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Uphams Corner Health Committee Inc

 500 Columbia Road
 Dorchester, MA 02125
[P] (617) 287-8000
[F] --
uphams.org
[email protected]
Susan Kelliher
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INCORPORATED: 1972
 Printable Profile (Summary / Full)
EIN 23-7211732

LAST UPDATED: 07/02/2018
Organization DBA Upham's Corner Health Center
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Organized in 1971, the health center’s mission is to provide comprehensive, culturally competent, community-based health and social services, so as to maintain and improve the health and well-being of residents of North Dorchester, a neighborhood of Boston, Massachusetts. The Upham’s Corner Health Center is committed to provide high quality, low cost, culturally sensitive, community-based health and social services to the residents of Dorchester. Furthermore, the health center provides services to patients without regard to their race, color, religion, national origin, disability, age, sex, sexual orientation, or status as recipient of public assistance.


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Mission Statement

Organized in 1971, the health center’s mission is to provide comprehensive, culturally competent, community-based health and social services, so as to maintain and improve the health and well-being of residents of North Dorchester, a neighborhood of Boston, Massachusetts. The Upham’s Corner Health Center is committed to provide high quality, low cost, culturally sensitive, community-based health and social services to the residents of Dorchester. Furthermore, the health center provides services to patients without regard to their race, color, religion, national origin, disability, age, sex, sexual orientation, or status as recipient of public assistance.


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FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $40,207,220.00
Projected Expense $40,127,751.00

ProgramsMORE »

  • Primary Care

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Organized in 1971, the health center’s mission is to provide comprehensive, culturally competent, community-based health and social services, so as to maintain and improve the health and well-being of residents of North Dorchester, a neighborhood of Boston, Massachusetts. The Upham’s Corner Health Center is committed to provide high quality, low cost, culturally sensitive, community-based health and social services to the residents of Dorchester. Furthermore, the health center provides services to patients without regard to their race, color, religion, national origin, disability, age, sex, sexual orientation, or status as recipient of public assistance.


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Background Statement

The Upham’s Corner Health Committee was established in 1971 as the outgrowth of community action to develop a primary health care facility in the Upham’s Corner community. This action was undertaken in response to the exodus of physicians from Upham’s Corner moving their practices to the suburbs or closing them due to retirement.

As originally formed, the Committee consisted of approximately thirty community residents with diverse backgrounds who came together to meet on a regular basis around the issue of providing quality health care to the Upham’s Corner community. In August 1971, the group obtained a small grant from the Permanent Charities Foundation in Boston and used this money to employ a consultant to help them develop their plans for the opening of a community health center.
 
The Upham’s Corner Health Center is organized to provide comprehensive, personalized and continuous health services and served approximately 13,000 patients in 2016. Upham's Corner Health Center is a Federally Qualified Health Center (FQHC), recognized by the National Committee for Quality Assurance (NCQA) as a Level 3 Patient-Centered Medical Home (PCMH), and licensed by the Massachusetts Department of Public Health.
 
The Upham’s Corner Health Center is one of eight Boston neighborhood health centers affiliated with Boston Medical Center. One outstanding advantage of this affiliation with the network is assurance that economics of scale are realized. Within the network, those aspects of care which most efficiently can be handled at the neighborhood level are provided, and conversely certain program components are handled centrally.

Impact Statement

2016 Accomplishments:
- The Behavioral Health Department underwent a successful site visit for Addiction Services by the Massachusetts Department of Public Health (MDPH) and obtained its Bureau of Substance Abuse Services (BSAS) license. 
- The Women, Infants, and Children (WIC) programs across the state were consolidated and in 2016, UCHC won the bid for an expanded service area. The program is now called the Dorchester North/Mattapan WIC Program and serves a high volume of participants in North Dorchester, Mattapan, and Hyde Park.
- In June, the health center implemented its third electronic health record in 6 six years.
- In July, the first ever Operational Site Visit as a Federally Qualified Health Center (FQHC) occurred and went well.
- In August, we began the rollout of PACECare Online (PCO), an electronic health record for the Elder Service Plan, the Program of All-Inclusive Care for the Elderly (PACE) division.
 
2017 Goals:
- Continue focusing on strengthening internal workflows, communication, accountability, productivity, and staff satisfaction.
- Sharing best practices across all departments and divisions.
- Implementing new systems and processes to improve financial stability.
- Working with an Accountable Care Organization to ensure our patients have a choice in their care.
- Creating and integrating infectious disease case management into our practice.
- Developing a wellness and staff appreciation program to promote good health and boost morale. 

