Turner House Clinic Inc.
21 N 12th Street
Suite 300
Kansas City KS 66102
Web and Phone Contact
Telephone (913) 3422552 124
Mission Statement
The mission of Turner House Children’s Clinic is to provide access to respectful, empowering, culturally sensitive and appropriate high quality health care for the community, regardless of socio-economic obstacles.
CEO/Executive Director Mr. Patrick Sallee MPA
Board Chair Ms. Andrea Thomas Ramsey Esq.
Board Chair Company Affiliation Retired Attorney
History and Background
Year of Incorporation 1994
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Mission Statement The mission of Turner House Children’s Clinic is to provide access to respectful, empowering, culturally sensitive and appropriate high quality health care for the community, regardless of socio-economic obstacles.
Background Statement Last year, Turner House served 4,679 unique pediatric patients in over 12,199 visits for primary medical, behavioral health and dental care. Founded in 1990 by volunteer physicians and nurses, Turner House transformed from a volunteer provider practice model to a paid, staff provider model in 2012, and received national recognition as a Level 3, Patient-Centered Medical Home (PCMH) clinic and renewal recognition in 2015. Each patient is assigned to a primary care provider and care team who build trusted relationships with families, coordinate and manage patient care and provide continuity. Delivery of culturally competent care is facilitated through bilingual (English/Spanish) members of the care team staff responding to the language needs and cultural preferences of the 86% percent of patients who identify as Hispanic/Latino. Interpreters are provided by Turner House for patient families speaking other languages. With the support of an electronic medical records system, chronic conditions such as asthma and obesity are actively managed, improving patient health and potential to achieve in school and in life. In 2016, Turner House opened its onsite dental clinic for preventive and restorative services. Turner House also provides well-child exams, acute and chronic care, developmental screenings, immunizations, behavioral health assessments and counseling, laboratory testing, specialist referrals, medication assistance, and Medicaid enrollment assistance.
Impact Statement In 2017, Turner House will serve approximately 5,500 children in more than 14,000 visits for primary medical, behavioral health and dental services. In addition to improving access to care, Turner House provides better care and improved health outcomes for our community’s children. As examples, in 2016, patient visits for primary medical, behavioral health and dental care totaled 12,199, a 6% increase over the prior year; the average wait time for a medical, dental or behavioral health appointment was 5 days in addition to same-day appointments for “sick child” care; 100% of patient families surveyed were able to get an appointment when they wanted; 85% of patients two and under were current on all immunizations; 89% of adolescent patients were current on immunizations; 94% of asthma patients had no emergency room visit in the three months prior to their Turner House visit; 63% of obese patients implemented action plans to improve their health behaviors; 7% of obese patients in Turner House’s Healthy Lifestyles program reduced their body-mass index (BMI) percentile levels for the 12-month period. For every 5% of obese patients that Turner House clinical staff helps move from an uncontrolled to a controlled status, health system costs are reduced by up to $40,940 per year. In 2016, the Immunize Kansas Coalition recognized Turner House for outstanding improvement in adolescent completion rates for the HPV 3-dose series over a 10-month timeline, from 61% to 71%.
Needs Statement The need for Turner House services is great.Children living in poverty and experiencing cultural challenges are at high risk for short-term and long-term health issues. In WyCo, 37% of children live in families with incomes below the Federal Poverty Level (FPL). Approximately 79% of Turner House patient families have incomes at or below 100% of the FPL; 96% of patients reside in WyCo; 86% of patients identify as Hispanic/Latino; 25% of parents have less than a ninth grade education; 5% of patient families speak languages other than English or Spanish. Annually, turner House must raise funds more than $1 million to close the gap between revenue and expense, including charitable care expense which totaled $327,882 last year and is projected to total $445,476 in 2017. Approximately 51% of Turner House dental patients are uninsured. Twenty-two percent (22%) of Turner House medical patients are uninsured and 78% of medical patients are insured through Medicaid (KanCare). Kansas cut Medicaid reimbursement rates by 4% last July and the Governor vetoed Medicaid program expansion. The families of uninsured patients pay a nominal patent visit fee if they can; however, no child is denied care for inability to pay.
