Health—General & Rehabilitative

Community Health Charities

  • Alexandria, VA
  • http://www.healthcharities.org

Mission Statement

To unite caring donors in the workplace with our nation's most trusted health charities.

Main Programs

  1. Health Matters At Work

service areas

National

Self-reported by organization

ruling year

1985

chief executive for fy 2006

Mr. Thomas G. Bognanno

Self-reported by organization

Keywords

health, charities, workplace giving, employee giving, employee engagement, research, services, treatments, giving campaigns, payroll deduction

Self-reported by organization

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EIN

13-6167225

Physical Address

1240 N. Pitt Street Third Floor

Alexandria, 22314

Also Known As

Community Health Charities of America

Contact

Cause Area (NTEE Code)

Fund Raising and/or Fund Distribution (E12)

Alliance/Advocacy Organizations (G01)

Alliance/Advocacy Organizations (H01)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Impact statement

Health Matters at Work® is a comprehensive web and workplace-based health initiative that helps businesses, employees and their families learn about prevention of chronic disease, as well as manage chronic health conditions more effectively.

As a value-added program of Community Health Charities of America (http://www.healthcharities.org/), Health Matters at Work® draws on the educational, service, and programmatic resources available through more than 60 national member health organizations to create a dynamic chronic disease program for the workplace.

The program reaches more than 2.5 million employees in the workplace.

Programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

Self-reported by organization

Program 1

Health Matters At Work

The Health Matters at Work program is designed to promote employee health and wellness, encouraging a business culture where personal health and well-being are highly valued. A culture where not only employee health but employee volunteerism and employee charitable giving become part of a corporations mission and business strategy.

Each Health Matters at Work program is customized within the three focus areas to fit the needs, goals, and culture of each company.

To learn more about the program, visit www.healthmattersatwork.org(http://www.healthmattersatwork.org) .

Category

Health Care

Budget

$82,000.00

Population Served

Adults

Charting Impact

Five powerful questions that require reflection about what really matters - results.

Self-reported by organization

  1. What is the organization aiming to accomplish?
    Goals outlined in organization's strategic plan ending June 30, 2015.

    1. Reach $118M in revenue in 5 years based on market trends.
    2. Community Health Charities will have a technology platform that enables us to recruit, renew and engage donors in an efficient way.
    3. Community Health Charities will triple positive brand awareness among target decision makers.
    4. In five years Community Health Charities will point to its human capital structure and culture as a key accelerator of our productivity,
    donor engagement, and stewardship of dollars for our member charities.
  2. What are the organization's key strategies for making this happen?
    Strategies outlined in organization's strategic plan ending June 30, 2015.

    Find new distribution channels to increase our reach to employers and grow.
    1. Become embedded in the HR systems used by our customers.
    2. Develop an online marketing process that will exponentially increase our reach to small, medium and large businesses and
    professional, membership or trade groups.
    3. Develop a corporate advisory group.
    4. Build on alliances and partnerships with Employee Assistance Programs, health-care providers, other federations.
    5. Test relationships with professional, membership or trade groups and measure success.

    Build a technology platform that enables efficient and rapid growth.
    1. Deliver our member charity services, information, giving and volunteer opportunities in a manner that creates connections.
    2. Social media strategy for each stakeholder group.
    3. Develop partnerships to leverage technology as a platform for efficiency.
    4. Campaign-in-a-box for small businesses and professional, membership or trade groups.
    5. Build capability to aggregate volunteer opportunities, capture and distribute donor dollars, capture participation.

    Use engagement to enroll decision makers and donors
    1. Develop a baseline measure and track CHC’s brand awareness among decision makers in Fortune 1000 companies.
    2. Develop a baseline measure and track CHC’s brand awareness among decision makers in target medium companies.
    3. Evaluate member portfolio to maximize connections for participation and dollars.
    4. Align CHC membership standards to reflect donor and employee preference.
    5. Create a program and services strategy that creates connections efficiently.
    6. Build “merchandising” capability and capacity to efficiently bring Member Charity information and services to the workplace and
    affiliated groups

    Create / build a culture of operational efficiency and productivity
    1. Align human capital with new operating model.
    2. Root out activities that don’t drive dollars or participation.
    3. Add “leading measures” to reinforce and direct change as opposed to solely relying on “lag” measures to evaluate performance.
  3. What are the organization's capabilities for doing this?
    We share a vision of what we can become. We make daily choices that get us furthest and fastest to our vision. We are open and receptive to new ideas and approaches, and we share them with others. We smartly separate what must be done now, what must be nurtured, and what must wait. Community Health Charities has a strong capability to acquire data and apply new insights to enhance performance. We use data and factual information to make decisions and increase effectiveness. The new approaches we develop increase our individual effectiveness, produce performance breakthroughs for the organization and create a vastly improved world for those affected by a disability or chronic disease.

