Cornell Scott Hill Health Corporation
400-428 Columbus Ave
New Haven CT 06519-1233
Contact Information
Address 400-428 Columbus Ave
New Haven, CT 06519-1233
Telephone (203) 503-3000 x
Fax 203-503-3299
E-mail mmckinna@cornellscott.org
Web and Social Media
Cornell Scott-Hill Health Center
Mission
Mission Statement: The Cornell Scott-Hill Health Center mission is to  measurably improve the health and well-being of the communities we serve by providing excellent and compassionate care, accessible to all.

Vision: 
We provide a model of quality and cost-effective health care for all that benefits our community. We advocate with others for our model to be an essential component of any effective solution to health care reform for our state and nation. Partnering with our patients, community, allies and staff is vital to the success and expansion of the service, capacity building, and the advocacy results we produce.
A Great OpportunityHelpThe nonprofit has used this field to provide information about a special campaign, project or event that they are raising funds for now.
50th Anniversary Legacy Gala
Celebrating 50 Years of Growth and Innovation in Healthcare
September 22, 2018
Omni Hotel at Yale
Dinner, Dancing, Entertainment
Live and Silent Auctions
 
A Great Opportunity Ending Date Oct 01 2018
At A Glance
Year of Incorporation 1971
Former Names
Hill Health Center, Hill Health Corporation
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Mr. Michael R. Taylor
Board Chair Mr. Angel Fernandez-Chavero
Board Chair Company Affiliation City of New Haven
Financial Summary
Revenue vs Expenses Bar Graph - All Years
Statements
Mission
Mission Statement: The Cornell Scott-Hill Health Center mission is to  measurably improve the health and well-being of the communities we serve by providing excellent and compassionate care, accessible to all.

Vision: 
We provide a model of quality and cost-effective health care for all that benefits our community. We advocate with others for our model to be an essential component of any effective solution to health care reform for our state and nation. Partnering with our patients, community, allies and staff is vital to the success and expansion of the service, capacity building, and the advocacy results we produce.
Background
A private, nonprofit 501(c)(3) community health center, the Cornell Scott-Hill Health Center is a Federally Qualified Health Center and is accredited by The Joint Commission for the provision of medical, dental and behavioral health services.

The Hill Health Center was the first community health center in Connecticut. Members of the community and the Yale School of Medicine joined forces to form the health center in 1968. 50 years later, the Center serves over 34,000 patients in the greater New Haven Area.

Especially in the early years, health education was critical and the person hired as Director of Training and Education was Cornell Scott, after whom the Center was renamed in 2009. In this position, Scott trained fifteen Hill residents as community health workers, a position that has endured ever since and has been adopted by community health centers around the country. Over the years, Scott played a central role in expanding the quality of the Health Center’s services and shaping national legislation to support community health centers nationwide. 

With one umbrella organization responsible for all of a patient’s needs, doctors were able to communicate easily with patients and track their progress. This model benefitted patients who did not need to juggle multiple doctors as patients in general are more likely to keep their appointments if they’re in one location. This is especially true for lower-income patients who may not have transportation available to travel to multiple medical facilities for appointments.

Other neighborhoods copied the Health Center’s structure for their own health centers. The Center showed the advantages of having a community health center and other neighborhoods and those throughout the country followed suit in the early seventies.

In the nineties, the Center expanded to include behavioral health. The opening of a 29 bed detoxification facility was the first of a series of behavioral health expansions. The Grant Street Partnership, Northside Community Outpatient Services and adult psychiatric services soon followed.

Resources
Siegel, Sarah. “The Convergence of Civil Rights and Health Advocacy. The Establishment of New Haven’s Hill Health Center.” Thesis Paper, Yale University, 2010. Used with permission.

Author Unknown. “Cornell Scott – 1935–2008. A visionary leader in community-based healthcare.” Date unknown.

Huth, Gregory R. “The Hill Health Center: Two Decades – and Growing.”Yale Medicine.Summer, 1989.

