Center for Global Health Innovation
CGHI exists to advance global health equity by promoting and facilitating collaboration to drive impactful innovation.
Center for Global Health Innovation
EIN: 58-1849665
Mission
The Center for Global Health Innovation brings together diverse Global Health, Health Technology, and Life Sciences entities to collaborate, innovate and activate solutions to enhance human health outcomes around the world. At its core, CGHI will orchestrate programs that promote cross-discipline cooperation to strengthen capabilities, accelerate problem solving and respond to global health crises.
Ruling year
1989
President & Ceo
Maria Thacker-Goethe
Main address
999 Peachtree St NE Ste 1800
Atlanta, GA 30309 USA
Formerly known as
Georgia Biomedical Partnership Inc
EIN
58-1849665
STEM education
Public health
Biomedicine
Population served
Economically disadvantaged people
Health
NTEE code
Biomedicine, Bioengineering (G92)
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
The Center for Global Health Innovation identifies, champions and addresses the health problems we face in our world that need the most attention. These are big challenges that no one person, no one organization can solve alone.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Education & Workforce Development
CGHI carries out initiatives in education and workforce development to accelerate the alignment of Georgia’s current and future workforce with the needs of its Life Sciences Industry. The workforce development programming focuses on connecting education and career pathway development with Georgia’s Work Ready Program, and places it in an industry-focused context led by an industry network. Activities include career awareness programs, curricula development and implementation, teacher trainings, a mentoring program, solutions design, and execution. With support from the state of Georgia, CGHI launched the first teacher training program in the country specific to STEM education serving 30 counties in rural Georgia. 233 teachers were trained, impacting nearly 38,000 students (75% in Title 1 Schools). CGHI also operates an Equipment Depot to support STEM education by providing free STEM supplies and equipment to classrooms throughout the state.
Health Equity and Crisis Coordination
Since its formation in early 2020, CGHI’s Office of Health Equity and Crisis Coordination (OHECC) has led private-public partnerships and developed public health technology assets during our nation’s largest public health crisis in over a century. Programs include Back2School, the Workshop Action Coalition, and the COVID Vaccine and Information Equity Demand (COVIED) program. These programs have served over 5000 students in the Atlanta area, over 50 houses of worship of various faiths throughout the country, and have served to increase access to the latest and most effective vaccine information for groups with increased rates of vaccine hesitancy across the country. OHECC has also deployed a free online database (PAVE) across all fifty states to aid in optimizing vaccine allocation. OHECC is currently leading a HRSA-funded to train and deploy over 120 community health workers across seven states to increase trust and combat vaccine hesitancy in high-risk communities.
Life Sciences & Digital Health
CGHI works to advance the growth of Georgia’s life sciences industry and foster strategic partnerships that can create a healthier world and strengthen economic development in the region. Initiatives and programs include public policy information forums, executive roundtables, educational panels on industry trends and innovations, capital forums, and entrepreneurial trainings. The annual conference is largest life sciences conference in the southeast and showcases the most advanced life science research and product developments not only in biomedicine and medical devices, but also in agriculture and bioenergy. Meetings and events are open to company executives, university administrators and scientists, government leaders, investors and public policy experts. This summit, along with many other meetings, panel discussions, seminars and other events throughout the year, provides a network for the exchange of ideas, information, and opportunities.
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of touchpoints around vaccine awareness and education in at-risk communities
This metric is no longer tracked.Totals By Year
Related Program
Health Equity and Crisis Coordination
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
Fostering collaboration to solve public health problems in order to promote a healthier, more equitable society. The Center for Global Health Innovation is committed to solving the health and societal inequities highlighted by the pandemic and to ensure communities across the globe are better able to meet the needs of the next global health crisis.
What are the organization's key strategies for making this happen?
Building Trust: Trust enables understanding, drives collaboration, and fuels innovation. Without it, the best ideas fail. With it, anything is possible. We are building trust by fostering personal relationships among historically fragmented sectors, breaking down barriers to collaboration, extending those relationships authentically into community, and engaging community members directly to design and deliver health solutions that work.
The Center for Global Health Innovation’s District: The Innovation District will be a physical hub of community, discovery, and invention for Georgia’s global health, health technology, and life sciences sectors. Georgia is home to the largest and most impactful life sciences and global public health entities in the world, which are major economic drivers in our state.
Workforce Development: K-12 Teacher training and free science equipment for Title 1 schools
Address workforce shortages limiting our research universities and industry from health innovation progress
1st of its kind life sciences career training dedicated to minority representation in science workforce
Economic Development: Provide sorely needed research labs and collaborative workspace currently absent from Atlanta’s ecosystem
Health Equity: 70,000 of Atlanta’s most underserved citizens provided with health education and access to care. 5,000+ students served across KIPP Atlanta; K-12.
