St Louis Integrated Health Network

What it reported doing in 2024

The community - clinical integration pillar includes two major initiatives: 1) care transitions initiative - the care transitions initiative (formerly known as community referral coordinator (crc) program and p.u.l.s.e. Program) is used to assist patients/community members to understand the levels of care available in the community and when and how to engage. It is a tiered, community intervention program at the patient level through the community referral coordinator program and at the systems level through the transitions of care (toc) task force. The crc program uses community referral coordinators to connect patients in inpatient units and/or emergency departments of hospitalscontinued on schedule owith a primary care provider for follow-up and preventative care. The community referral coordinator program's work to ensure established community health center patients are reconnected to their primary care homes as well as help those identified patients with chronic diseases establish pcp care following a hospitalization. The goals of the program are to (a) enhance access to a primary care home and health resources for all patients regardless of ability to pay, (b) reduce non-emergent use of emergency departments and low acuity readmissions, (c) enhance continuity of care, and (d) strengthen communications/processes among safety net providers. The toc task force is a cross-functional and collaborative group that works to foster effective transitions of care for patients. The toc task force is charged with oversight of the crc program. 2) the justice initiative includes the re-entry community linkages (re-link) program which works to improve the health outcomes for those reentering community from jail or prison by utilizing collaborative community efforts through a health and social services network comprised of physical health, behavioral health, and social support service partners. The goals are to (a) improve coordination and linkages among criminal justice, public health, social service, and private entities to address health care and health care access of community re-entrants, (b) reduce health disparities experienced by the reentry and justice-involved population, (c) increase access to needed public health, behavioral health, health care coverage, and social services, and (d) reduce recidivism. The justice initiative also includes the health and social service network table of partner organizations that work to address system barriers to successful prevention of incarceration and re-entry and the transitions clinic model which is a partnership with health centers in our region to provide a half-day clinic each week to specifically serve those people reentering the community from jail or prison.

Financial Efficiency

• Mission deployment rate: 88.7%; rating input score 89
• Program expense ratio: 92.9%; rating input score 93
• Fundraising efficiency: $501.81 raised per $1 spent on fundraising; rating input score 96; 96th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: 3 of 6 controls in place; rating input score 50
  • Compensation committee: Missing
  • Independent consultant: Missing
  • Other Form 990s reviewed: Pass
  • Written employment contract: Pass
  • Compensation survey or study: Missing
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: 99.8%; rating input score 100; 41st percentile among comparable filings
• 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: 8 of 9 controls in place; rating input score 89
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 4.6%; rating input score 49; 49th percentile among comparable filings
• Total-asset coverage ratio: 0.8; rating input score 30; 30th percentile among comparable filings
• Liabilities to assets ratio: 0.6; rating input score 17; 17th percentile among comparable filings
• Officer compensation ratio: 6.2%; rating input score 46; 46th percentile among comparable filings

Growth

• Program expense growth: 18.2% per year; rating input score 100; 83rd percentile among comparable filings
• Revenue growth: 11.8% per year; rating input score 100; 74th percentile among comparable filings
• Asset growth: 10.7% per year; rating input score 100; 61st percentile among comparable filings