Primary Care Coalition of Montgomery County MD, Inc.
Making health happen!
Primary Care Coalition of Montgomery County MD, Inc.
EIN: 52-1847976
as of September 2024
as of September 09, 2024
Mission
The Primary Care Coalition envisions a strong, vibrant community that supports all people in achieving healthy lives. Our mission is to improve the health of vulnerable individuals and families by building partnerships and strengthening systems.
Ruling year
1994
President & CEO
Ms. Leslie Graham
Main address
8757 Georgia Avenue 10th Floor
Silver Spring, MD 20910 USA
EIN
52-1847976
Out-patient medical care
Public health
Health
Population served
Adults
Economically disadvantaged people
Children and youth
Immigrants and migrants
NTEE code
Alliance/Advocacy Organizations (E01)
Public Health Program (E70)
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
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
The most vulnerable members of our community frequently lead medically and socially complex lives. Without access to primary and preventive health services their health declines. They may not be able to work; they may struggle to support their families; they may seek care at hospital emergency departments or become hospitalized where they will receive high cost acute care. If they don't get the care they need, they may even have a reduced life expectancy.
The PCC works in partnership with community organizations to design and operate collaborative programs that increase access to health care and wrap around services and improve the health and lives of people in our community who face cultural, linguistic, and socioeconomic barriers when seeking these services.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Montgomery Cares
Montgomery Cares is a public-private partnership composed of 11 independent safety-net clinics, six hospitals, individual health care providers, the Montgomery County Dept. of Health and Human Services, and teh Primary Care Coalition (PCC). The PCC administers Montgomery Cares and is responsible for coordinating the serivces for the participating health care providers who share a common goal and work collectively to provide efficient, accessible, and outcome-focused health services to 30,000 low-income, uninsured adults in Montgomery County. Montgomery Cares patients also receive specialty care referrals, behavioral health care, and access to medications.
Care for Kids
From routine well child visits to case management for children with complex health care needs, Care for Kids provides affordable health services to nearly 4,000 low-income children with no other means of accessing care. Care for Kids is a low-cost health care solution that provides affordable primary and specialty care to the children of low-income Montgomery County families who are not eligible for state or federal health insurance programs. It is a public-private partnership composed of the Montgomery County Department of Health and Human Services, Montgomery County School Based Health Centers, private health care providers and safety-net clinics, Kaiser Permanente of the Mid-Atlantic States and the Primary Care Coalition.
Quality Improvement Initiatives
Everyone has a right to high quality health care regardless of their race, ethnicity, country of origin, or income status. The PCC and its partners are committed to providing a safety-net health care system that achieves national quality standards and delivers high quality care for low-income individuals. Our approach to quality is multi-faceted and includes ongoing quality assurance reviews of administrative, financial, and clinicals tandards at safety-net clinics, and a network infrastructure that includes a shared electronic health record and allows the safety-net clinics participating in Montgomery Cares to work as a unified system of care.
Nexus Montgomery (management entity for)
Nexus Montgomery is a hospital-led collaborative that aims to reduce avoidable or unnecessary hospital use (including readmissions), by connecting people to timely and appropriate community-based care and support services. The Primary Care Coalition serves as the management entity for Nexus Montgomery providing organizational infrastructure, staffing, data analytics and evaluation.
Where we work
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of children receiving medical services
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
In 2022 the Care for Kids Program provided access to care for 7,903 children, including 5,589 primary care visits and 316 behavioral health visits. These children represent 82 countries of origin.
Number of adults received primary healthcare
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
MCares Behavioral Health Program served 1,368 patients, MedBank secured medications worth $6.47 mln for 1,259 patients. Project Access provided 627unique patients with 2,596 spec. care appointments.
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 PCC is a catalyst for the development and coordination of a community-based health care system that strives for universal access and health equity for low-income, diverse, and under-resourced residents.
What are the organization's key strategies for making this happen?