    HOW we work (Operating rules or guidelines that define how we do our work)

    Health is personal. We engage donors by connecting them with situations or issues that are most important to their families and friends. Our member charities are a wealth of trusted health information and giving-worthy causes, and will be a source of services and volunteer opportunities too.

    Engaging donors will engage group decision makers. Engagement is becoming an imperative for employers. So employer and other affiliated group decision makers continue to be our ‘primary’ customers, and we know that engaging donors will engage decision makers.

    Simple is better. We will strive for efficiency in fee structures, technology, and brand in order to keep our efforts with all stakeholders focused on outcomes and not on process.

    Our national scope drives credibility and reach, and our community relationships drive sustainability. We are a national brand that invests in community relationships. Donors value both, so we track outcomes both nationally and locally.

    Choice drives engagement – We know that open campaigns increase participation.
  4. How will they know if they are making progress?
    To track and monitor our progress, the organization is using a score card to track an monitor our progress in reaching our goals. The organization has identified the following focused actions to track:

    1. Create a technology platform to aggregate volunteer opportunities, capture participation and measure the value of our efforts.
    2. Research, explore and understand the affiliate structure to be able to recommend improvements in operation efficiency. Discuss
    potential changes to affiliate structures to further streamline processes and maximize staff time on sales and service.
    3. Develop a library of best practice materials (learning management) and a network of individuals to assist with sharing across the
    country.
    4. Develop Campaign In-A-Box as a turnkey solution to provide to small – medium sized campaigns
    5. Create a comprehensive CHC 101 for member charities at all levels; National to National, National to Local/Regional/
    Local/Regional
    to Local chapter.
    6. Create opportunities for member charities to engage with CHC for access.
    7. Review and revise membership requirements for member charities.
    8. Create a corporate leadership council at the national and local levels.
    9. Provide member charities with affiliate campaign lists updated each year-include the campaign list as a requirement in annual
    affiliate
    agreement for ease of information gathering.
    10. Develop an affinity marketing process that will reach to small and medium businesses and professional, membership or trade
    group associations.
    11. Identify ways to work with social media outlets to increase brand awareness and possible revenue generation.
    12. Investigate use of Mobile apps to reach donors and generate dollars.
    13. Determine mechanism to capture donor data.
    14. Create a culture of participation in local networking opportunities to engage decision makers.
    15. Create a National Volunteer Development Committee comprised of national and affiliate volunteers.
    16.Create Employee Engagement Pacesetter team to develop opportunities to increase engagement with decision makers at the
    affiliate and national levels.
    17.Transition all Community Health Charities affiliates into designated Service Centers to streamline back-end administrative
    functions and strengthen front line sales efforts.
  5. What have and haven't they accomplished so far?
    Progress as of June 30, 2014.

    Community Health Charities has successfully executed the governance process to move the organization to a single corporation. This change will enable a Community Health Charities human capital structure and culture to play a key role in accelerating productivity, donor engagement, and revenue generation through a more streamlined business development strategy.
    Financial services for all affiliates has been successfully transition to Community Health Charities service center providing greater stewardship of donor dollars designated to our member charities.

