PLATINUM2023

Primary Care Coalition of Montgomery County MD, Inc.

Making health happen!

aka Primary Care Coalition, PCC   |   Silver Spring, MD   |  www.primarycarecoalition.org
GuideStar Charity Check

Primary Care Coalition of Montgomery County MD, Inc.

EIN: 52-1847976


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 info

1994

President & CEO

Ms. Leslie Graham

Main address

8757 Georgia Avenue 10th Floor

Silver Spring, MD 20910 USA

Show more contact info

EIN

52-1847976

Subject area info

Health

Out-patient medical care

Public health

Population served info

Children and youth

Adults

Immigrants and migrants

Economically disadvantaged people

NTEE code info

Alliance/Advocacy Organizations (E01)

Public Health Program (E70)

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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.

Population(s) Served
Adults
Economically disadvantaged people

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.

Population(s) Served
Children and youth
Immigrants and migrants

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.

Population(s) Served
Economically disadvantaged people

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.

Population(s) Served
Adults

Where we work

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 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

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.

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.

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.

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.

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

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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

  • 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

  • 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

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990

1.52

Average of 1.66 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

1.3

Average of 1 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

27%

Average of 30% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Primary Care Coalition of Montgomery County MD, Inc.

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Primary Care Coalition of Montgomery County MD, Inc.

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Primary Care Coalition of Montgomery County MD, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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
Form 1023/1024 is not available for this organization

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 employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Primary Care Coalition of Montgomery County MD, Inc.

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Primary Care Coalition of Montgomery County MD, Inc.

Board of directors
as of 02/27/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

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

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
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 2/14/2023

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
White/Caucasian/European
Gender identity
Female
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 02/14/2023

GuideStar 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

Data
  • 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.
Policies and processes
  • 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 ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser