Form 990 for tax year 2022

Totals

Total revenue

$2,324,112

Total expenses

$2,114,448

Contributions and grants received

$254,399

Grants paid

$0

Program service revenue

$2,059,622

Investment income

$14,554

Other revenue

-$4,463

Total assets, end of year

$2,746,070

Total liabilities, end of year

$1,242,863

Net assets or fund balances, end of year

$1,503,207

Program services expenses (Part IX)

$1,751,451

Management and general expenses

$362,997

Fundraising expenses

$0

Program service expenses (Part III)

$1,751,451

Program services were 82.8% of total expenses calculated — Part IX's program-services column over total expenses, both as filed.

Line items

Every line the filer filed in Parts VIII, IX and X, as filed and in filed order. Blank columns are left out, and the lines are not forced to add up to the totals above.

Mission and programs · 2022

• EDUCATIONAL SERVICES: SEMINARS ON HEALTH CARE ISSUES.

  Expenses $477,524 · Revenue $561,545

• DUES ARE FOR MEMBERSHIP/MEMBER SERVICES, PROJECTS, EDUCATION AND PROGRAMS.

  Expenses $769,017 · Revenue $904,327

• VACCINE PROJECT CREATING A VACCINATION-FRIENDLY CULTURE: WHAT EMPLOYERS CAN DO TOTAL FUNDING $400,000 MODERNA/GSK/J&J/PFIZER RECOGNIZED $400,000 IN 2022.VACCINES ARE AMONG THE MOST COST-EFFECTIVE CLINICAL PREVENTIVE SERVICES AND A CORE COMPONENT OF ANY PREVENTIVE SERVICES OFFERING. FOR EXAMPLE, CHILDHOOD IMMUNIZATION PROGRAMS PROVIDE A VERY HIGH RETURN ON INVESTMENT; FOR EACH BIRTH COHORT VACCINATED WITH THE ROUTINE IMMUNIZATION SCHEDULE (THIS INCLUDES DTAP, TD, HIB, POLIO, MMR, HEPATITIS B, AND VARICELLA VACCINES): 33,000 LIVES ARE SAVED; 14 MILLION CASES OF DISEASE ARE PREVENTED; DIRECT HEALTHCARE COSTS ARE REDUCED BY $9.9 BILLION; $33.4 BILLION ARE SAVED IN INDIRECT COSTS.DESPITE THE HEALTH- AND COST-SAVING EFFECTIVENESS OF VACCINES, MANY PEOPLE IN THE U.S. ACQUIRE DISEASES THAT VACCINES CAN PREVENT. FOR EXAMPLE, BETWEEN 2014 AND 2019, ROUGHLY 1900 CASES OF MEASLES WERE RECORDED, MEASLES BEING A DISEASE DECLARED BY THE U.S. TO BE ERADICATED IN 2000. THE ESTIMATED COST TO CONTAIN EACH CASE (INCLUDING FOLLOW-UP) WAS $140,000, AND THE TOTAL COST TO STOP THE SPREAD OF MEASLES WAS APPROXIMATELY $266 MILLION.SADLY, APPROXIMATELY 42,000 ADULTS AND 300 CHILDREN IN THE U.S. DIE EACH YEAR FROM VACCINE-PREVENTABLE DISEASES (PRE-COVID DATA). AS A RESULT, HEALTHY PEOPLE 2030 HAS SET SPECIFIC GOALS TO IMPROVE VACCINATION RATES IN CHILDREN, ADOLESCENTS AND ADULTS.GAPS IN VACCINATION RATES CAN BE ATTRIBUTED TO A VARIETY AND OVERLAPPING SET OF FACTORS, AND THIS PROJECT WAS AIMED AT IDENTIFYING THE VARIOUS DRIVERS OF GAPS IN VACCINATION CARE AND WAYS IN WHICH EMPLOYERS, PHYSICIANS AND OTHER HEALTHCARE STAKEHOLDERS CAN TAKE TARGETED ACTION TO ADDRESS THEM. THE PROJECT'S DELIVERABLES INCLUDED A COMPREHENSIVE GUIDE, WEBINAR AND EDUCATION/PROMOTIONAL ACTIVITIES THAT DESCRIBED, DETAILED AND HIGHLIGHTED TARGETED ACTIONS AND RECOMMENDATIONS TO BE TAKEN BY EMPLOYERS, PHYSICIANS AND OTHER HEALTHCARE STAKEHOLDERS TO ADDRESS GAPS IN VACCINATION CARE AND CREATE A VACCINATION-FRIENDLY CULTURE. THESE DETAILED ACTIONS AND RECOMMENDATIONS INCLUDED: INFORMATION AND EDUCATIONO HISTORY AND BENEFITS OF VACCINESO DETAILED INFORMATION ON WHICH VACCINES/FOR WHOM/WHEN/HOW SPECIFIC VACCINE-BY-VACCINE DETAILS ON WHAT DISEASES ARE TARGETED AND WHY (ILLNESS AND DEATH RATES, ETC.), RECOMMENDATIONS FOR TARGET POPULATIONS, AND CURRENT RATES OF VACCINATION VS. GOALS ADULT, ADOLESCENT, PEDIATRIC O COMBATTING MISINFORMATION O PERSONAL STORYTELLING REDUCING BARRIERS TO VACCINATIONO INSURANCE/BENEFITS COVERAGE DESIGN TO MINIMIZE COST AND ENHANCE ACCESSO PUBLIC INSURANCE/UNINSURED MEASURES TO MINIMIZE COST AND ENHANCE ACCESS O SDOH-RELATED MEASURES TO ENHANCE ACCESS TIME OFF, TRANSPORTATION, CHILDCARE/CAREGIVING CONSIDERATIONS, ETC. O HEALTH PLAN, HEALTH SYSTEM AND COMMUNITY-BASED ADVOCACY TO ENCOURAGE VACCINATION O DIVERSITY, EQUITY AND INCLUSION (DE&I) INITIATIVES DESIGNED TO REACH SPECIFIC POPULATIONS, I.E., BIPOC, LBGQT+ AND RELIGIOUS GROUPSO EMPLOYER BEST PRACTICES PROMOTIONAL CAMPAIGNS, INCENTIVES, WELLNESS INITIATIVES, ETC. WORKPLACE POLICIES O REQUIREMENTS/MANDATES FOR ESSENTIAL WORKPLACE VACCINATIONS E.G., HBV, INFLUENZA, COVID O ON-SITE VACCINATION PROGRAMSO OFFSITE PROGRAMS FOR VIRTUAL WORK ENVIRONMENTS.

