Gloucester Mathews Care Clinic
Providing compassionate healthcare to the uninsured and underinsured residents of Gloucester & Mathews since 1998
Gloucester Mathews Care Clinic
EIN: 54-1875619
Mission
The mission of the Gloucester Mathews Care Clinic is to provide comprehensive healthcare addressing the unmet healthcare needs of our community.
Ruling year
1998
Executive Director
Ms. Arlene Armentor
Main address
P.O. Box 684
Gloucester, VA 23061 USA
EIN
54-1875619
Patient-centered care
Health care quality
Dental care
Population served
Low-income people
Adults
Chronically ill people
NTEE code
Ambulatory Health Center, Community Clinic (E32)
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 reportsWhat we aim to solve
There are still many in our community who do not have health insurance or access to healthcare. Our Clinic has been addressing the needs of the uninsured and underinsured residents of Gloucester and Mathews Counties since 1998. Our vision is that all citizens of Gloucester and Mathews counties will have access to basic healthcare and health education.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Medical Care
Our Clinic provides medical care to uninsured or underinsured adults ages 18-64 who are at 300% or below of the federal poverty level. This includes care of both chronic and acute conditions.
Pharmacy
Our on-site pharmacy provides medications at low or sometimes no cost to qualifying patients.
Patient Education
We provide education to our patients regarding their conditions and how lifestyle management, including nutrition, exercise, rest and medication management can affect their conditions.
Where we work
Awards
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of patients maintaining adequate blood glucose
This metric is no longer tracked.Totals By Year
Population(s) Served
Chronically ill people, Adults, Economically disadvantaged people
Related Program
Medical Care
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This actually represents the percentage of our diabetic patients with blood glucose in control (HbA1c <9%)
Total number of client emergency room visits
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Chronically ill people, Economically disadvantaged people
Related Program
Medical Care
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Context Notes
These numbers represent all ER visits by our patients. However we additionally look at those ER visits which were considered necessary and those which were avoidable.
Number of clients who report general satisfaction with their services
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Chronically ill people, Economically disadvantaged people
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This metric is actually the percentage of our patients who responded to our annual patient satisfaction survey and indicated that their patient care experience met or exceeded their expectations.
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?
Our long-term goals for this program are to:
1) Provide excellent, compassionate care for all patients, especially those suffering from chronic illnesses.
2) Engage our patients to become active partners with us in managing their health conditions.
3) Improve patients’ quality of life, ultimately creating a state of well-being that enables them to secure employment and/or remain employed.
What are the organization's key strategies for making this happen?
We will achieve our long-term goals by:
1) Providing patients access to certified medical professionals (both paid and volunteer, and both on-site at our Clinic and through referrals to outside specialists and healthcare partners).
2) Maintaining a culture of compassionate care through building relationships with our patients to engage them as active participants.
3) Ensuring that our Clinic is constantly aware of best practices in treating chronic care patients and evolving our service delivery to meet the needs of our patients.
What are the organization's capabilities for doing this?
We have an outstanding and dedicated team of clinical and administrative staff and volunteers always willing to go above and beyond to ensure excellent care. We have a wonderful facility with an on-site pharmacy to provide medications at low or no cost for our patients. We have an extensive network of specialty providers as well as Riverside Walter Reed Hospital, Sentara, and Bon Secours who help provide diagnostic testing and procedures for our patients that cannot be provided within the walls of our Clinic. We are a member of the Williamsburg Health Foundation's Chronic Care Collaborative, which provide financial and technical support to help us engage patients with chronic conditions as partners in their healthcare together with us.
What have they accomplished so far and what's next?
In the past several years, our Clinic has made numerous operational changes that are enabling us to better serve the community. We have completed the full implementation of an Electronic Health Record. The Athena EHR is helping us to better track patient data and outcomes. We also have enabled prospective patients to apply for care online, and streamlined our eligibility screening process, reducing the time it takes for a patient to be certified as eligible for care. Our Board made the decision in 2019 to adopt a hybrid business model and began to see patients with Medicaid through the expansion in addition to uninsured patients. We believe this is how we can best serve our community, ensuring that our patients have a constant medical home, regardless of insurance status.