Service Categories
Ambulatory & Primary Health Care
Family Services
Areas of Service
KS - Wyandotte County
KS - Johnson County
KS - Wyandotte County Urban Core
MO - Jackson County
94% of Turner House patients reside in Wyandotte County/Kansas City, Kansas and 4% of patients reside in Johnson County, Kansas; approximately 2% of patients reside in Kansas City, Missouri (Jackson County)
CEO/Executive Director/Board Chair Statement Turner House is grateful to our donors and the financial support provided by them through grants, contributions, in-kind donations and participation in fundraising events.Turner House’s strategic priorities are to improve access to quality primary medical, behavioral health, dental and enabling services in the community, regardless of socio-economic barriers, and to improve health outcomes through a patient-centered medical home practice model in conformance with requirements of a Federally Qualified Health Center (FQHC). The Turner House Clinic board of directors, in response to ongoing challenges in caring for a medically underserved population, began collaborating in the second quarter of 2016 with the University of Kansas Health System (KUHS) and KU Health Partners, Inc. (KUHP), with input and support from key stakeholders, on an approach to improve access to quality integrated health care; improve health outcomes; and reduce health system expense in Wyandotte County (WyCo) through a transition to a FQHC model. On April 14, 2017, Turner House submitted an application, supported by a collaboration agreement with KUHS and KUHP, for FQHC Look Alike designation to the Health Resources and Services Administration (HRSA), U.S. Department of Health and Human Services. The FQHC model will leverage and integrate resources that currently operate as stand-alone clinics in Kansas City, WyCo, KS – Turner House, Silver City Health Center (KU Health Partners) and the University of Kansas Pediatric Clinic Children’s Campus Kansas City (KUHS). As a FQHC, Turner House will operate as Wyandotte Community Health Center and expand delivery of services from children-only to the full range of adult and pediatric medical, behavioral health, dental, and enabling services required of a FQHC. The FQHC Look Alike designation process requires HRSA desk review, an on-site audit and typically additional work from the applicant to meet required governance and operational requirements. Timelines from application to designation range from six to eighteen months, and an additional two to three months to apply to government-funded programs (Medicare and Medicaid/KanCare) for reimbursement at FQHC-specific reimbursement rates. Financial benefits of FQHC designation include enhanced reimbursement for patients insured through government-funded programs (Medicaid and Medicare); eligibility for reduced cost prescriptions and non-prescription medications (340B Drug Pricing Program); and automatic designation as a Health Professional Shortage Area. After FQHC designation, these financial benefits will improve organizational sustainability.
Preventive Medical Care; Urgent/Acute Care; Early Childhood Development Screening; Chronic Disease Management; Behavioral Health Care; Preventive Dental and Reconstructive Dental Services; Medicaid Enrollment Assistance; and Care Coordination, connecting patients to health and social services; managing referral processes and relationships; and supporting quality care improvements. In addition,Turner House provides a School-Based Preventive Dental Outreach Program, delivering oral health instruction and dental hygiene services to students, including dental sealants.
Category Health Care, General/Other Health Diagnostic, Intervention & Treatment Services
Population Served Poor,Economically Disadvantaged,Indigent, Poor,Economically Disadvantaged,Indigent,
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success