Needs Statement

1. Financial support for the non-reimbursable clinic staff such as Community Health Advocates, Interpreters and Case Managers, all of who play an essential role in improving health outcomes for our patients.

2. Additional staff, specifically primary care providers who are culturally and linguistically aligned with our community.

3. Patient Centered Medical Home – Offering and implementing truly integrated, team-based primary and behavioral health care and oversight comes at a cost. Additional resources are needed for staff and patients to utilize better technology and tools.

4. Future growth and strategic planning – A plan that will continue to support the implementation of our strategic plan for both the short and long term. A large campus, spread across Boston, consisting of older buildings, there are many pressing facility needs (aging HVAC systems, flooring, façade, structural updates to meet today’s clinical needs, general upkeep and updates), both structural and aesthetic. We also need medical equipment upgrades in the urgent care, eye, dental, and primary care departments.

5. Provide training and supplemental supports for staff and leadership development that respond to the current and emerging needs of both the organization and broader community. Implement a system of succession planning that responds to the need for future and competent leaders. Strengthen and enhance the emergency preparedness and operational continuity plan for the organization.


CEO Statement

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Board Chair Statement

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Geographic Area Served

City of Boston- South Dorchester
City of Boston- Mattapan
City of Boston- Roxbury
City of Boston- North Dorchester
Upham's Corner Health Center primarily services the following 6 zip codes: 02119, 02121, 02122, 02124, 02125, and 02126, which includes Dorchester, Mattapan, and Roxbury within the City of Boston. 

Organization Categories

  1. Health Care - Community Clinics
  2. Health Care - Ambulatory & Primary Health Care
  3. Health Care - Health Support

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Primary Care

Primary Care includes:

  • Family Medicine
  • Primary Care
  • Pediatrics (Children)
  • Teen Clinic (Adolescent Medicine)
  • Adult Medicine
  • Family Planning
  • OB/GYN
  • Prenatal Care
 
These teams work together as a team to provide our patients with the highest quality of care available through the Patient-Centered Medical Home Model.

The medical home encompasses five functions and attributes:

Patient-centered: The primary care medical home provides primary health care that is relationship-based with an orientation toward the whole person. 

Comprehensive care: The primary care medical home is accountable for meeting the large majority of each patient’s physical and mental health care needs, including prevention and wellness, acute care, and chronic care. 


Coordinated care: The primary care medical home coordinates care across all elements of the broader health care system, including specialty care, hospitals, home health care, and community services and supports. 

Superb access to care: The primary care medical home delivers accessible services with shorter waiting times for urgent needs, enhanced in-person hours, around-the-clock telephone or electronic access to a member of the care team, and alternative methods of communication such as email and telephone care. 

A systems-based approach to quality and safety: The primary care medical home demonstrates a commitment to quality and quality improvement by ongoing engagement in activities such as using evidence-based medicine and clinical decision-support tools to guide shared decision making with patients and families, engaging in performance measurement and improvement, measuring and responding to patient experiences and patient satisfaction, and practicing population health management. 
Budget  --
Category  Health Care, General/Other Ambulatory & Primary Health Care
Population Served Poor,Economically Disadvantaged,Indigent Adults Children and Youth (0 - 19 years)
Program Short-Term Success  By addressing the above measures in the long term on a day to day basis, we aim to see marked improvement in the short term.
Program Long-Term Success 
How we measure success in our primary care program is by improving upon these measures:
 
Adult: Primary care

Adult

Depression screening

12 - 17 years

> 18 years

 

Diabetes HBA1c

>9

<7

<8

 

Medication Reconciliation

 

Well Child Visits

>6 visits in first 15 months

3-6 years

12-17 years

18-21 years

Pediatric:

Depression Screening 12-17 years

 

Use of Appropriate Medication for Asthma Ages 5 - 17

Follow-Up Care for Children Prescribed ADHD Medication

Additional Follow-up care for Children Prescribed ADHD Medication

 
 

Medication Reconciliation

 

Well Child Visits

>6 visits in first 15 months

3-6 years

12-17 years

18-21 years

Program Success Monitored By 
The Primary Care Program is monitored by our Quality Assurance and Quality Improvement department. This department helps to work with providers to ensure that changes are made to improve upon these measures.
 
