Su Clinica

What it reported doing in 2024

Su clinica familiar, inc. Strongly believes that the true wealth of a community can be judged by the health of its population. We go beyond the traditional doctors office by offering a wide variety of community programs aimed at increasing the health status of the entire community. We believe that healthy citizens perform better in our schools, contribute more to our economy and establish a strong foundation for the community's viability. In the past year su clinica served 30,185 patients, of which 10,142 were uninsured. Su clinica's commitment to a healthy society includes participation in a variety of different programs, as listed here.- diabetes collaborative - a national program to provide personalized case management services to diabetes patients.- child health insurance program (chip) outreach program - informs low income families on the benefits of enrolling children in the state chip program.- patient centered medical home (pcmh) - su clinica familiar has four level 3 pcmh sites consisting of our harlingen, Texas, brownsville, Texas, raymondville, Texas, and santa rosa, Texas location.- delivery system reform incentive payment (dsrip) 1115 waiver - the clinic expects that the use of electronic medical records, health information exchange, patient centered medical home and coordination with the hospital will lead to a percentage reduction in the number of adult patients with type 1 or 2 diabetes whose hba1c is above 9.0%, otherwise known as poor control.- hrsa outreach and enrollment program - expand current outreach and enrollment assistance activities and facilitate enrollment of eligible health center patients and service area residents into affordable health insurance coverage through the health insurance marketplaces, medicaid, or the children's health insurance program.- access increase in mental health and substance use - to provide primary care mental health and substance use services with a focus on opioid abuse to increase number of staff who are providing mental health and substance abuse services to existing patients. The clinic will also leverage health information technology (it) and provide training to support the expansion of mh and sa services focusing on the treatment, prevention, and awareness of opioid abuse, and their integration into primary care.-diabetes prevention program - through the cdc-led national diabetes prevention program (national dpp), public and private organizations will work together to expand the infrastructure for the nationwide delivery of an evidence-based lifestyle change program to prevent or delay onset of type 2 diabetes among adults with pre-diabetes. The national goal is to expand the national dpp delivery structure, close the enrollment gap so that more participants with prediabetes successfully complete the cdc lifestyle change program, achieve 5-7 % weight loss, and significantly reduce their risk for developing type 2 diabetes. - integrated healthcare improvement - serve a panel of 200 underserved patients, each with 2 or more co-morbidities including diabetes, hypertension, obesity, and depression, with a focus on improving health outcomes. Provide data showing the results for these patients related to the 4 co-morbidities.- project doc (diabetes and obesity collaboration) - the goal is to create an ecosystem in which the private sector, healthcare, and patients leverage technology and collaborate to change the healthcare model.- si Texas - work with the university of Texas health science center at houston - brownsville regional campus to further the aims of the si Texas project.goal 1: at least 45% of salud y vida participants who were identified by the chronic care management team as needing mtm services or bh services will receive said services by the end of year 2.goal 2: at least 20% of mtm program participants will achieve an hba1c of below 9% during the 9 months following the provision of services by the end of year 2.goal 3: at least 20% of behavioral health s

Financial Efficiency

• Mission deployment rate: 82.6%; rating input score 83
• Program expense ratio: 77.9%; rating input score 78
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 62nd percentile among comparable filings
• Pay-setting controls: 4 of 6 controls in place; rating input score 67
  • Compensation committee: Pass
  • Independent consultant: Missing
  • Other Form 990s reviewed: Pass
  • Written employment contract: Missing
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Yes; rating input score 100

Accountability

• Independent voting board: 100%; rating input score 100; 66th percentile among comparable filings
• Governance controls: 7 of 9 controls in place; rating input score 78
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -6%; rating input score 15; 15th percentile among comparable filings
• Total-asset coverage ratio: 0.86; rating input score 31; 31st percentile among comparable filings
• Liabilities to assets ratio: 0.74; rating input score 16; 16th percentile among comparable filings
• Officer compensation ratio: 6.1%; rating input score 42; 42nd percentile among comparable filings

Growth

• Program expense growth: 1.8% per year; rating input score 100; 18th percentile among comparable filings
• Revenue growth: 1.6% per year; rating input score 100; 15th percentile among comparable filings
• Asset growth: 2.5% per year; rating input score 100; 20th percentile among comparable filings