Short-Term Success is indicated by the percent of patients compliant with recommended schedules for immunizations and well-child physicals.

Long-Term Success

Children need regular physical exams and immunizations to become healthy adults.  Turner House Children’s Clinic provides high quality primary care for patients served as a nationally recognized Patient-Centered Medical Home.  Standards for this recognition include scheduling each patient with their assigned primary care provider for continuity of care; having the capacity to schedule patients on the same day that they call; and demonstrating that patient families experience a highly satisfactory experience of care.  Patient families have representatives on the Board of Directors and patient families participate in satisfaction surveys, administered quarterly. By tracking and reporting survey results and developing action plans when needed for improvement, Turner House staff ensures that patients have access to and receive the highest quality of care.

Program Success Monitored By
Reports of compliance with immunizations are generated through the state immunization registry (WebIZ) Co-Casa reports.
Examples of Program Success
  • Patient visits increased 6% between 2015 and 2016, demonstrating improved access to primary care services. 
  • For the past three years, Turner House adolescent patients have had an 89% immunization compliance rate, exceeding county, state and national rates.
  • 100% of patient families would recommend Turner House to their family and friends; 100% of patients are able to get an appointment when wanted; 98% of patients feel that s/he is understood and respected by his/her primary care provider - all important measures of patient satisfaction.
Asthma is a serious chronic condition among children at Turner House Children's Clinic.  Children diagnosed with serious and persistent asthma are enrolled into the asthma management program with health outcomes tracked electronically.  Each patient/family receives a written management plan with specific instructions regarding use of medications and  environmental risks. Families receive education and counseling by the physician at each visit to ensure proper management. Families receive reminders when patients are due for visits, flu shots, etc. 
Category Health Care, General/Other Patient Education
Population Served Children and Youth (0 - 19 years), Poor,Economically Disadvantaged,Indigent, At-Risk Populations
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success
  • 85% of patients with chronic asthma will report no hospitalizations due to asthma in the 3 months prior to the asthma management visit.  
  • 75% of asthma management patients will report they have missed less than 3 school days because of asthma.  
Long-Term Success

The ultimate changes resulting from the asthma program will be that children with asthma will be able to manage their asthma by avoiding triggers and using medications as prescribed to control symptoms when they are unavoidably exposed or challenged.  Consequently, they will have more symptom-free days, avoid missing school and costly visits to the emergency room and/or hospitalization.  

Program Success Monitored By Aggregated reports of asthma indicators are generated through the electronic medical records system.
Examples of Program Success
  • 94% of asthma patients seen reported no hospitalizations in the 3 months prior to their visit.
  • 96% of asthma patients reported less than three missed school days.

Healthy Steps for Young Children is a national initiative that emphasizes a close relationship between health care professionals and parents in addressing the physical, emotional, and intellectual growth and development of children from birth to age three.  Turner House's Healthy Steps Specialist conducts developmental screenings and screenings for postpartum depression and provides information to families related to safety, discipline, nutrition, language, motor development, social-emotional development, intellectual development, postpartum depression, shaken-baby syndrome, sudden infant death syndrome, discipline, sleeping issues, breastfeeding, and other issues relevant to child development.  Referrals are made as necessary to community services for developmental delays, nutrition classes, social services, prenatal care, and postpartum depression. Parents/care givers receive age-specific books to encourage them to read to their children. 

Category Health Care, General/Other Preventive Health
Population Served Infants to Preschool (under age 5), Poor,Economically Disadvantaged,Indigent, US
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success

Children identified by the Healthy Steps Specialist to have developmental needs requiring a specialist will be referred to and seen by an appropriate specialist. Target: 80% during one year.

Long-Term Success

The ultimate benefit of this program is that as a result of early developmental screenings and referrals, children with potential developmental problems will have early interventions to prevent long-term problems. In addition, parents will have the skills and resources needed to provide appropriate care for their children for their future health and well-being.

Program Success Monitored By

Program success is measured by the Healthy Steps tracking system and chart audits.

Examples of Program Success
A 36-month-old child was referred to a special program for further language and social-emotional evaluation. As a result, his mother reported, “he is doing better. Now he is able to play with other children when we go to the playground.” 
The mother of a 13-month-old baby was concerned about her daughter's social-emotional development and requested a screening.  The screening confirmed that the child had developmental delays.  The Healthy Steps Specialist gave the mother materials and instructions on how to work with her baby.  At a subsequent evaluation, the child was on target in her development.