Impact

A private, nonprofit 501(c)(3) community health center, the Cornell Scott-Hill Health Center is a Federally Qualified Health Center and is accredited by The Joint Commission for the provision of medical, dental and behavioral health services. The Health Center is governed by a volunteer Board of Directors. Over 50% of the Directors always are consumers who use our services. Business New Haven and New Haven Magazine named us a Healthcare Hero in 2014 and we were awarded the Innovation in Health Care Award for the Greater New Haven Chamber of Commerce in 2017.

During calendar year 2017, our staff provided compassionate, quality, accessible and culturally appropriate health, oral health, behavioral health and enabling services to 34,058 people who made over 234,493 visits. Our 20 care sites which include six school-based health centers are located in New Haven, West Haven, Ansonia, and Derby.

We provide health care services at reduced fees for uninsured people who meet federally set income guidelines. Our Pharmacy participates in the Federal 340B drug program which allows reduced pricing for medications for our uninsured patients who qualify. We participate in several pharmaceutical assistance programs to benefit our patients. Our pharmacy programs saved our patients over $703,449 dispensing over 11,000 prescriptions last year.

Many of our patients are at high risk for chronic conditions such as diabetes, cardiovascular disease and asthma as a result of being a person of color (38.8% of our patients), Latino (37%), uninsured (14.9%) and having an income below the poverty line. We instituted targeted interventions to ameliorate these and other conditions of concern. The quality our services is routinely monitored by our Board of Directors, providers and our Quality Assurance Committee.


We are particularly proud of several accomplishments. The Joint Commission reaccredited us in 2016. Also, The Joint Commission proclaimed us a patient centered medical home (PCMH).  
Needs

Our top 5 most pressing needs are:

1. Physical space constraints limit the quantity of services we can provide.

2. Ongoing staff development/training to keep up with state of the art medical, dental and behavioral health practices is important.

3. We would like to increase community awareness of the breadth of services we offer.

4. The Insulin Bank is a fund utilized to provide diabetic supplies and medications such as insulin to people with diabetes who are under severe financial distress.

CEO Statement

Dear Friends,

I'm grateful to the growing number of people who've sought our assistance to restore and maintain their health.  I am also energized by the progress we've made in expanding our capacity to treat more people in a person-centered way that is caring, convenient, comprehensive and integrated. 
 
We have created A Community of Caring as a means to improve the health of our patients.  Our person-centered, integrated care teams include not just medical providers but also behavioral health clinicians, dental staff, care coordinators and pharmacists.  These professionals are complimented by an expanding array of specialty and subspecialty services.  They work hard to develop comprehensive care plans that help each patient achieve their health and wellness goals.  This winning formula of teamwork, innovation prevention and increased access has revealed the improved lives of our patients and families.
 
I am ever so thankful for our many partner organizations, dedicated Board Members and to the 500 staff members who make up the Cornell Scott-Hill Health Center. 
 
Sincerely, 
 
Michael R. Taylor
Chief Executive Officer
Cornell Scott-Hill Health Corporation
Board Chair Statement

For 50 years, the Cornell Scott-Hill Health Center has provided innovative, state-of-the-art healthcare to all who need it, regardless of their ability to pay. This is one of the many reasons why I am honored to serve as Board Chair. I am awe-inspired by the life changing outcomes of our outreach, our services and the impact our programs offer to individuals, families and to the communities we serve.

We serve almost 35,000 patients each year and collaborate with many partners to address the social barriers to good health. Our strong community focus reiterates our commitment to achieving excellent health outcomes. We help our patients actualize the many benefits of our Patient Centered Medical Home model of care and it’s concept of providing comprehensive care in one central place throughout our many Health Center locations.

We believe in our mission set forth by our founder Mr. Cornell Scott to measurably improve the health and well-being of the communities we serve by providing excellent and compassionate care, accessible to all. Our commitment to this mission and our passionate belief in the abilities of all people drive us to accept nothing less than continued growth, innovation and success.