The primary care medical home demonstrates a commitment to quality and quality improvement by ongoing engagement in activities such as using evidence-based medicine and clinical decision-support tools to guide shared decision making with patients and families, engaging in performance measurement and improvement, measuring and responding to patient experiences and patient satisfaction, and practicing population health management. Sharing robust quality and safety data and improvement activities publicly is also an important marker of a system-level commitment to quality.” 
Examples of Program Success 
Recent successes include improvements on:
-Percentage of patients  attending their well child visits 
-Lowering rates of those patients with diabetes with an A1C greater than 9. 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Jagdeep Trivedi
CEO Term Start Jan 2016
CEO Email [email protected]
CEO Experience

Jagdeep Trivedi, Executive Director (CEO)

Jagdeep Trivedi has served as Executive Director of the Upham’s Corner Health Center (UCHC) since January 1, 2016. Duties as CEO include: Day to day oversight of the programs and services provided to the service area residents; Implementing Board approved policies; Supervising and mentoring management staff; Fund raising; Program and system development; Regulatory compliance and general administrative tasks. Education: Boston University 1996, Bachelor of Science in Human Physiology. Suffolk University, Masters in Business Administration, 2001. Professional Affiliations: Board Member of The Massachusetts League of Community Health Centers; Board Member of Boston HealthNet Corporation. Awards: 2011 Professional Achievement Award, Boston University, Sargent College of Health and Rehabilitation Sciences; 2014 Community Service Award, Massachusetts League of Community Health Centers. Other Experience: Adjunct Faculty – Boston University, Sargent College of Health and Rehabilitation Sciences (2011 - present) Academic Advisor for Human Physiology.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Edward Grimes 1972 Dec

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
Level 3 Patient-Centered Medical Home National Committee for Quality Assurance 2015

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts League of Community Health Centers

External Assessments and Accreditations

External Assessment or Accreditation Year
Federally Qualified Health Centers (FQHC) 2015

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 327
Number of Part Time Staff 215
Number of Volunteers 20
Number of Contract Staff 17
Staff Retention Rate % 83%

Staff Demographics

Ethnicity African American/Black: 217
Asian American/Pacific Islander: 32
Caucasian: 98
Hispanic/Latino: 179
Native American/American Indian: 0
Other: 0
Other (if specified): 16
Gender Female: 462
Male: 80
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
State Registration No

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Margaret Leahy Wirth
Board Chair Company Affiliation None
Board Chair Term Feb 1977 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Andrea Burton Community Volunteer Voting
Tanya Cabral Community Volunteer Voting
Maria Figueroa Community Volunteer Voting
Althea Garrison Retired Voting
Dr. Clara Lennox Community Volunteer Voting
Dai Morehouse Community Volunteer Voting
Winifred Pickett Community Volunteer Voting
Rafael Rivera Community Volunteer Voting
Carol Shamshak Retired --

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): 1 (Cape Verdean)
Gender Female: 9
Male: 1
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % 80%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

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CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $40,207,220.00
Projected Expense $40,127,751.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

Audit Documents

2016 Audited Financials

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $37,746,188 $35,093,663 $33,190,781
Total Expenses $37,941,152 $36,774,958 $33,701,343

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $1,034,745 $1,146,340 $1,185,227
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,034,745 $1,146,340 $1,185,227
Individual Contributions $2,442,501 $1,861,663 $1,921,799
Indirect Public Support -- -- --
Earned Revenue $34,248,229 $32,082,530 $30,076,365
Investment Income, Net of Losses $1,700 $2,351 $3,579
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $19,013 $779 $3,811

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $34,318,634 $33,344,669 $30,457,529
Administration Expense $3,545,091 $3,355,216 $3,172,468
Fundraising Expense $77,427 $75,073 $71,346
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.99 0.95 0.98
Program Expense/Total Expenses 90% 91% 90%
Fundraising Expense/Contributed Revenue 2% 2% 2%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $18,883,823 $18,370,815 $19,822,000
Current Assets $12,157,109 $11,847,745 $12,837,149
Long-Term Liabilities $828,990 -- $0
Current Liabilities $4,320,006 $4,441,024 $4,210,914
Total Net Assets $13,734,827 $13,929,791 $15,611,086

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.81 2.67 3.05

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 4% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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