Approximately 25% of Turner House patients are diagnosed as obese, with a body mass index at the 95th percentile or above. Turner House developed an innovate obesity management program to help children and their families adopt healthier behaviors. Turner House providers use Children’s Mercy Hospital 12345 Fit-Tastic curriculum with patients in their well-child exams and follow-up visits to develop individual action plans based on patient/family responses to five questions.  The Turner House Obesity Management Coordinator provides motivational support to the patients in achieving action plan goals and helps monitor their progress, along with their pediatrician. Program participants may be referred to The University of Kansas Healthy Hawks program;  Score 1 for Health (Kansas University of Medicine and Biosciences), JoinForMe (UnitedHealth Care),and PHIT Kids (Children's Mercy Hospital) for additional nutrition, exercise and education classes. 

Category Health Care, General/Other Preventive Health
Population Served Poor,Economically Disadvantaged,Indigent, ,
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success 75% of patients seen by a Turner House primary care provider and diagnosed as obese (BMI at or above the 95th percentile) will have a defined care plan developed jointly by the patient, patient family, primary care provider and Healthy Lifestyles obesity management coordinator.
Long-Term Success Ultimately, children who are obese will decrease their body mass index and control their weight through exercise and proper nutrition, thus avoiding or reducing their risk of chronic conditions such as diabetes and heart disease.
Program Success Monitored By Short-term success is measured by documentation of action plan in medical record and compliance with management visits.
Examples of Program Success “Valerie” made progress in changing from a sedentary lifestyle, drinking soda pop daily, and not eating a healthy diet to a healthier lifestyle - routinely exercising 30 minutes per day, banishing soda consumption, reducing consumption of junk food and consciously increasing her consumption of vegetables and fresh fruit daily. Over a 2-month period, she lost 5 pounds and reduced her BMI by 2 points. She committed to try a new fresh vegetable each month and increase daily water consumption, as part of her goal to drop 2 more pounds. Another patient, "Jeremy", cut his weight by 1 pound since his last visit by playing soccer and other types of daily physical activity, consuming more water daily and eating vegetarian at school. These patients' outcomes demonstrate that progress can be made with patient education, support and personal commitment.
Turner House's dental program includes:
  1. Portable dental hygiene services at local schools and Head Start programs
  2. Integrated medical-dental services through oral health screenings and fluoride treatments during medical visits
  3. Dental hygiene and restorative services in an on-site dental clinic. 
In 2017, Turner House will serve approximately 987 unique dental patients in 2,372 dental visits in the on-site dental clinic, and will provide preventive oral health care to hundreds of students participating in our school-based dental outreach program.
Dental patients receive:
  • An accurate risk assessment for dental diseases and conditions.
  • An individualized preventive dental health program based on the risk assessment. 
  • Anticipatory guidance about growth and development issues (i.e., teething, digit or pacifier habits, and feeding practices).
  • Information about proper care of the child’s teeth and gingival tissues.
  • Information regarding proper nutrition and dietary practices.
Category Health Care, General/Other Dental Health Care
Population Served Children and Youth (0 - 19 years), ,
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success 75% of patients seen by a Turner House dentist and diagnosed with dental caries will have a defined care plan developed jointly by the patient, patient family, dentist and dental hygienist.
Long-Term Success 43% of persons aged 2 years and older had a dental visit in the past 12 months (age adjusted), consistent with the Healthy People 20/20 oral health target.
Program Success Monitored By

Reports generated through electronic medical records.