  Expenses $340,150 · Revenue $400,000

• NY COMMUNITY TRUST YEAR 2 - THE PATH FORWARD ON MENTAL HEALTH AND SUBSTANCE USE TOTAL FUNDING: $75,000 RECOGNIZED $56,250 IN 2021/RECOGNIZED $18,750 IN 2022.THE FUNDING SUPPORTED THE SECOND YEAR OF NEBGH'S 5-YEAR PROJECT. THE PATH FORWARD FOR MENTAL HEALTH AND SUBSTANCE USE IS AN INITIATIVE BEGUN AND SUPPORTED BY THE NATIONAL ALLIANCE OF HEALTHCARE PURCHASER COALITIONS, AMERICAN PSYCHIATRIC ASSOCIATION, AMERICAN PSYCHIATRIC ASSOCIATION FOUNDATION CENTER FOR WORKPLACE MENTAL HEALTH, THE JED FOUNDATION AND MEADOWS MENTAL HEALTH POLICY INSTITUTE. NEBGH CREATED A MULTI-STAKEHOLDER STEERING COMMITTEE AND WORK GROUPS TO LEVERAGE THE INFLUENCE OF THEIR EMPLOYER MEMBERS IN WORKING WITH HEALTH PLANS, HEALTH SYSTEMS, MEDICAL AND BEHAVIORAL HEALTH GROUPS, CONSULTANTS AND COMMUNITY ORGANIZATIONS TO COMBAT THIS PUBLIC HEALTH CRISIS. EMPLOYERS, WORKING IN COLLABORATION WITH HEALTH PLANS, PROVIDERS AND OTHER STAKEHOLDERS, CAN PLAY A SIGNIFICANT ROLE IN IMPROVING THE ACCESS TO HIGH-QUALITY, HIGH-VALUE BEHAVIORAL HEALTH CARE AND BRINGING CARE FOR MENTAL HEALTH AND SUBSTANCE ABUSE TO THE SAME LEVEL OF CARE AFFORDED TO PHYSICAL MEDICAL CARE. EARLY IN THIS PROJECT, NEBGH HAS BEEN COLLECTING DATA, ENGAGING EMPLOYER MEMBERS AND HAS DEVELOPED A COMPREHENSIVE WORK PLAN TO MEET THE PATH FORWARD'S GOALS INCLUDING SUPPORTING MENTAL HEALTH PARITY, AND EXPANDING ACCESS TO AFFORDABLE, HIGH QUALITY IN-NETWORK CARE, TELE-BEHAVIORAL CARE, MEASUREMENT-BASED CARE AND COLLABORATIVE CARE. DURING THE COURSE OF THIS PROJECT, NEBGH IS PROVIDING EDUCATION, INFORMATION AND GUIDANCE, INCLUDING PROVIDING DATA AND POLICY MATERIALS TO SUPPORT EMPLOYERS IN HEALTH PLAN NEGOTIATIONS AND DISCUSSION WITH VENDORS, AND CONDUCTING FREQUENT WORKSHOPS AND WEBINARS WITH EXPERTS AND THOUGHT LEADERS.

  Expenses $15,945 · Revenue $18,750

• UNITED HEALTHCARE TOTAL 2022 FUNDING: $10,000THE FUNDING WENT TO SUPPORT THE DEVELOPMENT OF A SURVEY TOOL TO HELP EMPLOYERS ASSESS THEIR CULTURE OF MENTAL WELLNESS (WELL GAUGE).

  Expenses $8,504 · Revenue $10,000

• NATIONAL ALLIANCE PATH FORWARD MENTAL HEALTH AND SUBSTANCE USE - JNJ PASSTHRU AWARD: TOTAL 2022 FUNDING: $20,000FUNDING WAS PROVIDED AS A PASS-THROUGH GRANT TO ENGAGE EMPLOYERS AND OTHER STAKEHOLDERS ON TARGETED MENTAL HEALTH INITIATIVES. DELIVERABLES REPORTED INCLUDED:O ENGAGEMENT ON PROGRESS REPORTS FROM THREE HEALTH PLANS, EMPLOYER TOOLS ON TELE-BEHAVIORAL HEALTH, PARITY COMPLIANCE GUIDANCE, AND CREATING A CULTURE OF MENTAL WELLNESS. O HIGH LEVEL OF STAKEHOLDER AND EMPLOYER ENGAGEMENT ON MULTIPLE RELATED ISSUESO DISTRIBUTED MODEL DATA REQUEST FORM TO HELP EMPLOYERS AND CONSULTANTS OBTAIN DETAILED, PRECISE AND CONSISTENT INFORMATION, GUIDES AND RESOURCES SPECIFIC TO MENTAL HEALTH.O DISTRIBUTED THE NORC SURVEY FROM THE UNIVERSITY OF CHICAGO TO ASSESS PLAN MEMBERS' ACCESS TO MHSU CARE.O DISTRIBUTED TWO EMPLOYER TOOLS TO "REAP THE BENEFITS OF TELE-BEHAVIORAL HEALTH".O DISTRIBUTED TOOLS FOR HELP FOR MENTAL HEALTH PARITY COMPLIANCE.

