Access Health Inc.

“The organization pays advanced medical & behavioral health services, inc. For contract services in which the corporation provides the services of jeff fortenbacher as executive director to access health inc. As such, the organization delegates control over management duties to advanced medical & behavior health services, inc. The amount paid for those services is disclosed on schedule j and in part vii.”

“The form 990 is reviewed by the finance committee and is made available to all board members.”

“Conflict of interest is monitored by a review of all financial transactions by top management; board members are required to recluse themselves from voting on matters that relate to contracts between access health and their employer. Annual conflict of interest disclosures are required by all board members and senior management and each employee and contractor is required to disclose any possible conflicts of interest or to not engage in any.”

“The board of directors determined the compensation to pay for the services of the executive director as a leased employee. The executive director proposes compensation for all other leased employees, and the board of directors approves.”

“The board of directors determined the compensation to pay for the services of the executive director as a leased employee. The executive director proposes compensation for all other leased employees, and the board of directors approves.”

“The organization's governing documents, conflict of interest policy and financial statements are available upon request.”

“The organization pays advanced medical & behavioral health services, inc. For contract personnel services for jeff fortenbacher as executive director. The amount paid for those services is disclosed in part vii and part ix, line 5.”

“The mission of access health is to offer an integrated community-based health improvement program for those residents who otherwise would not receive services. The vision for access health is to provide access to appropriate health care through the effective use of community resources.”

“Promotion for health equity the program has three objectives: (1) fostering community engagement, building partnerships, and collaborating with stakeholders to understand the needs of medicaid beneficiaries and historically disadvantaged populations, (2) planning, developing, and governing community information exchange, as well as designing pilots that integrate health and social care sectiors to better serve these populations, and (3) integration of an ancillary provider workforce, sharing models and best practices for developing a community-based workforce to partner with clinical and social care providers, thereby improving care accessibility and health outcomes for medicaid beneficiaries and underserved populations. Served approximately 1,350 members in the promotion for health equity program.”

“Centers for disease control and prevention (cdc) the organization was the subrecipient of a cdc foundation grant to support partnering with national organizations and community-based organizations to increase vaccination coverage across different racial and ethnic adult populations currently experiencing disparities. The activities performed by the organization supported efforts to increase influenza and covid-19 vaccine confidence and uptake for adults in racial and/or ethnic populations experiencing disparities in the united states. Served approximately 6,189 members in the cdc program. Muskegon community health innovation region (chir) the community health innovation region (chir) is a unique model for improving the wellbeing of a region and reducing unneecessary medical costs through collaboration and systems change. The chir engages a broad group of stakeholders to identify and address factors tht affect residents' health, such as housing, transportation, and food insecurity, as well as access to high-quality medical care. The chir model creates a neutral space for parters to unite around a common vision, aligning their objectives and services to meet the needs of the community. The result is a community that is purposeful in its response to residents' needs, creating conditions that meaningfully support an individual's ability to have a higher, more productive quality of life. The program ended in may 2023. Undue medical debt this program is a 2-year research partnership aimed at eliminating personal medical debt, promoting/advocating for reforms to address upstream causes of medical debt. The program expands local data collection using patient assessment tools to incorporate medical debt questions, and it explores the impact of medical debt on local families through community-engaged approaches. Build health as a build health 4.0 award recipient, the organization is partnering with the muskegon heights community, public health muskegon, trinity health muskegon, and priority health to implement the muskegon heights economic opportunity hub centered on the economic advancement of muskegon heights residents and focused on creating new jobs, job placement and training, transportation, and food access. As this initiative advances, the hub will continue to adapt to address other economic and community development initiatives in muskegon heights. This project provides an example of a large scale, community-led project that impacts upstream barriers through deep engagement of the community to design and implement solutions to problems they define. This effort reflects ongoing support for community- led efforts to impact barriers to health and economic mobility and is rooted in community engagement and prioritization within the photovoicee project, livability lab action teams, and the muskegon heights neighborhood associations. Served approximately 505 members for the build health program. Michigan health endowment fund (mhef) livability lab muskegon's livability lab is a version of the 100-day challenge, which is a model for community change that seeks to inspire collective action toward a common vision. The approach places the focus on smaller 'wins' that contribute to a larger impact. Through this process, teams form around specific issues and take 100 days of work toward achieving ambitious and concrete results. Community-driven and data informed, the 100-day challenge process is a community-led model, which means it is based on the idea that people are the experts on their own lives. Through one-on-one interviews, focus groups, resident surveys, and data from local groups, we learn what muskegon county residents consider to be the most significant challenges in their lives, and what changes could make the biggest impact in the community. A cross-sector and collaborative model has been used in other areas to tackle one specific sector or issue but based on resident data and feedback, a broader vision in muskegon county is fo”

“Contracted services 811,438 942 0 other professional fees 12,544 4,856 0 total 823,982 5,798 0”