Examples of Program Success As part of the FQHC initiative and clinic collaboration, Turner House now provides dental care on Mondays, 8 am to 5 pm, to adult patients referred from the KUHS Refugee Clinic and from Silver City Health Center. An adult patient arrived at Turner House with a missing front tooth and another tooth broken and bent. The patient had been kicked in the teeth six years earlier in Nigeria, his native home. In March 2017, the patient has his final appointment with Dr. Jimenez on a bridge repair to his front teeth that required six appointments. The patient wrote Dr. Jimenez a thank you letter, expressing his deep appreciation for his help in restoring his smile and self-esteem.
CEO Comments Turner House cares for the “whole child” by providing integrated primary medical, behavioral health and dental care for preventive and acute services and chronic care management for frequently occurring chronic conditions, such as asthma, childhood obesity and dental caries.Turner House provides care coordination to all patients, linking them to resources to improve health outcomes and respond to social-economic needs. Turner House continually seeks to optimize use of its electronic health records system to integrate and coordinate care, improve care team work flows, standardize data entry and reporting, and support performance measurements for quality improvement. Turner House’s commitment to continuous quality improvement is ensured by adherence to evidence-based practices, such as the Patient-Centered Medical Home practice model adopted by the American Academy of Family Physicians, American Academy of Pediatrics, American College of Physicians, and American Osteopathic Association; Immunizations administered according to schedules recommended by the American Academy of Pediatrics and the CDC; KAN Be Healthy (EPSDT) Program; Healthy Steps for Young Children Program™, a national initiative established by the Commonwealth Foundation; Bright Futures, a national health promotion and disease prevention initiative launched by HRSA that addresses children's health needs in the context of family and community; Chronic Care Model which identifies the essential elements of a health care system that encourage high-quality chronic disease care; the National Asthma Education and Prevention Program ERP-3; Medical Dental Integration (MDI) Model; 12345 Fit-Tastic curriculum developed by Children’s Mercy; the National Initiative for Children’s Healthcare Quality and the Childhood Obesity Action Network models. Without Turner House, thousands of children would have to find other sources for health care. Children’s health would decline due to lack of preventive care and delayed treatment of acute and chronic conditions; more school days would be missed; learning would suffer; Health system costs would increase through use of hospital emergency departments for problems that could be treated less expensively in a primary care setting. Short-term and long-term costs would increase as a result of higher incidence of unmanaged medical, behavioral and oral health conditions among our community’s children.
Executive Director/CEO
Executive Director Mr. Patrick Sallee MPA
Term Start Feb 2017
Compensation $125,001 - $150,000
Experience Patrick Sallee has been an integral part of the Kansas City nonprofit landscape over the past decade with positions at Big Brothers Big Sisters and American Red Cross. He most recently served as Chief External Affairs Officer for Samuel U Rogers Health Center and was the Executive Director for the Samuel U Rogers Health Center Foundation. His experience in leading community engagement initiatives, government relations activities, strategic communications and major fund development campaigns, and his role on the leadership team of one of Kansas City’s largest safety net health centers provides exceptional qualifications. Mr. Sallee received his undergraduate degree in Interdisciplinary Studies at Oklahoma Baptist University and a Masters in Public Administration from the University of Missouri Kansas City.
Co-CEO/Executive Director
Term Start 0
Compensation Last Year
Former CEOs
Mr. Dennis R. Boody Oct 2007 - July 2010
Mrs. Janet Burton Feb 2011 - Apr 2016
Senior Staff
Title Medical Director

Dr. Pankey joined Turner House as Medical Director In May 2013. He previously served as Chief Medical Officer from 2009-2012 at Swope Health Services in Kansas City, Missouri, where he was Vice President for Managed Care Services from 2006 through 2009. Prior to that time, he was Vice President for Clinical Quality/Medical Director of FirstGuard Health Plan, Kansas City, MO. Dr. Pankey has 23 years’ experience in Medicaid managed care and 30 years in pediatric care. He received his medical degree in 1980 from the Medical College of Virginia, Richmond, Virginia, and completed his pediatric internship and residency in 1983 at the University of Maryland Hospital in Baltimore.

Title Development Director

Sara L. Adams assumed Development Director responsibilities in 2015 after serving as Director of Development, Individual and Corporate Giving in 2014. She has more than 25 years of experience in health care with not for profit and commercial companies in business development, marketing, systems integration and operational roles. She holds a Masters in Health Services Administration; a Masters of Science in Public Health; and a Bachelors of Arts in English from the University of Missouri-Columbia.