1) Support the growth and development of comprehensive, integrated, high quality, and financially sustainable primary care and related essential services with sufficient capacity to serve the target population with culturally appropriate, evidence-based, and patient-centered care.
2) Deliver and ensure access to care coordination and care transition services for the target population.
3) Ensure that PCC programs, projects, and resources are effectively and efficiently deployed to improve target population health, patient experience, and costs for patients in the health system.
4) Grow PCC's capacity to analyze, interpret, and present data in support of clinical operations and population health improvement goals.
5) Ensure that PCC has the leadership, core competencies, financial resources, and organizational structure and culture to live its values and work effectively towards its mission.
What are the organization's capabilities for doing this?
QUALITY ASSURANCE
The PCC works to ensure that the local safety-net system in Montgomery County, Maryland achieves national quality standards and offers high quality care that is comparable to or exceeds what patients could get through Medicaid or on the insurance marketplace.
PROCESS IMPROVEMENT
The PCC offers technical assistance, consultative services, and other resources to support safety-net clinics in providing high-quality, effective, patient centered care.
NETWORK INFRASTRUCTURE
Technology resources and network infrastructure provided by the PCC enable safety-net clinics to work as a unified system of care.
SOCIAL DETERMINANTS OF HEALTH
The PCC is responding to the needs of a growing number of vulnerable residents living in an affluent community by collaborating with organizations that provide social and human services to help patients overcome barriers to leading healthy lives.
What have they accomplished so far and what's next?
Over the years, PCC has adapted to changes in health care policies at the local, state, and national level; yet, our mission focus has remained constant.
Between 2013 and 2016 we saw:
- 75% increase in the number of uninsured children served by Care for Kids
- 20% decrease in number of uninsured adults served by Montgomery Cares (corresponds to Medicaid expansion in Maryland)
- 28% increase in breast cancer screening rate among uninsured women
- 60% increase in behavioral health clinical services provided to uninsured residents
- Montgomery Cares steadily meets or exceeds HEDIS Medicaid benchmarks on select measures of diabetes and hypertension control
The PCC continues to strengthen our partnerships with local government and safety-net clinics in the region and is also forming new partnerships with hospital systems and other nonprofit organizations whose work addresses the social determinants of health (housing, education, environment, transportation, etc.)
Today, the future of the health care safety net seems uncertain and we are, once again, on the precipice of change. Whatever the future holds, PCC's vision of a community in which all residents have the opportunity to live a healthy life remains unchanged.
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 inform the development of new programs/projects, To strengthen relationships with the people we serve
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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 take steps to get feedback from marginalized or under-represented people, 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 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, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.52
Months of cash in 2023 info
1.3
Fringe rate in 2023 info
27%
Funding sources info
Assets & liabilities info
Financial data
Primary Care Coalition of Montgomery County MD, Inc.
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Primary Care Coalition of Montgomery County MD, Inc.
Balance sheetFiscal Year: Jul 01 - Jun 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.
Primary Care Coalition of Montgomery County MD, Inc.