As people experience and understand the impact of our work, we are seeing a significant growth in philanthropy -to support our current services and to explore and develop new service areas. We thank our staff, volunteer leaders,donors, corporate partners and community who invest in what we do. Their gifts of time, talent and resources make a significant difference in people’s lives and assure that the Cornell Scott-Hill Health Center will continue to play a critical role as we look to a future that holds still unimagined possibilities.

Best regards,

Angel Fernandez-Chavero

Board Chair


Service Categories
Primary Organization Category Health Care / Community Clinics
Secondary Organization Category Mental Health & Crisis Intervention / Mental Health Treatment
Tertiary Organization Category Mental Health & Crisis Intervention / Substance Abuse Dependency, Prevention & Treatment
Areas Served
Ansonia
Branford
Derby
East Haven
Hamden
Lower Naugatuck Valley
Milford
New Haven
North Haven
Orange
Oxford
Seymour
Shelton
West Haven
Programs
Description
Cornell Scott-Hill Health Center staff provided 34,058 people with a continuum of medical and oral health services during calendar year 2017 regardless of their insurance status, race/ethnicity or income level. The following characteristics describe the majority of those we served: Medicaid enrollees (47%); uninsured persons (14.9%); African American (35%); Latino (37%); and incomes below the poverty level. 
 
Our services include pediatrics, internal medicine, obstetrics/gynecology and dental. Our on-site pharmacy offers reduced cost medications for uninsured patients who qualify. Specialty medical services include infectious diseases, cardiology, dermatology, ear, nose and throat (ENT), eye clinic (ophthalmology), gastroenterology, mammography, neurology, rheumatology and podiatry. We provide both preventive and restorative oral health services to children and adults.
Population Served At-Risk Populations / Homeless / General/Unspecified
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

A short-term success for diabetes control is having one’s blood routinely tested, watching one’s weight, eating sensibly and daily exercise.


Another measure of short-term success is good oral hygiene. We will measure this by the percent of patients who make two prophylactic visits a year to the dental hygienist and, if needed, complete needed treatments.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

One of our measures of long-term success is that 85% of patients will have their diabetes, “sugar”, under control. Uncontrolled diabetes can lead to a host of undesirable sequelae including loss of vision, amputations, and lost years of life.

Another measure of long-term success is excellent oral hygiene free of new cavities, pain or swelling.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Success is measured by the results of periodic chart reviews. Results over time are compared. As needed, course corrections are made in the delivery of care.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Three lives were immeasurably enhanced during their first visit ever visit to the Health Center to be seen by a cardiologist. During the very first week we offered cardiology services, three of the patients we saw that week were immediately sent to the hospital because of dire signs and symptoms. At the very least, three heart attacks were prevented.

Description
Behavioral health services include outpatient substance abuse and mental health services for people of all ages.
 
Counseling services are offered in individual, group, family or couples format. Psychiatric evaluations and medication management are available at each location.
 
More intensive services to assist in recovery from substance abuse include inpatient detoxification, outpatient detoxification, methadone maintenance and other medication assisted therapies, partial hospital and intensive outpatient programs. All are provided within our continuum of services.

All Cornell Scott-Hill Health Center staff work closely together. Our behavioral health clinicians work with primary care physicians and pediatricians to treat all healthcare needs under one roof.
Population Served At-Risk Populations / Homeless / General/Unspecified
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

Long-term success is measured by a reduction in symptoms and
a better quality of life.  Also, long-term success may be measured by the
period of time a patient remains substance free.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Short-term success is measured by patient report on the BASIS24 survey tool. A comparison of BASIS24 scores is an indicator of how the client is faring with their condition.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

 

 

The Court Support Services Division (CSSD) is part of the CT Judicial System.  CSSD oversees a number of programs including pretrial services, family services, divorce and domestic violence, probation supervision of adults and juveniles as well as juvenile residential centers including Juvenile Detention.