Title Director of Operations

Shelley Mathews joined Turner House in 2013 to help develop and implement the dental program. She is the subject matter expert on the eClinicalWorks EHR system. She holds a Master’s degree in Health Services Administration and has 20 years’ experience as a Registered Dental Hygienist and 8 years’ experience as a Level II Extended Care Permit Dental Hygienist.

Paid Full-Time Staff 20
Paid Part-Time Staff 14
Volunteers 40
Paid Contractors 0
Retention Rate 67%
Staff Diversity (Ethnicity)
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 13
Hispanic/Latino 20
Staff Diversity (Gender)
Female 28
Male 6
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
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan Yes
Management Succession Plan Under Development
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
University of Kansas Health System; University of Kansas Health Partners; Children’s Mercy Hospital, Pediatric Care Network and 12345 Fit-Tastic Program; University of Kansas Medical Center Research Institute, Healthy Hawks Program; Kansas City Kansas School District USD 500; Kansas Association for the Medically Underserved; Mid-America Regional Council; Reach Out and Read, United Government of WyCo and Kansas City, KS Health Department, United Way of WyCo; Healthy Communities Wyandotte, JoinForMe; Score 1 for Health; PHIT Kids; Bethany Community Center; El Centro; Kansas Department of Health & Enviornment; KDHE Bureau of Oral Health; PACES/Wyandot Inc., The Family Conservancy, Transitions Counseling Service, and Wyandotte County Infant and Toddlers; Farm Workers Health Program; Riverview Health Services; the Kansas City, Kansas, Office of Homeless Liaison and other social service agencies for referral of families needing parenting support, legal aid and other public assistance services.
Patient-Centered Medical Home, Level 3National Committee on Quality Assurance2015
Outstanding improvement, adolescent HPV 3-dose seriesImmunize Kansas Coalition2016
Government Licenses
Is your organization licensed by the government? No
CEO Comments Turner House’s core strength is providing access to quality health care and improved health outcomes for a population facing significant poverty, cultural and language barriers. Turner House provides whole person, culturally competent care; incorporates high quality, evidence-based care practices; assigns each patient to a primary care provider (pediatrician or nurse practitioner) and care team - certified medical assistant, receptionist, care coordinators and other professionals including medical interpreters and a behavioral health consultant. Dental hygiene and restorative dental care services are provided by bilingual (English/Spanish) dental personnel –dentists and dental hygienists, with dental assistant support - in the dental clinic located adjacent to the medical clinic. Turner House ensures that opportunities for improved health outcomes are pursued so that patients are more likely to succeed in school and in life.The collaboration among Turner House Clinic, KU Health Partners, and UKHS has brought together three safety net clinics, recognized as Patient-Centered Medical Homes, with a broad range of existing clinical and non-clinical services tailored to meet the unique needs of the community. Our Board and leadership team are committed to the FQHC model, expansion of services to comply with HRSA requirements and achievement of the strategic plan for the health center.
Board Chair
Board Chair Ms. Andrea Thomas Ramsey Esq.
Company Affiliation Retired Attorney
Term Oct 2016 to Jan 2018
Email thomasa1114@yahoo.com
Board Members
Mr. Jae Edgar Bennett CAVU Healthcare Systems, Inc.
Ms. Joyce Butler Community Volunteer / Consumer
Mr. Mike Heckman Cerner
Mr. Jesus Holguin Community Volunteer / Consumer
Ms. Stacey Homuth Community Volunteer
Mr. Samuel Hotchkiss Community Volunteer / Consumer
Mr. Randall Johnson Community Volunteer / Consumer
Ms. Alyssa Johnson Community Volunteer / Consumer
Mr. Ramesh Karki Community Volunteer / Consumer
Dr. Sally Maliski Nurse, KU School of Nursing
Mrs. Mindy McDermott The Miller Group