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of Primary Care Coalition of Montgomery County MD, 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 | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $241,639 | $273,209 | $1,933,744 | $705,865 | -$235,815 |
| As % of expenses | 1.2% | 1.4% | 7.1% | 2.3% | -1.0% |
| Unrestricted surplus (deficit) after depreciation | $228,874 | $270,649 | $1,932,352 | $705,865 | -$236,272 |
| As % of expenses | 1.1% | 1.4% | 7.1% | 2.3% | -1.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $19,952,636 | $20,545,460 | $29,107,189 | $30,675,941 | $22,529,512 |
| Total revenue, % change over prior year | 1.8% | 3.0% | 41.7% | 5.4% | -26.6% |
| Program services revenue | 26.9% | 24.3% | 3.4% | 6.1% | 8.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 71.4% | 72.3% | 95.5% | 92.7% | 91.3% |
| All other grants and contributions | 1.3% | 3.4% | 1.1% | 1.2% | 0.7% |
| Other revenue | 0.3% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $19,951,330 | $20,016,199 | $27,208,698 | $30,139,895 | $23,008,387 |
| Total expenses, % change over prior year | 1.3% | 0.3% | 35.9% | 10.8% | -23.7% |
| Personnel | 28.8% | 28.8% | 21.1% | 20.7% | 30.9% |
| Professional fees | 50.2% | 20.8% | 7.1% | 12.6% | 10.4% |
| Occupancy | 1.8% | 1.8% | 1.0% | 0.9% | 1.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 16.5% | 46.5% | 69.1% | 63.7% | 55.1% |
| All other expenses | 2.8% | 2.1% | 1.6% | 2.1% | 2.6% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $19,964,095 | $20,018,759 | $27,210,090 | $30,139,895 | $23,008,844 |
| One month of savings | $1,662,611 | $1,668,017 | $2,267,392 | $2,511,658 | $1,917,366 |
| Debt principal payment | $0 | $0 | $1,088,000 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $17,155 |
| Total full costs (estimated) | $21,626,706 | $21,686,776 | $30,565,482 | $32,651,553 | $24,943,365 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 0.5 | 1.4 | 2.1 | 2.0 | 1.3 |
| Months of cash and investments | 0.5 | 1.4 | 2.1 | 2.0 | 1.3 |
| Months of estimated liquid unrestricted net assets | 1.0 | 1.1 | 1.7 | 1.8 | 2.2 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $897,890 | $2,371,930 | $4,818,452 | $5,078,059 | $2,535,331 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $3,962,491 | $4,654,553 | $4,699,253 | $4,316,355 | $4,590,820 |
| Gross land, buildings, equipment (LBE) | $62,328 | $62,328 | $62,327 | $0 | $79,483 |
| Accumulated depreciation (as a % of LBE) | 93.7% | 97.8% | 100.0% | 0.0% | 79.0% |
| Liabilities (as a % of assets) | 58.8% | 63.9% | 53.9% | 47.3% | 48.5% |
| Unrestricted net assets | $1,622,724 | $1,893,373 | $3,825,725 | $4,531,590 | $4,295,318 |
| Temporarily restricted net assets | $397,286 | 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 | $397,286 | $653,338 | $618,085 | $448,266 | $205,206 |
| Total net assets | $2,020,010 | $2,546,711 | $4,443,810 | $4,979,856 | $4,500,524 |
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
President & CEO
Ms. Leslie Graham
Ms. Graham has dedicated her career to improving health care quality and access while managing costs. Her experience includes leadership roles in primary care and community health centers, health care information technology companies, and as a founding vice-president of the international practice for a national consulting firm working with health care systems in the Middle East and Latin America. Prior to her role as CEO of the Primary Care Coalition Ms. Graham served as a Senior Vice President at the Delmarva Foundation for Medical Care where she developed a roll out strategy for the Health Benefits Exchange assistor program for the State of Delaware. She managed a variety of other population health and quality improvement initiatives.
Number of employees
Source: IRS Form 990
Primary Care Coalition of Montgomery County MD, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Primary Care Coalition of Montgomery County MD, Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Primary Care Coalition of Montgomery County MD, Inc.
Board of directorsas of 02/27/2023
Board of directors data
Shawn Bartley
Shawn D. Bartley and Associates, LLC
Term: 2019 - 2023
Tristam Kruger
No Affiliation
Richard Bohrer
No Affiliation
Leslie Graham
Primary Care Coalition of Montgomery County
Julia Doherty
No Affiliation
Shawn D. Bartley
Steven Raetzman
Ling Chin
Ron Bialek
Donna Perry
Kevin Sexton
Helaine Resnick
Jessica Wilson
Jacey D'Aiutolo
Ravi Melwani
Ruth Enid Zambrana
Kirsten Haalboom
Ana Maria Espinoza
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? 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
Equity strategies
Last updated: 02/14/2023GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- 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 have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- 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.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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- Letter of Determination
- Officer and/or Employee data for 2023, 2022, 2021, 2020, 2019
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