  Expenses $17,007 · Revenue $20,000

• PATH FORWARD FOR MENTAL HEALTH AND SUBSTANCE USE STAKEHOLDER MEETINGS AND ACTION PLAN JNJ PASSTHU AWARD: TOTAL 2022 FUNDING: $10,000FUNDING WAS PROVIDED TO SUPPORT MULTI-STAKEHOLDER CONVENING TO DEVELOP INITIATIVES TO SUPPORT THE PATH FORWARD KEY INITIATIVES. MEETINGS HELD INCLUDED:O FEBRUARY, 2022 CONDUCTED PATH FORWARD MULTI-STAKEHOLDER STEERING COMMITTEE MEETING. MEMBERS INCLUDE GOLDMAN SACHS, CURTISS-WRIGHT, BEACON HEALTH OPTIONS, PRUDENTIAL, OPTUM, EY, ANTHEM, BROWN BROTHERS HARRIMAN, NATIONAL BASKETBALL ASSOCIATION, ESTER LAUDER, SPRING HEALTH, MONTEFIORE, OBERLAND, NAMI-NYC, CVS HEALTH/AETNA, PEPSICO, BLOOMBERG. WORK GROUPS TO FOCUS ON MEASUREMENT-BASED CARE, CHANGES TO TELE-BEHAVIORAL HEALTH.O CONDUCTED THREE TELE-BEHAVIORAL HEALTH AND MEASUREMENT BASED CARE WORKING COMMITTEE MEETINGS (MARCH, MAY, AUGUST 2022).O CONDUCTED THREE HEALTH PLAN SHOWCASES ON MENTAL HEALTH INITIATIVES.O CONDUCTED PATH FORWARD COMMUNITY ENGAGEMENT WORKING COMMITTEE MEETING IN SEPTEMBER 2022.O CONDUCTED MULTIPLE RELATED EMPLOYER WEBINARS ON TELE-BEHAVIORAL HEALTH FOR EMPLOYEES (3/22), PREVENTION AND SUPPORT FOR SUD (3/22), MENTAL PARITY REFRESH (4/22), FINANCIAL WELLNESS, MENTAL HEALTH AND ECONOMIC UNCERTAINTY (9/22).

  Expenses $8,504 · Revenue $10,000

• MOTHER CABRINI SOCIAL DETERMINANTS OF HEALTH TOTAL FUNDING: $100,000 RECOGNIZED $90,000 IN 2021/RECOGNIZED $10,000 IN 2022THIS PROJECT AIMS TO HELP EMPLOYERS ADDRESS THE SOCIO-ECONOMIC NEEDS OF THEIR LOW-INCOME WORKERS WITH TARGETED WORKPLACE BENEFITS AND EMPLOYER-BASED PROGRAMS. MANY SOCIAL DETERMINANTS OF HEALTH (SDOH) PROGRAMS ARE FOCUSED ON REFERRING FOR SERVICES THROUGH THE MEDICAL SYSTEM. EMPLOYERS, WITH ROUTINE, DAILY CONTACT WITH THEIR EMPLOYEES AND TRUSTED OUTREACH ON BENEFITS AND HEALTH CARE ISSUES, MAY BE AN IDEAL SOURCE TO FACILITATE CONNECTIONS TO SERVICES OR IMPROVE BENEFITS FOR THEIR EMPLOYEES. THEY SEE MORE IMMEDIATELY THE STRUGGLES THEIR EMPLOYEES MAY BE FACING. WORKPLACES CAN BE AN