CSSD also administers a network of statewide contracted community providers who deliver treatment and other support services.

Grant Street Partnership and West Haven Behavioral Health were recently added to the network of contracted Adult Community Providers serving New Haven and West Haven. As a new network provider clients are referred from probation, bail and pre-trial services. Services include assessment, substance and mental health treatment, medication management and referral to other services within the Cornell Scott-Hill Health Center including primary care, dental and other enabling services. 


CEO/Executive Director
Mr. Michael R. Taylor
Term Start Nov 2012
Email mmckinna@cornellscott.org
Experience
Mentored by Cornell Scott himself, Michael Taylor now serves as Cornell Scott-Hill Health Center’s Chief Executive Officer. Michael, who has been with the Center since 2010 and served as the Chief Operations Officer prior to his promotion, is an experienced, proven leader with over 28 years of diverse health care management and consulting experience.

Prior to joining the Health Center, Michael founded Precision Resources, Inc., a health care consulting firm. Previously, Michael was a senior manager with a Philadelphia-based health care consulting firm, a manager with The Lewin Group, and a manager in the health care consulting division of a national certified public accounting firm. Also, he was the manager of cost and budgets with the Massachusetts Eye & Ear Infirmary, a Harvard affiliated teaching hospital.

Michael’s impressive career is best illustrated by his many accomplishments including:

• Conducted operation assessments at over 100 community health centers

• Developed organization-wide and product-specific strategic, business and financial plans for numerous community and teaching hospitals, academic medical centers, integrated health care delivery systems and home health agencies

• Served as a technical resource for the US Public Health Service, Bureau of Primary Health Care regarding integrated delivery networks, managed care plans and FQHC operations

• Conducted several studies to assess and improve access to health care services for special needs populations

Michael’s extensive experience makes him uniquely qualified to serve as the Health Center’s Chief Executive Officer, providing him with the tools he needs to make the health center a medical home for the communities it serves as well as an employer of first choice.

Despite his many commitments, Michael remains active within the community, having served on several boards including Adoptions From The Heart®. He is a participating member of several professional associations.