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 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 understand people's needs and how we can help them achieve their goals
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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 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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.94
Months of cash in 2023 info
6.6
Fringe rate in 2023 info
15%
Funding sources info
Assets & liabilities info
Financial data
Gloucester Mathews Care Clinic
Balance sheetFiscal Year: Jan 01 - Dec 31
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
This snapshot of Gloucester Mathews Care Clinic’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 | $145,252 | $157,109 | $380,210 | $20,454 | $283,288 |
| As % of expenses | 6.4% | 6.7% | 16.2% | 0.9% | 14.8% |
| Unrestricted surplus (deficit) after depreciation | $126,262 | $92,294 | $320,492 | -$37,793 | $223,562 |
| As % of expenses | 5.5% | 3.8% | 13.4% | -1.6% | 11.3% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $2,513,010 | $2,393,757 | $2,701,936 | $2,377,857 | $2,153,651 |
| Total revenue, % change over prior year | 126.2% | -4.7% | 12.9% | -12.0% | -9.4% |
| Program services revenue | 2.0% | 1.6% | 2.9% | 3.4% | 4.9% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.5% |
| Government grants | 2.9% | 3.0% | 7.7% | 3.1% | 3.4% |
| All other grants and contributions | 95.1% | 95.3% | 89.3% | 93.5% | 91.2% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $2,259,166 | $2,337,180 | $2,340,762 | $2,293,680 | $1,920,507 |
| Total expenses, % change over prior year | 131.2% | 3.5% | 0.2% | -2.0% | -16.3% |
| Personnel | 33.4% | 29.4% | 29.2% | 31.7% | 38.7% |
| Professional fees | 0.6% | 1.0% | 0.5% | 0.5% | 0.7% |
| Occupancy | 1.1% | 1.2% | 1.1% | 1.2% | 1.3% |
| Interest | 1.2% | 1.1% | 1.1% | 1.1% | 1.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 63.6% | 67.2% | 68.1% | 65.5% | 58.3% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,278,156 | $2,401,995 | $2,400,480 | $2,351,927 | $1,980,233 |
| One month of savings | $188,264 | $194,765 | $195,064 | $191,140 | $160,042 |
| Debt principal payment | $0 | $0 | $164,571 | $12,613 | $278,714 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $2,466,420 | $2,596,760 | $2,760,115 | $2,555,680 | $2,418,989 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 2.9 | 3.7 | 5.0 | 5.7 | 6.6 |
| Months of cash and investments | 2.9 | 3.7 | 5.0 | 5.7 | 6.6 |
| Months of estimated liquid unrestricted net assets | -3.3 | -2.4 | -0.4 | -0.4 | 1.3 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $541,727 | $723,295 | $983,988 | $1,085,889 | $1,061,016 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $204,843 | $138,963 | $98,081 | $132,881 | $84,345 |
| Gross land, buildings, equipment (LBE) | $1,804,902 | $1,804,005 | $1,804,005 | $1,815,717 | $1,749,877 |
| Accumulated depreciation (as a % of LBE) | 22.4% | 25.9% | 29.3% | 32.3% | 32.9% |
| Liabilities (as a % of assets) | 40.4% | 42.2% | 33.3% | 34.6% | 23.5% |
| Unrestricted net assets | $781,674 | $873,968 | $1,194,460 | $1,156,667 | $1,380,229 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Total restricted net assets | $507,641 | $407,109 | $388,073 | $451,796 | $401,652 |
| Total net assets | $1,289,315 | $1,281,077 | $1,582,533 | $1,608,463 | $1,781,881 |
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
Ms. Arlene Armentor
Number of employees
Source: IRS Form 990
Gloucester Mathews Care Clinic
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Gloucester Mathews Care Clinic
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Gloucester Mathews Care Clinic
Board of directorsas of 08/12/2024
Board of directors data
~ Carl Hobbs, III
Retired, Virginia Institute of Marine Sciences
Term: 2023 - 2025
Sven vanBaars
Rector, Abingdon Episcopal Church
Wayne Reynolds
Doctor
C.R. (Chuck) Harris
Dentist
Carl Hobbs, III
Retired, Virginia Institute of Marine Sciences
Rebecca White, PhD, MSN, RN
Rappahannock Community College
Diane Dawn
Chesapeake Bank
Tracy Elliott
Chesapeake Bank
Bryant Hudgins
Walter Reed Convalescent Center
Chris White
York County
Bob Cross, MD
Physician
Andrea Crawford, MD
Physician
Margaret Poole
Nurse Practitioner
Vonnie James
Riverside Walter Reed Hospital
Steve Gingues
WaterPro
Cher Gingues
Gloucester High School
Roxanne Yarina
Direct Access Internal Medicine
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: 10/13/2021GuideStar 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 seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
- Contractor and/or Paid Preparer data for 2023, 2022, 2021
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