UNTAPPED OPPORTUNITY TO CONNECT PEOPLE TO THE SERVICES THEY NEED.THE GOALS OF THIS PROJECT WERE OUTLINED AS FOLLOWS:- IDENTIFICATION OF BEST PRACTICES, THROUGH RESEARCH, CASE STUDIES AND INTERVIEWS;- IDENTIFICATION OF EMPLOYEE NEEDS THROUGH RESEARCH, FOCUS GROUPS, AND /OR SURVEYS- DEVELOPMENT OF EMPLOYER OPPORTUNITIES TO FACILITATE ADDRESSING SDOH;- IDENTIFYING MODELS OF HEALTHCARE BENEFITS DESIGN THAT REDUCE OR ELIMINATE COST-SHARING, HIGH DEDUCTIBLES, AND OTHER FINANCIAL STRESSORS THAT POSE RISKS TO HEALTH AND BARRIERS TO CARE;- EDUCATION THROUGH DEVELOPMENT AND DISTRIBUTION OF EMPLOYER RESOURCES TO DRIVE AWARENESS AND EDUCATION; IN EARLY 2022, NEBGH RELEASED A 48-PAGE GUIDE THAT BEGAN WITH AN OVERVIEW OF THE FIVE MAIN SDOH ECONOMIC STABILITY, EDUCATION ACCESS AND QUALITY, HEALTHCARE ACCESS AND QUALITY, NEIGHBORHOOD AND BUILT ENVIRONMENT, AND SOCIAL AND COMMUNITY CONTEXT. IT ALSO INCLUDES AN IN-DEPTH DISCUSSION ON THE IMPORTANCE OF COLLABORATION AMONG VARIOUS ENTITIES SUCH AS HEALTH PLANS, HOSPITAL SYSTEMS, COMMUNITY GROUPS, GOVERNMENT AGENCIES AND TECHNOLOGY COMPANIES. INCLUDED ARE EXAMPLES OF SEVERAL INNOVATIVE SDOH INITIATIVES MANY OF THESE ORGANIZATIONS HAVE LAUNCHED. THE GUIDE LAYS OUT A STEP-BY-STEP PROCESS TO HELP EMPLOYERS THAT ARE SERIOUS ABOUT ADDRESSING THE SOCIAL NEEDS OF THEIR EMPLOYEES. THOSE STEPS INCLUDE COLLECTING DATA USING A HEALTH RISK ASSESSMENT TOOL OR AN EMPLOYEE SURVEY, ASSESSING THEIR BENEFITS DESIGN WITH EQUITY IN MIND, PROVIDING HEALTH BENEFITS EDUCATION AND FINANCIAL COUNSELING, AND REVIEWING WHAT BENEFITS MIGHT NOT BE OFFERED (E.G., CAREGIVING, TUITION REIMBURSEMENT). ALSO INCLUDED IS A LIST OF CRITICAL QUESTIONS EMPLOYERS SHOULD ASK THEMSELVES WHEN DEVELOPING A SUCCESSFUL SDOH PROGRAM.IN ADDITION TO RELEASE OF ITS GUIDE, NEBGH ALSO UNDERTOOK WEBINARS AND VIRTUAL PROGRAMS DESIGNED TO EDUCATE, INFORM AND ACTIVATE EMPLOYERS; SIMILAR ACTIVITIES WILL TAKE PLACE IN THE COMING YEARS AIMED AT CONTINUING TO ELEVATE THE ISSUES OF SDOH AMONG EMPLOYEES.