Staff
Number of Full Time Staff 427
Number of Part Time Staff 88
Number of Volunteers 11
Number of Contract Staff 24
Staff Retention Rate 81%
Staff Demographics - Ethnicity
African American/Black 177
Asian American/Pacific Islander 11
Caucasian 180
Hispanic/Latino 145
Native American/American Indian 3
Other 0 0
Staff Demographics - Gender
Male 90
Female 426
Unspecified 0
Former CEOs and Terms
NameTerm
Ms. Jamesina E. Henderson July 2009 - Oct 2012
Mr. Cornell Scott Feb 1972 - Aug 2008
Senior Staff
Title Chief of Human Resources
Title Corporate Compliance Officer
Title Chief of Behavioral Health Services
Title Chief Operations Officer
Title Chief of Medicine
Title Chief Financial Officer
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non Management Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually
Collaborations
The Health Center is involved with numerous health, social service, and community partners in support of the patients served by those organizations.
Project Access is an expanded referral network and local nonprofit initiative. 
Homeless Health:  We provide primary care at Columbus House to persons who are homeless with Section 330 funding. 
CMHC: Connecticut Mental Health Center, a quasi-State organization, collaborated with us on a SAMHSA grant approved in late 2012 to co-locate medical healthcare services at their location in New Haven. 
CHCACT (State Primary Care Association): This collaborative arrangement has facilitated patient navigation for patients identified as at risk for specific diseases (colorectal cancer, breast health disease, etc.), as well as other programs benefitting our patients.
Read to Grow: A statewide literacy organization provides books and other training resources for families enrolled with our Birth to Three programs.
Continuum of Care: This agency specializes in providing mental health services to a wide audience of residents throughout greater New Haven. We have a program to provide medical services to their patients on a weekly basis.
CT Food Bank- Partner in our Food for Health Program
Affiliations
AffiliationYear
Connecticut Association of Nonprofits1997
Greater New Haven Chamber of Commerce1996
Awards
Award/RecognitionOrganizationYear
Healthcare Heroes 2011Business New Haven and New Haven Magazine2011
Johnson & Johnson Crystal AwardJohnson & Johnson1997
Centricity Star Award for Ambulatory CareGE Healthcare Corporation2016
Verian Innovator AwardVerian2014
Healthy Lifestyles PartnerBoys & Girls Club of New Haven2014
Helping Build Healthy Communities Innovations in CareNACHC/BD/Direct Relief2015
Innovations in Healthcare AwardGreater New Haven Chamber of Commerce2017
Comments
CEO Comments
In 2013, Cornell Scott-Hill Health Center became recognized as a Primary Care Medical Home (PCMH) by The Joint Commission. In 2016, The Joint Commission again recognized the Health Center as being a PCMH.
Board Chair
Mr. Angel Fernandez-Chavero
Company Affiliation City of New Haven
Term July 2016 to June 2019
Board of Directors
NameAffiliation
Ms. Sheila Allen Bell Retired
Mr. Joshua Bird Hartford Housing Authority
Ms Rose Bradley
Ms. Mabel Carroll Community Volunteer
Mr. Robert A. Cole Connecticut Mental Health Center
Atty Orlando Cordero Statewide Legal Services of CT
Mr. Michael P. Davis
Ms. Carleen Elliott Community Volunteer
Awilda Figueroa MDPrivate Practice
Mr. Nathan Jones Community Volunteer
Board Demographics - Ethnicity
African American/Black 6
Asian American/Pacific Islander 0
Caucasian 2
Hispanic/Latino 3
Native American/American Indian 0
Other 0 Unreported
Board Demographics - Gender
Male 6
Female 5
Unspecified 0
Standing Committees
Executive
Finance
Board Governance
Nominating
CEO Comments
Two additional standing governance committees are the Quality Assurance/Quality Improvement Committee and the Corporate Compliance Committee.
 
 
Financials
Fiscal Year Start July 01 2017
Fiscal Year End June 30 2018
Projected Revenue $55,000,000.00
Projected Expenses $54,200,000.00
Credit Line Yes
Reserve Fund Yes
Detailed Financials
Prior Three Years Total Revenue and Expense Totals ChartHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201620152014
Total Revenue$55,615,391$58,041,333$52,398,909
Total Expenses$54,233,135$59,372,552$51,637,051
Prior Three Years Assets and Liabilities Chart
Fiscal Year201620152014
Total Assets$24,311,044$22,973,003$24,981,851
Current Assets$8,079,245$5,813,482$7,467,879
Long-Term Liabilities$7,409,245$8,164,579$7,955,897
Current Liabilities$5,892,271$5,187,017$6,096,469
Total Net Assets$11,009,528$9,621,407$10,929,485
Prior Three Years Top Three Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountDept. of Health & Human Services $7,202,550Dept. of Health & Human Services $7,411,659Dept. of Health & Human Services $6,243,236
Second Highest Funding Source & Dollar AmountDept. of Health & Human Services $280,772Dept. of Agriculture $1,312,203Dept. of Agriculture $1,020,855
Third Highest Funding Source & Dollar AmountDepartment of Agriculture $996,406Dept. of Public Health $832,702Dept. of Public Health $898,015
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments
 
 
Foundation Staff Comments This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Some financial information from the organization’s IRS Form 990, audited financial statements or other financial documents approved has been inputted by Foundation staff. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. A more complete picture of the organization’s finances can be obtained by viewing the attached 990s and audited financials. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.
Address 400-428 Columbus Ave
New Haven, CT 065191233
Primary Phone 203 503-3000
CEO/Executive Director Mr. Michael R. Taylor
Board Chair Mr. Angel Fernandez-Chavero
Board Chair Company Affiliation City of New Haven

 

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