, Healthy Minds Alliance program was selected to pilot with Vibrant Emotional Health a program which places HMA members at crisis call lines nationwide in response to the new 988 Suicide and Crisis Lifeline. This program will place 170 full time AmeriCorps members at crisis call centers to answer calls, text and chats and strategically strengthen call center capacity.
Since 2013 Health360's Healthy Minds Alliance program has placed more than 165 AmeriCorps members to advance implementation of evidenced based mental health programs in diverse communities. More than 62% of the program alumni pursued advanced degrees with 81% of those pursuing degrees focusing on health/mental health programs.
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?
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
5.55
Months of cash in 2023 info
2.9
Fringe rate in 2023 info
17%
Funding sources info
Assets & liabilities info
Financial data
Health360
Balance sheetFiscal Year: Oct 01 - Sep 30
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: Oct 01 - Sep 30
This snapshot of Health360’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.
Created in partnership with
Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $13,334 | -$36,557 | $243,794 | -$112,929 | $588,032 |
| As % of expenses | 1.3% | -3.2% | 21.4% | -8.6% | 25.2% |
| Unrestricted surplus (deficit) after depreciation | $13,098 | -$36,793 | $243,742 | -$112,929 | $567,756 |
| As % of expenses | 1.3% | -3.2% | 21.4% | -8.6% | 24.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,005,410 | $1,097,469 | $1,384,398 | $1,220,499 | $2,924,494 |
| Total revenue, % change over prior year | 19.8% | 9.2% | 26.1% | -11.8% | 139.6% |
| Program services revenue | 14.9% | 16.0% | 11.0% | 25.8% | 25.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.0% | 0.1% | 0.0% | 0.0% |
| Government grants | 85.0% | 84.0% | 88.9% | 73.4% | 75.0% |
| All other grants and contributions | 0.0% | 0.0% | 0.0% | 0.8% | 0.0% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $992,076 | $1,134,026 | $1,140,419 | $1,317,303 | $2,336,462 |
| Total expenses, % change over prior year | 13.4% | 14.3% | 0.6% | 15.5% | 77.4% |
| Personnel | 78.0% | 80.7% | 86.3% | 80.7% | 83.2% |
| Professional fees | 2.3% | 3.9% | 2.9% | 4.6% | 5.3% |
| Occupancy | 1.7% | 1.5% | 0.6% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 18.0% | 13.9% | 10.2% | 14.7% | 11.5% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $992,312 | $1,134,262 | $1,140,471 | $1,317,303 | $2,356,738 |
| One month of savings | $82,673 | $94,502 | $95,035 | $109,775 | $194,705 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $1,074,985 | $1,228,764 | $1,235,506 | $1,427,078 | $2,551,443 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 3.8 | 4.6 | 6.1 | 3.1 | 2.9 |
| Months of cash and investments | 3.8 | 4.6 | 6.1 | 3.1 | 2.9 |
| Months of estimated liquid unrestricted net assets | 4.0 | 3.1 | 5.7 | 3.9 | 5.1 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $317,006 | $435,701 | $575,680 | $343,508 | $556,465 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $126,926 | $109,182 | $134,151 | $154,129 | $358,179 |
| Gross land, buildings, equipment (LBE) | $26,759 | $26,759 | $0 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 98.2% | 99.1% | 0.0% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | 27.1% | 46.9% | 25.3% | 23.6% | 11.3% |
| Unrestricted net assets | $332,601 | $295,808 | $539,550 | $426,621 | $994,377 |
| Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $332,601 | $295,808 | $539,550 | $426,621 | $994,377 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Patricia Harrity
Tricia Harrity is the founding Executive Director of Health360, Inc., a 501(c)3 corporation established in 1998. Over the past 18 years Tricia has built Health360 into a vibrant community agency with diverse educational programs that improve access to health care for under-served populations.
Tricia possesses a Master's of Science degree from Colorado State University and a Bachelors of Business Administration degree from the University of Massachusetts. Prior to her work at Health360 Tricia has over ten years experience in project management and accounting at several Fortune 500 companies including General Electric and Champion International.
In 2013, under Tricia's direction, Health360 was awarded AmeriCorps National Direct funding from the Corporation for National and Community Service to develop the Youth Mental Health First Aid Corps. The Youth Mental Health First Aid Corps annual engages 20 full‐time AmeriCorps members, serving at community based organizations across the nation. During their service year, AmeriCorps members provide Youth Mental Health First Aid certification classes for a cross section of the population working with youth.
Tricia has presented at the Advancing School Mental Health Conference, the National AHEC Organization Conference and the National Conference on Volunteering and Service and has had articles published in the Journal of the National AHEC Organization on the topics of Mental Health First Aid, service learning and engaging volunteers through social networks. Tricia received the Linkage Award from the Council on Linkages between Academia & Public Health for her work developing the Youth Health Service Corps.
Tricia is a certified instructor for Mental Health First Aid and Youth Mental Health First Aid and annually certifies 175 to 200 Mental Health First Aiders.
Tricia is active in her community and volunteers for several organizations including Special Olympics, Relay for Life, Newtown Soccer Club, Soles for Soles, Merryhill Child Care Center Board of Directors, St. Rose of Lima and Chase Collegiate School Parents' Association.
Number of employees
Source: IRS Form 990
Health360
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Health360
Board of directorsas of 05/30/2024
Board of directors data
Alex Puzone
Children's Law Center of Connecticut
Joe Gorman
Waterbury Department of Education
Dave Flint
BlumShapiro
Alex Puzone
Children's Law Center
Nana Marfo
VA Medical Center
Arun Narikette
Quinnipiac University
Victoria Bosman
PA Department of Health
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
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
No data
Disability
No data
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