  Expenses $8,504 · Revenue $10,000

• OBESITY AND DIABETES RACIAL HEALTH EQUITY - TOTAL FUNDING: $100,000 NOVO NORDISK/LILLY/MEDTRONICS RECOGNIZED $75,000 IN 2021/RECOGNIZED $25,000 IN 2022THE IMPACT OF HEALTHCARE DISPARITIES ON PEOPLE OF COLOR HAS BEEN KNOWN FOR MANY YEARS; FOR EXAMPLE, STATISTICS CLEARLY SHOW THAT PEOPLE OF COLOR ARE MORE LIKELY TO DEVELOP CHRONIC CONDITIONS, MORE LIKELY TO DIE IN CHILDBIRTH AND LESS LIKELY TO BE TREATED FOR PAIN. THEY ARE MORE LIKELY TO BE LIVING WITH OBESITY AND DIABETES AND SUFFER FROM SERIOUS COMPLICATIONS OF THESE ILLNESSES. NOW THAT COVID HAS SHINED A LIGHT ON THE ROLE THAT SDOH AND RACE-BASED DISPARITIES PLAY IN THE HEALTH OF PEOPLE OF COLOR, THERE IS A SIGNIFICANT OPPORTUNITY TO MORE EFFECTIVELY ADDRESS OBESITY AND DIABETES IN THIS POPULATION. NEBGH SOUGHT TO EDUCATE AND PROVIDE POTENTIAL AVENUES FOR EMPLOYERS TO USE, IN ORDER TO ACHIEVE MORE EQUITY IN THE TREATMENT OF OBESITY AND DIABETES AMONG PEOPLE OF COLOR. THE GUIDANCE AND RESOURCES NEBGH DEVELOPED WERE PROMOTED PUBLICLY AND AMONG NEBGH MEMBERS AND THOSE OF OTHER HEALTHCARE-FOCUSED COALITIONS, AND RECEIVED SIGNIFICANT PRESS COVERAGE IN HEALTHCARE BENEFITS-RELATED MEDIA. PROJECT DELIVERABLES INCLUDED: SURVEY AND SUMMARIZATION OF THE EVIDENCE BASE WITH RESPECT TO DISPARITIES IN THE DIAGNOSIS, CARE, TREATMENT AND OUTCOMES FOR OBESITY AND DIABETES; CONVENING MEDICAL DIRECTORS AND OTHER STAKEHOLDERS AMONG NEBGH MEMBER ORGANIZATIONS (EMPLOYERS, PROVIDERS AND OTHER STAKEHOLDERS) TO DISCUSS ISSUES, OBSTACLES AND POTENTIAL SOLUTIONS; DEVELOPMENT OF DOWNLOADABLE GUIDANCE AND TOOLS FOR EMPLOYERS AND OTHER STAKEHOLDERS: O IMPORTANCE OF PREVENTING AND MANAGING OBESITY AND DIABETES INCLUDING CLINICAL VISITS, WELLNESS MAINTENANCE, MENTAL HEALTH, AND MEDICATION ADHERENCE AND/OR SURGERY WHEN APPROPRIATEO RECOGNITION OF COVID-19 AS A STRESSOR TO THOSE WITH OBESITY AND DIABETESO ROLE OF OBESITY AND DIABETES IN DETERMINING ADVERSE COVID-19 OUTCOMES AND PRESUMABLY ADVERSE OUTCOMES FROM OTHER PANDEMICS/HEALTH CRISES DURING THE COMING YEARSO NEED FOR EFFECTIVE CULTURALLY-COMPETENT EDUCATION AND COMMUNICATIONS TACTICSO CONSIDERATION OF BETTER VALUE-BASED APPROACHES TO BENEFITS DESIGN TO ACHIEVE BETTER HEALTH EQUITY (VS. EQUALITY) AS OPPOSED TO USE OF HIGH-DEDUCTIBLE HEALTH PLANS O "THE URGENCY OF NOW" - IMPORTANCE OF WORKING WITH PARTNERS TO MORE EFFECTIVELY TARGET AND TREAT WITH APPROPRIATE INTERVENTIONS O SIGNIFICANCE OF CULTURE AND DIVERSITY IN EFFECTIVE HEALTHCARE DELIVERY BUILDING TRUST; CONDUCT OF WEBINAR FOR BENEFITS LEADERS AND OTHER STAKEHOLDERS FROM NEBGH MEMBER ORGANIZATIONS THOSE FROM OTHER COALITIONS WERE INVITED, AS WELL TO PRESENT FINDINGS, RECOMMENDATIONS AND TOOLS; PROMOTION OF DOWNLOADABLE GUIDANCE AND TOOLS THROUGH A PRESS RELEASE AND MEDIA OUTREACH, PROMOTIONAL MAILERS AND NEBGH'S WEBSITE.