What are the organization's capabilities for doing this?
By organizing, accelerating and supporting talented people and successful companies to innovate around these problems, The Center works to improve health outcomes for every community, every individual around the globe. And by focusing on equity in the process, these life-saving innovations create economic impact, build new industries, create more jobs, and open new global marketplaces to further empower community success.
Only through rigorous, strategic and active collaboration, designed to deliver sustainable and profitable innovations, will humanity overcome the Global Health challenges we face.
What have they accomplished so far and what's next?
Since its formation in early 2020, CGHI’s Office of Health Equity and Crisis Coordination (OHECC) has led private-public partnerships and developed public health technology assets during our nation’s largest public health crisis in over a century. Programs include Back2School, the Workshop Action Coalition, and the COVID Vaccine and Information Equity Demand (COVIED) program. These programs have served over 5000 students in the Atlanta area, over 50 houses of worship of various faiths throughout the country, and have served to increase access to the latest and most effective vaccine information for groups with increased rates of vaccine hesitancy across the country. OHECC has also deployed a free online database (PAVE) across all fifty states to aid in optimizing vaccine allocation. OHECC is currently leading a HRSA-funded to train and deploy over 120 community health workers across seven states to increase trust and combat vaccine hesitancy in high-risk communities.
CGHI carries out initiatives in education and workforce development to accelerate the alignment of Georgia’s current and future workforce with the needs of its Life Sciences Industry. The workforce development programming focuses on connecting education and career pathway development with Georgia’s Work Ready Program, and places it in an industry-focused context led by an industry network. Activities include career awareness programs, curricula development and implementation, teacher trainings, a mentoring program, solutions design, and execution. With support from the state of Georgia, CGHI launched the first teacher training program in the country specific to STEM education serving 30 counties in rural Georgia. 233 teachers were trained, impacting nearly 38,000 students (75% in Title 1 Schools). CGHI also operates an Equipment Depot to support STEM education by providing free STEM supplies and equipment to classrooms throughout the state, with over $280,000 of supplies and equipment donated in 2021 for distribution to teachers and school. CGHI is leading an initiative funded by NSF to operate and scale a Biotechnician Assistant Credentialing Exam (BACE) program. Global Health programming is focused on education and community awareness of global health partners and their activities, supporting and advising the Women in Global Health chapter, and the Becoming Better Ancestors project which focuses on lessons learned from past successes in disease eradication and how society can better respond to future health crises. This initiative will result in an educational video series to be globally distributed in 2022.
CGHI works to advance the growth of Georgia’s life sciences industry to foster strategic partnerships that can create a healthier world and strengthen economic development in the region. Initiatives and programs include public policy information forums, executive roundtables, educational panels on industry trends and innovations, capital forums, and entrepreneurial trainings.
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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Who are the people you serve with your mission?
Member organizations - life sciences organizations, non-profits, government organizations, academic institutions, start-ups, technology organizations, and more. Workforce Initiatives: middle and high school teachers and students Crisis Response Initiatives: general public
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How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings/Town halls,
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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 make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,
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What significant change resulted from feedback?
For our SARS-CoV2 Vaccines Information Equity and Demand Creation Project (COVIED), we have implemented a systematic approach to provide interpretable, context- and culture-specific accurate and trusted information about the vaccines to package and deliver this information to susceptible populations at risk for COVID and demonstrating vaccine hesitancy as a means to substantively reduce the disproportionate impact of COVID illness and death associated with this pandemic. We have surveyed a selection of communities to develop context-specific messages and disseminate through community-based organizations. We have continued to refine the message based off of feedback from these surveys.
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With whom is the organization sharing feedback?
The people we serve, Our staff, Our board, Our funders, Our community partners,
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How has asking for feedback from the people you serve changed your relationship?
We are here as an organization to serve our members, partners, and the public. We actively solicit feedback from constituents and include them in our strategic planning and initiatives so they feel invested in our mission. It has strengthened our relationship with our constituents as they know we are here to serve them.
