Mphi

What it reported doing in 2020

As a collective impact backbone organization, gdahc often provides program management and project facilitation on a variety of community initiatives. This is a key defining element of collective impact work and a critical piece of being a backbone organization. In this role, we form the necessary partnerships to address the areas of greatest need, defining the specific functions and roles for each participant, routinely convening them and providing direction and assistance in accomplishing our collective goals. As a trusted convener for over 70 years, gdahc has no agenda but to improve the health and economic vitality of the individuals, communities, and organizations within southeast Michigan by leveraging the strength of collaboration. We know that this is the best way to make the longest lasting impression while serving the most people, and our results as program managers and project facilitators are clear.in alignment with our three strategic pillars, gdahc's program management and project facilitation work spans wide areas of health care and its delivery. Gdahc led the macomb partners in health, a program that coordinates care for those at risk for chronic disease in key communities within macomb county. In leading the macomb partners in health, gdahc's program management skills resulted in a number of great achievements in all four areas of focus: lifestyle & environment, nutrition standards, diabetes prevention, and health system intervention. These achievements include: improvements to recreation centers and public parks to promote healthy activities; increased access to healthy food options within public schools and local businesses; nine community health workers trained as diabetes prevention program coaches with thirty-two classes held and three-hundred forty participants; seven health system partner sites improving their use of their electronic medical records systems to better identify at-risk patients and to better manage and coordinate their care.our experience in program management and project facilitation has helped us in exceeding our program goals for choosing wisely, a program developed to foster communication between providers and patients to help reduce and eliminate unnecessary care. It is estimated that unnecessary care accounts for nearly 30% of american medical spending, directly contributing to rising medical costs for all. Working with health systems, purchasers, employers, health plans, and state-level medical societies, gdahc steered its team in achieving an average 70% reduction in occurrence in three key areas: imaging for low-back pain; antibiotics prescribing for respiratory illness, bronchitis; reducing the number of vitamin d tests and making sure ordered tests are correct. The team promoted a successful marketing and communications campaign reaching nearly 8 million people with the choosing wisely message. Securing air-time and in-banner web ads for a consumer reports-developed psa, which played in 189 zip codes in 72 cities with a total of 530,704 impressions, was the apex of this plan. Together, the team developed critical "what to do" messaging to assist patients in replacing old, wasteful behaviors with new ones. This messaging was shared with consumer reports and developed into materials for seniors and the pediatric population. We have also secured additional funding to write a research article examining how different organizational models for physician organizations impact project outcomes.

Financial Efficiency

• Mission deployment rate: 66.3%; rating input score 66
• Program expense ratio: 65%; rating input score 65
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 5 of 8 controls in place; rating input score 62
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -2%; rating input score 22; 22nd percentile among comparable filings
• Total-asset coverage ratio: 0.5; rating input score 19; 19th percentile among comparable filings
• Liabilities to assets ratio: 0.99; rating input score 6; 6th percentile among comparable filings
• Officer compensation ratio: 12.4%; rating input score 32; 32nd percentile among comparable filings

Growth

• Program expense growth: -18% per year; rating input score 0; 4th percentile among comparable filings
• Revenue growth: -5.9% per year; rating input score 0; 8th percentile among comparable filings
• Asset growth: -4.2% per year; rating input score 0; 9th percentile among comparable filings