  Expenses $21,259 · Revenue $25,000

• MOTHER CABRINI TELE-BEHAVIORAL HEALTH THE PATH FORWARD - TOTAL FUNDING $100,0000 RECOGNIZED $100,000 IN 2022NEBGH'S PROJECT INVOLVED (AND CONTINUES TO INVOLVE) WORKING WITH KEY EMPLOYERS AND STAKEHOLDERS TO ACHIEVE SUSTAINABLE, EXPANDED ACCESS TO HIGH-QUALITY TBH, AND TO PROMOTE THE AVAILABILITY AND EFFECTIVENESS OF TBH FOR THE BENEFIT OF EMPLOYEES AND OTHER CONSUMERS. OUR ACTIVITIES INCLUDED CONCENTRATED COLLABORATIVE WORK WITH OUR PATH FORWARD ON MENTAL HEALTH AND SUBSTANCE USE STEERING COMMITTEE AND DEDICATED TELE-BEHAVIORAL, MEASUREMENT-BASED CARE AND COMMUNITY ENGAGEMENT WORK GROUPS, PROGRAMMING TO EDUCATE OUR MEMBERS, INITIATIVES UNDERTAKEN WITH OUR PARTNERS SUCH AS SHATTERPROOF, NAMI NYC AND THE AMERICAN PSYCHIATRIC ASSOCIATION FOUNDATION'S CENTER FOR WORKPLACE MENTAL HEALTH (AND OTHERS), AND WORKING DIRECTLY WITH HEALTH PLANS AND HEALTH SYSTEMS TO EXPAND ACCESS TO MENTAL HEALTH SERVICES. WE RECRUITED 21 ENGAGED, ACTIVE MEMBERS FOR OUR MULTI-STAKEHOLDER STEERING COMMITTEE AND TELE-BEHAVIORAL WORK GROUP, REPRESENTING EMPLOYERS, HEALTH PLANS, HEALTH SYSTEMS, PROVIDERS AND COMMUNITY ORGANIZATIONS. IN ADDITION TO LEADING ONGOING WORK IN THE STEERING COMMITTEE AND WORK GROUP, NEBGH HAS PRODUCED EDUCATIONAL EMPLOYER-DIRECTED AND EMPLOYEE-DIRECTED MATERIALS FOR STAKEHOLDERS, AND 20 VIRTUAL MEETINGS AND WEBINARS WITH TOPICS ON MENTAL HEALTH PARITY, MENTAL HEALTH EQUITY, SUBSTANCE USE AND TELE-BEHAVIORAL HEALTH CARE (DIGITAL AND TELEPHONIC). WE HAVE ALSO USED THE EXTENSIVE REACH WE HOLD VIA OUR MEMBERS AND MAILING LIST TO DISTRIBUTE RELEVANT INFORMATION AND RECORDINGS. THROUGH THE WORK OF OUR MULTI-STAKEHOLDER WORK GROUP MEMBERS, INCLUDING HEALTH PLANS, HEALTH SYSTEMS, COMMUNITY ORGANIZATIONS AND EMPLOYERS, WE DEVELOPED RESOURCES TO SUPPORT THE EXPANSION OF VIRTUAL MENTAL HEALTHCARE INCLUDING: WELL GAUGE A SURVEY TOOL FOR EMPLOYERS TO ASSESS THEIR ORGANIZATIONS' PROGRESS IN CREATING A CULTURE OF MENTAL WELLNESS. TELE-BEHAVIORAL MENTAL HEALTHCARE TALKING POINTS INFORMATION ABOUT THE DOCUMENTED BENEFITS OF VIRTUAL CARE FOR EMPLOYERS AND OTHER STAKEHOLDERS. TELE-BEHAVIORAL MENTAL HEALTHCARE CHECKLIST A GUIDE EMPLOYERS CAN USE TO EXERCISE THEIR LEVERAGE WITH HEALTH PLANS, BENEFIT CONSULTANTS AND VENDORS. MATERIALS INCLUDING A VIDEO AND FACT SHEET ABOUT THE ACCELERATION OF TELE-MENTAL HEALTH INNOVATION TO BRIDGE ACCESS GAPS WAS CREATED, HIGHLIGHTING STRATEGIC IMPLICATIONS ESPECIALLY FOR EMPLOYERS. MULTIPLE RECORDINGS AND INFORMATION POWERPOINT DECKS RELATED TO MENTAL HEALTH PARITY TO EDUCATE AND ENSURE EMPLOYER ADHERENCE. IN PARTNERSHIP WITH NATIONAL LEADERS AND OTHER REGIONAL COALITIONS, A VOICE OF THE PURCHASER SURVEY WAS CONDUCTED TO COLLECT SUBSTANTIVE DATA AND EXPERIENCES FROM EMPLOYERS ABOUT ACCESS TO MENTAL HEALTHCARE THOUGH HEALTH PLAN NETWORKS AND ADDITIONAL MENTAL HEALTH CARE POINT SOLUTIONS THEY HAVE ENGAGED TO EXPAND COVERAGE OF BEHAVIORAL HEALTH SERVICES IN THE WORKPLACE.

  Expenses $85,037 · Revenue $100,000

As filed on the 2022 return. The filer continues this part on Schedule O, which is not shown here.

Listed in Part VII

Compensation is as filed in Part VII: reportable pay from this organization and from related organizations, other compensation, and hours per week. The total, marked calculated, is our sum of the three dollar columns, with a blank column counted as $0; the form itself has no total. On a Form 990-EZ the columns are Part IV's instead, and on a Form 990-PF Part VIII's — compensation, contributions to benefit plans, and expense account — and the total sums those. A Schedule J breakdown is as filed: base pay, bonus, other, deferred compensation and nontaxable benefits from this organization, with any from related organizations beside each, and the filer's own total. It is shown with the Part VII listing of the same name on the same return. The form gives no key between the two, so that pairing is ours, and is marked matched by us.

Schedule J

Part I's answers as filed. A line not listed was left unanswered; on lines 1a and 3 that means the box was not checked.

Grants on this return

No itemized grants to organizations on this return.

Taxable family on this return

Schedule R Parts I, III and IV, as filed. These record ownership and control, not shared board members or money moved.

Provenance

Return type

form_990

Tax year

2022

Filed

8 November 2023

IRS schema version

2022v5.0

Source object

202333139349304248

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