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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 aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, 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, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is hard to come up with good questions to ask people, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback,
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
0.63
Months of cash in 2019 info
0.9
Fringe rate in 2019 info
20%
Funding sources info
Assets & liabilities info
Center for Global Health Innovation
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Center for Global Health Innovation
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 Center for Global Health Innovation’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 | $3,108 | $17,642 | $19,506 | $95,981 | -$142,131 |
| As % of expenses | 0.3% | 2.0% | 2.1% | 10.3% | -12.6% |
| Unrestricted surplus (deficit) after depreciation | $2,453 | $16,987 | $19,506 | $95,981 | -$142,131 |
| As % of expenses | 0.3% | 1.9% | 2.1% | 10.3% | -12.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $929,939 | $909,696 | $957,484 | $1,024,272 | $985,550 |
| Total revenue, % change over prior year | -3.0% | -2.2% | 5.3% | 7.0% | -3.8% |
| Program services revenue | 19.6% | 20.3% | 28.1% | 20.6% | 25.2% |
| Membership dues | 25.7% | 31.4% | 29.7% | 35.1% | 19.7% |
| Investment income | 0.0% | 0.1% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 3.5% | 0.5% |
| All other grants and contributions | 54.6% | 48.2% | 42.2% | 40.7% | 54.6% |
| Other revenue | 0.2% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $926,831 | $892,616 | $937,977 | $928,291 | $1,127,681 |
| Total expenses, % change over prior year | -4.7% | -3.7% | 5.1% | -1.0% | 21.5% |
| Personnel | 47.2% | 54.0% | 61.5% | 53.6% | 32.1% |
| Professional fees | 11.4% | 5.2% | 3.6% | 8.5% | 12.6% |
| Occupancy | 0.0% | 0.0% | 0.0% | 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 | 41.4% | 40.7% | 34.9% | 37.8% | 55.2% |
| Full cost components (estimated) info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $927,486 | $893,271 | $937,977 | $928,291 | $1,127,681 |
| One month of savings | $77,236 | $74,385 | $78,165 | $77,358 | $93,973 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $1,004,722 | $967,656 | $1,016,142 | $1,005,649 | $1,221,654 |
Capital structure indicators
| Liquidity info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Months of cash | 0.5 | 0.9 | 0.9 | 1.3 | 0.9 |
| Months of cash and investments | 0.5 | 0.9 | 0.9 | 1.3 | 0.9 |
| Months of estimated liquid unrestricted net assets | -0.5 | -0.3 | 0.0 | 1.2 | -0.5 |
| Balance sheet composition info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Cash | $37,209 | $69,150 | $67,902 | $98,010 | $82,823 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $38,924 | -$13,975 | $20,550 | $89,014 | $100 |
| Gross land, buildings, equipment (LBE) | $34,788 | $34,788 | $34,788 | $34,788 | $34,788 |
| Accumulated depreciation (as a % of LBE) | 97.2% | 99.1% | 100.0% | 100.0% | 100.0% |
| Liabilities (as a % of assets) | 141.7% | 133.5% | 103.8% | 50.5% | 159.7% |
| Unrestricted net assets | -$39,850 | -$22,863 | -$3,357 | $92,624 | -$49,507 |
| Temporarily restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | -$39,850 | -$22,863 | -$3,357 | $92,624 | -$49,507 |
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 & Ceo
Maria Thacker-Goethe
Maria Thacker-Goethe has more than 13 years of experience in non-profit management and development. She was appointed president and CEO for Georgia Bio and the Georgia BioEd Institute in February 2019. Maria has helped build the organization into one of the top state bioscience and Medtech associations through her community outreach and engagement, member development, and leadership on various special projects and programs to increase community connections and resources. Additionally, she had been responsible for conceiving, developing, and executing a comprehensive internal and external communications strategy.
Maria received her Master in Public Health in health education/communication, and maternal and child health from Tulane School of Public Health and Tropical Medicine, and her Bachelor of Arts in Environmental Studies from Sweet Briar College.
Number of employees
Source: IRS Form 990
Center for Global Health Innovation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Center for Global Health Innovation
Board of directorsas of 02/18/2023
Board of directors data
Russell Medford
Joey Bakal
Deloitte
Sherri Berger
Center for Disease Control and Prevention
Deb Bruner
Emory University
Clark Dean
Transwestern
Patricia Fritz
UCB, Inc.
Chaarles Fogelgren
Quest Diagnostics
Shay Foley
Alcon
David Hartnett
Metro Atlanta Chamber
Russell Medford
Covanos
Anil Menon
Sharecare
Judy Monroe
CDC Foundation
Mike Pasilla
J.P. Morgan (former)
Charles Redding
Medshare
Gary Reedy
American Cancer Society (former)
David Ross
The Task Force for Global Health
Maria Thacker-Goethe
Center for Global Health Innovation
Louis Sullivan
Morehouse School of Medicine
Bill Warren
Eversheds Sutherland
Nicky Gouveia Wilmington
Global 1 Connect
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
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 09/06/2022GuideStar 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
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- Financial statements for 2021, 2020
- Officer and/or Employee data for 2019, 2018, 2017, 2016, 2015
- Contractor and/or Paid Preparer data for 2019, 2018, 2017
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