Northern Michigan Health Consortium

What it reported doing in 2024

Integrating capacity for behavioral health. The behavioral health initiative aims to increase child and family access to mental health (mh) supports across the region by targeting three key priority needs: expand the professional pipleline to enure a sustainable and sufficient provider network, increase the number of therapists immediately available to serve children with mild to moderate bh challenges who are on medicaid or underinsured, and create a community that is mental health literte, aware of services, and that normalizes mh and seeing care and support. Examples of year one progress are as follows: grow our own behavioral health providers: we joined a national bh pipeline taskforce that includes representatives from 16 states to learn more pipeline best practices. We recruited and trained 22 volunteer mentors and 28 bh presenters. We formalized partnerships with 2 isds and 1 school district and our network of professionals and bhi staff presented at 8 different high schools to 382 high school students in spring, 2025. Ten high school students applied to become behavioral health fellows. Each was paired with a behavioral health mentor who met with them at least three times in spring, 2025. Most mentor/mentee pairs continued to meet over the summer. All three isds/school districts from year one have committed to continue in year 2; 5 additional isds/schools have joined for year 2.northern Michigan's child/family therapy service corps: this project aims to meet the mental health needs of children and their families with mild to moderate symptoms, specifically those on medicaid or those who are underinsured. It is informed by the community advisory group and an advisory group of therapists in the region. In this first year, we consulted with the program leaders in Virginia (at the state city levels) to better understand their program design, recruitment, liability, client referral, match and follow-up processes. In july/august, 2025 we started to recruit therapists.

Financial Efficiency

• Mission deployment rate: 96.5%; rating input score 97
• Program expense ratio: 97.1%; rating input score 97
• 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: 3 of 7 controls in place; rating input score 43
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Fail
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: 0.5%; rating input score 38; 38th percentile among comparable filings
• Total-asset coverage ratio: 0.7; rating input score 32; 32nd percentile among comparable filings
• Liabilities to assets ratio: 0.97; rating input score 6; 6th percentile among comparable filings
• Officer compensation ratio: 0%; rating input score 81; 81st percentile among comparable filings

Growth

• Program expense growth: 16.4% per year; rating input score 100; 77th percentile among comparable filings
• Revenue growth: 17.8% per year; rating input score 100; 83rd percentile among comparable filings
• Asset growth: 7.4% per year; rating input score 100; 49th percentile among comparable filings