    1. Create a technology platform to aggregate volunteer opportunities, capture participation and measure the value of our efforts. - COMPLETE
    2. Research, explore and understand the affiliate structure to be able to recommend improvements in operation efficiency. Discuss potential changes to affiliate structures to further streamline processes and maximize staff time on sales and service. - COMPLETE
    3. Develop a library of best practice materials (learning management) and a network of individuals to assist with sharing across the country. - COMPLETE
    4. Develop Campaign In-A-Box as a turnkey solution to provide to small – medium sized campaigns – IN PROGRESS
    5. Create a comprehensive CHC 101 for member charities at all levels; National to National, National to Local/Regional/ Local/Regional to Local chapter. - COMPLETE
    6. Create opportunities for member charities to engage with CHC for access. - COMPLETE
    7. Review and revise membership requirements for member charities. - COMPLETE
    8. Create a corporate leadership council at the national and local levels. IN PROGRESS
    9. Provide member charities with affiliate campaign lists updated each year-include the campaign list as a requirement in annual affiliate agreement for ease of information gathering. IN PROGRESS
    10. Develop an affinity marketing process that will reach to small and medium businesses and professional, membership or trade group associations. IN PROGRESS
    11. Identify ways to work with social media outlets to increase brand awareness and possible revenue generation. IN PROGRESS
    12. Investigate use of Mobile apps to reach donors and generate dollars. IN PROGRESS
    13. Determine mechanism to capture donor data. IN PROGRESS
    14. Create a culture of participation in local networking opportunities to engage decision makers. IN PROGRESS
    15. Create a National Volunteer Development Committee comprised of national and affiliate volunteers. IN PROGRESS
    16. Create Employee Engagement Pacesetter team to develop opportunities to increase engagement - COMPLETE
    17. Transition all Community Health Charities affiliates into designated Service Centers to streamline back-end administrative functions and strengthen front line sales efforts. - COMPLETE

service areas

National

Self-reported by organization

Social Media

@HealthCharities

@HealthCharities

@community-health-charities

@HealthCharities

@HealthChairites

Funding Needs

Generosity of employees in the workplace making contributions to the nation's respected health charities through payroll deductions.

Accreditations

Better Business Bureau Wise Giving Alliance

Videos

External Reviews

The review section is powered by Great Nonprofits
Source: greatnonprofits.org

Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

COMMUNITY HEALTH CHARITIES
Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

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  • Board Chair and Board Members
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Operations

The people, governance practices, and partners that make the organization tick.

Community Health Charities

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2014, 2013 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
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CHIEF EXECUTIVE FOR FISCAL YEAR

Mr. Thomas G. Bognanno

BIO

Thomas G. Bognanno has been the President and CEO of Community Health Charities of America since January of 2006. Prior to that Mr. Bognanno had a distinguished 20-year career with the American Diabetes Association, working his way through different roles, starting as Executive Director for the former ADA New Mexico and Missouri affiliates and Executive Vice President for the Texas affiliate. He was promoted to Special Assistant to the CEO in 1998 before moving into the role of Chief Field Officer in 2003. He also was one of the chief architects of the Everyday Choices for a Healthier Life partnership between the ADA, the American Heart Association, and the American Cancer Society.

STATEMENT FROM THE CEO

"More than 133 million Americans suffer from a chronic disease or life threatening illness. Many of those affected rely on the support and services of America’s most trusted health charities, which make up the membership of Community Health Charities.

Bringing America’s best health charities together in the workplace to provide employees an opportunity to give to the causes most important to them is an idea that is now over half of a century old. For more than 57 years, Community Health Charities, through the leadership of its volunteers, member charities, and staff, has been instrumental in supporting the private and public sectors in building a culture of giving that is inherent to the American way of life.

Community Health Charities continues to be the leader in raising funds in the workplace for health-related charities in both the private and public sector. In the fiscal year ending June 30,2013, the collective efforts of Community Health Charities and its network of affiliates translated to almost $68.5 million pledged nationwide to our member charities. These dollars help fund important community education programs and services, research discoveries, and efforts to protect the rights of those confronting a health issue who need a voice. Community Health Charities is one of the most cost- effective, non-profit organizations, keeping its national overhead costs at just 8 percent.

Though workplace giving is a longtime tradition, it is rapidly evolving and changing to meet the needs of the American workforce. For Community Health Charities, this has meant redefining our value in the workplace through its’ Health Matters at Work® program.

On behalf of Community Health Charities, we thank all of you who have helped support our vision to improve the lives of people affected by a disability or chronic disease."

Governance

BOARD CHAIR

Mr. Frederick Dorey

Cooley Godward LLP

Term: July 2014 -

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization

Yes

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?