Mrs. Andrea Thomas Ramsey Esq.Retired Attorney
Dr. Steven Stites Physician, KU Health Systems
Mrs. Polly Thomas CBIZ
Ms. Claudia Vasquez-Puebla Community Volunteer / Consumer
Ms. Shelley Young Community Volunteer / Consumer
Mr. Rhodell Younger Community Volunteer / Consumer
Board Demographics - Ethnicity
African American/Black 4
Asian American/Pacific Islander 1
Caucasian 10
Hispanic/Latino 2
Native American/American Indian 0
Other 0
Board Demographics - Gender
Male 8
Female 9
Unspecified 0
Board Meeting Attendance % 84%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 86%
Percentage Making In-Kind Contributions 50%
Constituency Includes Client Representation No
Number of Full Board Meetings Annually 12
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Board Development / Board Orientation
Advisory Board / Advisory Council
Audit, Compliance and Controls
CEO Comments
As part of the transition to the FQHC model, in October 2016, Turner House re-configured the Board of Directors to comply with HRSA requirements, including 51% consumer representation on the Board. New Board Committees, changes in Committee membership and the addition of a Community Advisory Board were also implemented at that time. The Board and the Executive, Finance and Quality Committees meet monthly; other Committees and the Advisory Board meet at least quarterly and more frequently as needed.
Fiscal Year Start Jan 01, 2017
Fiscal Year End Dec 31, 2017
Projected Revenue $3,383,512
Projected Expenses $3,192,044
IRS Letter of Exemption
Foundation Comments
  • FY 2015, 2014, 2013: Financial data reported using IRS Form 990.  
  • Foundation/corporate revenue line items may include contributions from individuals.
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
Government Contributions$171,473$231,973$174,223
Individual Contributions----$0
Investment Income, Net of Losses$403$834($279)
Membership Dues$0$0$0
Special Events$35,246$26,876$34,689
Revenue In-Kind$455,324$495,930$475,492
Expense Allocation
Fiscal Year201520142013
Program Expense$2,361,793$2,315,860$2,129,333
Administration Expense$316,010$299,123$283,292
Fundraising Expense$128,804$213,093$130,912
Payments to Affiliates----$0
Total Revenue/Total Expenses0.980.990.97
Program Expense/Total Expenses84%82%84%
Fundraising Expense/Contributed Revenue11%17%13%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$1,539,822$1,602,167$1,586,493
Current Assets$1,002,933$1,066,254$1,168,380
Long-Term Liabilities$0$0$0
Current Liabilities$104,572$106,779$81,425
Total Net Assets$1,435,250$1,495,388$1,505,068
Short-Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities9.599.9914.35
Long-Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%0%
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar Amount -- -- --
Second Highest Funding Source & Dollar Amount -- -- --
Third Highest Funding Source & Dollar Amount -- -- --
Capital Campaign
Currently in a Capital Campaign? No
Campaign Purpose A 3-year initiative to renovate and equip existing space within the clinic for a 3-operatory dental clinic.
Capital Campaign Anticipated in Next 5 Years No
Organization Comments The revenue projection for 2017 includes an assumption that more patients insured by Medicaid (KanCare) will be seen compared to last year, as a result of filling the pediatrician position in January that was vacant in 2016 and having the dental clinic operating full-time. In 2016, due to market competition in hiring qualified, bi-lingual (English/Spanish) dental personnel, the dental clinic opened with part-time hours in late March and expanded to full-time clinic hours in mid-July. The services of a volunteer physician and Board member, in addition to staff physicians increasing their scheduled hours, helped to offset the impact on patient care in 2016 of an open pediatrician position. 
Organization Name Turner House Clinic Inc.
Address 21 N 12th Street
Suite 300
Kansas City, KS 66102
Primary Phone (913) 3422552124
Contact Email general@thcckc.org
CEO/Executive Director Mr. Patrick Sallee MPA
Board Chair Ms. Andrea Thomas Ramsey Esq.
Board Chair Company Affiliation Retired Attorney
Year of Incorporation 1994